International Journal of Physical Distribution & Logistics Management

Anthony S. Humphrey; G. Don Taylor; John S. Usher; Gary L. Whicker

2007 International Journal of Physical Distribution & Logistics Management

doi: 10.1108/09600030710758428

Purpose – The purpose of this paper is to examine whether or not driver life, carrier performance, and customer service can be improved as a result of the use of a technique called yard‐stacking in the truckload trucking industry. The technique seeks to find ways to provide level freight availability during normal weekly cycles in an effort to seek improvement relative to all constituencies. Design/methodology/approach – Simulation is used to examine the use of yard‐stacking on Fridays to provide additional freight on weekends, which is generally much less available than on weekdays. In this technique, before being dispatched on Friday for a long‐haul, a driver initially picks up a load to make a short “dray” move from the customer site to the carrier's closest terminal yard. During the weekend, another driver picks up the drayed load. In this research, we evaluate the potential of weekend yard‐stacking under a variety of scenarios. Findings – The paper shows that a carrier's adaptation of weekend freight leveling can be beneficial to both trucking companies and their customers, while remaining relatively neutral to drivers. Research limitations/implications – Carriers may be able to utilize Friday yard‐stacking to improve their cost efficiency, driver satisfaction and customer performance. Originality/value – This research extends the knowledge base of truckload freight imbalance problems. It was industrially motivated by J.B. Hunt Transport, Inc., one of the world's largest truckload carriers, who provided freight data and conceptual guidance.

Hokey Min

2007 International Journal of Physical Distribution & Logistics Management

doi: 10.1108/09600030710758437

Purpose – This paper aims to identify key variables that affect warehouse employee turnover. These variables include: occupational variables (e.g. skills, years of experiences); organizational variables (e.g. firm size, industry); individual variables (e.g. pay scale, job security). This paper also develops a conceptual model for linking the aforementioned variables reflecting job alternatives and job satisfaction to warehouse employee turnover. Design/methodology/approach – This paper conducted empirical analysis to determine which variables significantly influence warehouse employee turnover. The empirical analysis is based on data obtained from the questionnaire survey intended for various industries such as manufacturing, third‐party logistics providers, wholesalers, and retailers which get actively involved in warehousing operations. The survey data was analyzed using a series of regression analyses to identify variables significantly influencing warehouse employee turnover. Findings – Job security turned out to be one of the most important factors for recruiting and retaining warehouse employees, whereas monetary incentives have little or nothing to do with warehouse employee turnover. The larger the warehouse, the higher the employee turnover. That is to say, a lack of personal attention paid to warehouse employees may have the adverse impact on their retention. More experienced warehouse workers are less inclined to give up on their current jobs than less experienced warehouse workers, probably because the former is more accustomed to warehouse working environments than the latter. Research limitations/implications – The current study did not fully explore the impact of ethnicity on warehouse employee turnover, despite the growing diversity of warehousing workforce. Also, the current study was primarily based on the feedback provided by warehouse managers. Future research may incorporate the opinions of warehouse workers into the turnover model. Practical implications – This paper provides practical guidelines as to how firms can cope with warehouse employee shortages caused by unusually high employee turnover in the warehouses. Originality/value – Regardless of various warehouse employee retention strategies including pay raises, fringe benefits, bonuses, and gain sharing, many warehouses are still struggling to retain qualified labor. Since, warehouse productivity can be directly affected by the availability and quality of labor, a warehouse employee shortage may have a lasting effect on a firm's competitiveness. In an effort to help firms prevent chronic warehouse employee shortage, this paper is one of the first attempts to identify the main sources of warehouse employee turnover based on the findings of empirical survey of selected US firms.

Carol C. Bienstock; Marla B. Royne

2007 International Journal of Physical Distribution & Logistics Management

doi: 10.1108/09600030710758446

Purpose – This research integrates recent work on customer information acquisition in services marketing and economics of information research with literature on industrial buying behavior for the purpose of proposing and empirically testing a model that explores information acquisition in industrial purchasing. Design/methodology/approach – To test the proposed model, an online survey was prepared using WebSurveyor and an introductory e‐mail with a link to the survey was sent to a sample of members of a professional organization of industrial purchasing managers. Findings – Results indicated a differential use of information sources across differing purchase situations. When purchasing situations were perceived to be easy to evaluate, there was a significantly greater use of impersonal information sources. In addition, we offer evidence that the use of both personal and impersonal information sources does, in fact, increase the perception of goal clarity with respect to the purchasing task among industrial purchasers. Originality/value – If marketers can help provide key information – both personal and impersonal – to their customers, they are helping to clarify the purchasing task. These communication efforts can then contribute to that satisfying outcome which might ultimately enhance the relationship between the two parties.

Marcia Perry

2007 International Journal of Physical Distribution & Logistics Management

doi: 10.1108/09600030710758455

Purpose – The paper aims to discuss the findings of a humanitarian logistics manager field study on response activity concerning the 2004 tsunami disaster in terms of what should have occurred and to present a comprehensive hindsight‐analysis case for a model placing natural disaster response activity clearly within the context of local‐nation‐led, holistic and inclusive natural disaster planning. Design/methodology/approach – The qualitative testing of a conceptual framework of natural‐disaster response requirements through interviews with tsunami‐response logistics managers, the analysis of the findings in the light of tsunami‐hindsight “effective disaster management” themes of recent academic literature and multi‐agency reports and the development of the holistic, inclusive planning model. Findings – That natural disaster response activity needs to be viewed holistically in the context of a disaster management planning continuum that ideally starts well before the response action is required and of which locally‐led inclusiveness is a crucial component. Research limitations/implications – The model needs to be tested for its applicability as a planning instrument and guide for response activity in the context of future natural disasters. Practical implications – The holistic/inclusive planning model has been developed to guide natural disaster planners as well as add to academic discourse in the search for natural disaster management solutions. Originality/value – The study is original with its field‐based qualitative research foundation and reflective hindsight analysis.