International Journal of Physical Distribution & Logistics Management

Mikihisa Nakano

2009 International Journal of Physical Distribution & Logistics Management

doi: 10.1108/09600030910942377

Purpose – The purpose of this paper is to empirically examine the impact of internal and external collaborative forecasting and planning on logistics and production performance. Design/methodology/approach – To measure the degree of collaborative forecasting and planning, the concept of collaboration is categorized into three dimensions: sharing resources, collaborative process operation, and collaborative process improvement. Based on these dimensions, a survey of Japanese manufacturers was conducted and the analytical model is proposed to examine using structural equation modeling. Findings – There are positive relationships between internal and external collaborative forecasting and planning. Upstream and downstream collaborative forecasting and planning are also positively related. Internal collaborative forecasting and planning has a positive effect on relative logistics and production performance. External collaborative forecasting and planning does not have a significant effect on relative logistics and production performance. Research limitations/implications – This study does not clarify how firms can achieve the improvement of forecasting and planning process. Future research should investigate the mechanism of process improvement in supply chain. Practical implications – Not only sharing resources and collaborative process operation but also collaborative process improvement play a crucial role in gaining sustainable competitive advantage in logistics and production. Originality/value – This study focuses on the forecasting and planning process in supply chain and proposes new dimensions measuring the degree of collaborative forecasting and planning. By focusing on the process and using the dimensions, the relationship between supply chain collaboration and performance are discussed concretely.

Shashank Rao; Thomas J. Goldsby; Deepak Iyengar

2009 International Journal of Physical Distribution & Logistics Management

doi: 10.1108/09600030910942386

Purpose – The purpose of this study is to investigate key differences between web‐only and multi‐channel retailers in terms of five different measures of web activity and three different forms of outsourcing behavior. Specifically, the research examines the marketing and logistics efficacy between business‐to‐consumer (B2C) retailers who sell exclusively via the web and retailers for whom the web offers one additional channel for sales. Finally, it is suggested that how this study may give rise to future research in this area. Design/methodology/approach – This empirical study using the lens of transaction cost economics (TCE) to examine hypotheses regarding customer buying behavior and the retailers' proclivity to outsource is conducted. Secondary data sources provide key metrics for the more than 250 companies found in the sample. Findings – Several key differences exist between the efficacy of web‐only and multi‐channel retailers, which can be explained with the TCE framework. Both web‐only and multi‐channel retailers are found to exhibit respective advantages. Multi‐channel retailers enjoy more web traffic and offer more items for the consumer, yet are disadvantaged in terms of ease of search and conversion rate (percentage of shoppers who actually buy). In addition, web‐only retailers are more likely to outsource the functions of logistics, marketing, and customer support. Practical implications – This study has value to researchers and practitioners in that it illustrates how two of the most common types of retailing alternatives differ from each other. Multi‐channel retailers are challenged with the broad scope and immense collection of goods they offer and, therefore, struggle to convert shoppers into buyers. Web‐only retailers, on the other hand, enjoy less web traffic, but prove more effective in conversion rates, perhaps related to their more extensive use of outsourced expertise in logistics, marketing, and customer support services. Originality/value – In the decade since internet retailing (e‐tailing) began to be accepted as a new sales channel, e‐tailing has grown to a market size of over $160 billion within the USA alone. However, empirical examination of the functioning and performance of this sales channel is only now commencing.

Helena Forslund

2009 International Journal of Physical Distribution & Logistics Management

doi: 10.1108/09600030910942395

Purpose – The purpose of this paper is to explore how the performance management (PM) process may be affected by the design and contents of logistics service performance (LSP) contracts between customer and supplier. Design/methodology/approach – A case study of four manufacturing companies' way of working with contracts towards their suppliers was conducted. Findings – Different design and contents of contracts, containing some patterns related to industry, company size and degree of formalization, were found. The PM process with contracts was split up into one setup and one execution sub‐process. Once the setup was made, all resources were focused on measuring, analysing and improving LSP. The changed management of the PM process may be one factor explaining the improved LSP all studied customer companies perceived. Research limitations/implications – An explorative approach with few cases limits the possibilities to generalize the results to analytical generalization. Practical implications – This paper has illustrated how companies can apply LSP contracts. Originality/value – Few empirical and especially case‐based studies of LSP contracts were found.

David A. Menachof; Brian J. Gibson; Joe B. Hanna; Anthony E. Whiteing

2009 International Journal of Physical Distribution & Logistics Management

doi: 10.1108/09600030910942403

Purpose – The purpose of this paper is to provide rankings of quality of peer reviewed periodicals for faculty research use, rankings of usefuless of both peer reviewed and non‐peer reviewed periodicals for teaching and outreach purposes, and rankings of usefulness of search engines for finding articles. Design/methodology/approach – An online survey was conducted during the Autumn Semester of 2006. 82 periodicals were identified as relevant to the Supply Chain Management field. Respondents were asked to rank their top used journals in terms of use for teaching, outreach and research. Findings – A total of 143 surveys were completed. Journal of Business Logistics , Harvard Business Review , and International Journal of Physical Distribution and Logistics Management were the top three ranked journals in the composite index. EBSCO Business Source Premier, ProQuest, and Google Scholar were the top three search engines used to find logistics and SCM articles. Research limitations/implications – A clear global consensus is forming on the top journals for SCM. However, the emergence of Operations Management/Operations Research Journals into the rankings is an important trend. There was also the absence of previously ranked journals as the field evolved from transportation and distribution to logistics to SCM. Originality/value – This paper is the largest survey completed to date in the field and substantially updates previous surveys. All academics who are active in SCM will find value in this paper.