International Journal of Physical Distribution & Logistics Management

Patricia Everaert; Werner Bruggeman; Gerrit Sarens; Steven R. Anderson; Yves Levant

2008 International Journal of Physical Distribution & Logistics Management

doi: 10.1108/09600030810866977

Purpose – The purpose of this paper is to describe the experiences of a wholesaler with time‐driven activity‐based costing (TDABC). Three research questions are addressed: How are complex logistics operations modeled by TDABC? Does TDABC provide more accurate cost information than activity‐based costing (ABC)? How is TDABC cost information used? Design/methodology/approach – Case study research was performed at a Belgian wholesaler. Interviews were conducted. The cost and activity database was analyzed. Findings – This case study illustrates that there are logistics operations that cannot be modeled using a single cost driver, as is done with ABC. TDABC uses time equations to estimate the time spent on each activity. The results herein show how the time equations can capture the different complexities, by including different terms or interaction terms in the time equations. The database analysis clearly demonstrates that TDABC provided more accurate cost information than ABC at this case company. ABC oversimplified 64 percent of the activities, and misallocated 55 percent of all indirect costs. Research limitations/implications – This study is one of the first, investigating the experiences with TDABC. The results are derived from analyzing all activities, at a single case company. Practical implications – The study illustrates the technique of TDABC and provides a real company example of time equations in logistics. The users declared the TDABC model very useful for profitability reporting and profit management. The time drivers provided insight into the causes of excessive distribution and logistics costs. Originality/value – This paper complements current discussion on cost drivers and subtasks and logistics costing.

Ila Manuj; John T. Mentzer

2008 International Journal of Physical Distribution & Logistics Management

doi: 10.1108/09600030810866986

Purpose – Global supply chains are more risky than domestic supply chains due to numerous links interconnecting a wide network of firms. These links are prone to disruptions, bankruptcies, breakdowns, macroeconomic and political changes, and disasters leading to higher risks and making risk management difficult. The purpose of this paper is to explore the phenomenon of risk management and risk management strategies in global supply chains. Design/methodology/approach – This paper is based on an extensive literature review and a qualitative study comprising 14 in‐depth interviews and a focus group meeting with senior supply chain executives. Findings – The study provides insights into the applicability of six risk management strategies with respect to environmental conditions and the role of three moderators. Research limitations/implications – The model is developed in a global manufacturing supply chain context. It should be tested in other contexts and with other methods to provide generalizability. The study takes a much needed step toward building a theory of risk management in global supply chains, which opens important future research directions. Practical implications – This research provides direction to managers for choosing risk management strategies based on the global supply chain environment. Moderators have practical implications for global supply chain managers. Originality/value – The paper addresses an identified gap in the literature for selecting risk management strategies in global supply chains. It employs grounded theory, a methodology appropriate for theory‐building, to explore a phenomenon with an inadequate theoretical base.

Joseph R. Carter; Arnold Maltz; Tingting Yan; Elliot Maltz

2008 International Journal of Physical Distribution & Logistics Management

doi: 10.1108/09600030810866995

Purpose – There is good evidence that the shift in global sourcing is toward so‐called “low cost country suppliers.” Yet conditions in these countries are often not well‐known. At the same time, best practices in integrated supply dictate a multi‐faceted decision, rather than basing supplier location on a single attribute say, labor cost alone. With these issues in mind, a research project was formulated with two primary objectives. First, the authors wanted to compile the knowledge and perceptions of purchasing managers regarding low cost regions and their capabilities and to reflect the multiple factors involved in current sourcing strategies and supplier selection decisions in these low cost geographies. Second, the authors wanted to compare managers' subjective perceptions with objective data regarding attributes of sourcing locations to identify the relationship between perceptions and reality. This paper aims to explore the issues. Design/methodology/approach – The authors surveyed over 100 sourcing professionals on their perceptions of various low cost sourcing alternatives. Perceptual mapping techniques were used to combine the rankings on some 12 different attributes to visualize how the various attributes relate to each other and how the low cost regions compare when rated against sourcing managers' ideal perceptions. Findings – The research results show that procurement managers select regions for low cost sourcing based on both specific measures and individual and/or group perceptions of the region, whether these perceptions are correct or not. This paper probes these perceptions. Also the paper compares these subjective perceptions with objective data to show that cultural stereotypes may bias managers' perception of location‐specific characteristics. The paper closes with implications for procurement managers and opportunities for further research. Practical implications – The authors have demonstrated that purchasing managers choose sourcing locations using multiple criteria instead of only focusing on cost. But some perceptions are biased by cultural stereotypes and do not reflect reality. This suggests that managers have to be careful when using their subjective judgment in choosing sourcing locations. Originality/value – The authors believe that visual representations of alternative sourcing options have great potential to improve the efficiency of cross‐disciplinary and multi‐company teams that are increasingly responsible for global sourcing strategies. Comparing managers' perception with objective data of location attributes shows that mangers' perception may be biased by cultural stereotypes.

Matthew A. Waller; Brent D. Williams; Cuneyt Eroglu

2008 International Journal of Physical Distribution & Logistics Management

doi: 10.1108/09600030810867002

Purpose – Whereas inventory theory traditionally assumes the periodic review inventory model ( R , T ), with an order‐up‐to level R , has a random demand and lead time coupled with a deterministic review interval T , firms often deviate from a strict adherence to a fixed review interval when they attempt to capture transportation scale efficiencies. Employing this policy introduces additional supply chain variability. This paper aims to provide an expression for the standard deviation of demand during the protection period, important in setting safety stock, as well as an expression for the amount of order variance amplification induced by a stochastic review interval. Design/methodology/approach – Analytical modeling is used to develop the expression for the standard deviation of demand during the protection period as well as the calculation for the amount of order variance amplification induced by a stochastic review interval. Findings – In terms of the variance of demand over the protection period, a stochastic review interval has a similar effect to that of a stochastic lead time, but its impact on demand variance amplification within the supply chain differs fundamentally. Specifically, a stochastic review interval creates an order batching bullwhip effect not identified in existing literature. Research limitations/implications – This study offers an expression for the standard deviation of demand during the protection period when stochastic review intervals are employed. The expression can be used to more effectively set safety stock. The paper also offers an expression for the order variance amplification induced by a stochastic review interval. Practical implications – The study offers suggestions for retailers and suppliers regarding when the use of a stochastic review interval is effective in terms of cost efficiencies. Originality/value – While the existence and effect of lead time variability is well‐established in the literature, traditional approaches the periodic review inventory model ignore the stochastic nature of review interval. This paper highlights the use of stochastic review intervals as a contributing factor to the bullwhip effect.