International Journal of Physical Distribution & Logistics Management

M. Theodore Farris II; C. Michael Wittmann; Ron Hasty

2005 International Journal of Physical Distribution & Logistics Management

doi: 10.1108/09600030510577403

Purpose – To examine supply chain competences necessary to efficiently and/or effectively succeed in aftermarket support. Design/methodology/approach – Using the aerospace industry as a context, this paper provides a brief overview of aftermarket support practices and trends and discusses the broader implications for aftermarket supply chain managers. Findings – There are multiple approaches to aftermarket support. Which approach should be used depends on key variables including: technology, need for visibility and/or traceability, and need for collaborative product commerce. Research limitations/implications – This paper is a general review. Future research should examine resources necessary in individual industries, other forms of relationships, and the influence of new technologies. Practical implications – In many industries, there are significant opportunities for incremental profit in aftermarket support. Collaborative product commerce, alliances, a number of new technologies (e.g. web commerce), and security needs may play critical roles in determining whether or not a company's aftermarket support practices will be profitable. Firms without competences in these areas should seek help from trusted partners to fill competence gaps. Originality/value – This paper explores an often ignored but significant line of business – aftermarket support. Lessons demonstrated in this paper may be used in a number of industries that rely on aftermarket support for incremental profit.

Joseph W.K. Chan

2005 International Journal of Physical Distribution & Logistics Management

doi: 10.1108/09600030510577412

Purpose – Sets out an exploratory study to give an alternative viewpoint of manufacturing logistics. Design/methodology/approach – Based on causal analysis, the relationship between competitive strategy and manufacturing logistics was explored. Variables, including both positioning and competitive dimensions, in the competitive strategy that interacted with manufacturing logistics were identified. The elements of manufacturing logistics for this study included master production scheduling, capacity requirements planning, material planning, purchasing, and inventory control. A weighted business performance index was used to segregate the sample firms into three groups: high‐, average‐, and low‐performing organizations. For each of the performance group, the causal relationships between strategic elements and the performance of manufacturing logistics were then analyzed. Findings – The results showed a significant relationship between competitive strategy and manufacturing logistics system performance. Research/limitations/implications – Not all the elements in manufacturing logistics may contribute to the logistics performance. The construct of manufacturing logistics depends on a particular set of strategic variables that the organization designs. Originality/value – Extends the study of manufacturing logistics beyond its boundary through a broader strategic perspective.

Togar M. Simatupang; Ramaswami Sridharan

2005 International Journal of Physical Distribution & Logistics Management

doi: 10.1108/09600030510577421

Purpose – This paper proposes an instrument to measure the extent of collaboration in a supply chain consisting of two members, suppliers and retailers. Design/methodology/approach – The proposed model for collaboration incorporates collaborative practices in information sharing, decision synchronisation and incentive alignment. A collaboration index is introduced to measure the level of collaborative practices. A survey of companies in New Zealand was conducted to obtain data to test and evaluate the collaboration index. Findings – The survey results confirmed the reliability and validity of the proposed collaboration index measure for measuring collaboration. The findings also showed that the collaboration index was positively associated with operational performance. Research limitations/implications – Future research could consider larger sample sizes and cover other industry types. Practical implications – Supply chain participants will be able to measure the extent of their collaboration and seek improvement in their performance. Originality/value – This paper contributes to the literature by introducing a new index for measuring the extent of supply chain collaboration. This measure can be used by any participant (member) in a supply chain to identify the level of collaboration and seek improvement.

Diane Mollenkopf; G. Peter Dapiran

2005 International Journal of Physical Distribution & Logistics Management

doi: 10.1108/09600030510577430

Purpose – This paper reports on a study of the logistics and supply chain practices of Australian and New Zealand firms. Design/methodology/approach – The research uses the Supply Chain 2000 Framework developed at Michigan State University as a basis for analyzing logistics/supply chain capabilities and competencies of Australian and New Zealand firms. A mail survey instrument was used in both countries. Findings – There are indeed Australian and New Zealand firms who are operating at world‐class levels with respect to logistics/supply chain capabilities. The majority of firms, however, still focus their efforts on internal logistics integration issues, compared with external integration issues. A comparison of industry groups shows that the motor/transport and the chemicals/petroleum sectors perform the best, while there is much room for improvement in the food, clothing/textile and primary industry sectors. Research limitations/implications – This research takes a snapshot of Australian and New Zealand businesses at a point in time, and uses a framework developed in North America to assess the logistics competencies of the ANZ firms. These two issues can be considered research limitations, in that businesses are constantly evolving, and thus future research should be conducted to evaluate the evolution of ANZ firms as they continue to develop their logistics capabilities. Additionally, the business environment of North America is considerably different from the environment found in Australia and New Zealand. Thus, future research should also consider the logistics competencies within the specific context of the ANZ environment. Practical implications – This research provides a baseline for ANZ managers to assess their logistics competencies and capabilities, and provides a framework for developing further logistics capabilities. Originality/value – From a practical perspective the research enriches understanding of the state and practice of logistics in Australia and New Zealand, about which very little has been previously published. Theoretically, the study extends a conceptual framework in an international setting.