International Journal of Physical Distribution & Logistics Management

Durach, Christian F.; Paiva, Ely Laureano

2018 International Journal of Physical Distribution & Logistics Management

doi: 10.1108/IJPDLM-11-2018-364

Marin-Garcia, Juan A.; Alfalla-Luque, Rafaela; Machuca, Jose A.D.

2018 International Journal of Physical Distribution & Logistics Management

doi: 10.1108/ijpdlm-06-2018-0233

The purpose of this paper is to establish definitions and dimensions of Triple-A supply chain (SC) variables based on a literature review and to validate a Triple-A SC measurement model using a worldwide multiple informant sample.Design/methodology/approachFollowing a literature review, Triple-A SC variables (agility, alignment and adaptability) are conceptualized and a list of possible items is created for their measurement. An international 309 plant sample is used to validate the convergent and criterion validities of the composites proposed to measure Triple-A SC.FindingsContributions to the literature: clarification of Triple-A SC variable concepts; identification of key dimensions of Triple-A SC variables; development of a validated Triple-A SC measurement scale for future empirical research and industrial applications.Research limitations/implicationsA rigorously validated instrument is needed to measure Triple-A SC variables and enable researchers to credibly test theories regarding causal links between capabilities, practices and performance.Practical implicationsProposal of a scale for use by managers of different functions to analyze Triple-A SC deployment in the company.Originality/valueThe only Triple-A SC scale used in the previous literature has serious limitations: scales were not taken from an extended literature review; data were collected from single respondents in a single country. This is the first validated Triple-A SC measurement model to overcome these limitations.

Asmussen, Jesper Normann; Kristensen, Jesper; Wæhrens, Brian Vejrum

2018 International Journal of Physical Distribution & Logistics Management

doi: 10.1108/ijpdlm-07-2018-0268

The purpose of this paper is to investigate how management attention and supply chain complexity affect the decision-making process and cost estimation accuracy of supply chain design (SCD) decisions.Design/methodology/approachThe research follows an embedded case study design. Through the lens of the behavioural theory of the firm, the SCD decision process and realised outcomes are investigated through longitudinal data collection across ten embedded cases with varying degrees of supply chain decision-making complexity and management attention.FindingsThe findings suggest that as supply chain decision-making complexity increases, cost estimation accuracy decreases. The extent to which supply chain decision-making complexity is readily recognised influences the selection of strategies for information search and analysis and, thus, impacts resulting cost estimation errors. The paper further shows the importance of management attention for cost estimation accuracy, especially management attention based on conflicting goals induce behaviours that improve estimation ability.Research limitations/implicationsA framework proposing a balance between supply chain decision-making complexity and management attention in SCD decisions is proposed. However, as an embedded case study the research would benefit from replication to externally validate results.Originality/valueThe method used in this study can identify how supply chain complexity is related to cost estimation errors and how management attention is associated with behaviours that improve cost estimation accuracy, indicating the importance of management attention in complex supply chain decision-making.

Aminoff, Anna; Hakanen, Taru

2018 International Journal of Physical Distribution & Logistics Management

doi: 10.1108/ijpdlm-06-2018-0231

The ability to operate global distribution channels of products is commonly considered a critical determinant of a manufacturer’s competitiveness. Nowadays, many products are often complemented with value-added services challenging the efficacy of the status quo of distribution channels. Investigating this rather new phenomenon, the purpose of this paper is to provide an initial understanding of the implications of servitization for manufacturers’ global business-to-business (B2B) distribution.Design/methodology/approachThe aim is to elaborate service-dominant logic (SDL) in the context of global B2B distribution. The study builds on case study data collected from a medium-sized European manufacturing company offering production equipment and solutions, and three of its global distributors.FindingsThe results indicate that the co-producing customer value, the increasing role of operant resources of both a distributor and a manufacturer, and triadic co-creation between a manufacturer, a distributor and an end customer have increasing importance in the indirect distribution network.Research limitations/implicationsData are limited to data collected from a single in-depth case study. The results of this study should be investigated by collecting more data in a broader context in the form of surveys.Practical implicationsSeveral guidelines related to global distribution are developed for managers, and current distributor selection criteria are completed to meet the needs of this servitization approach.Originality/valueEmpirical research on servitizing manufacturers with global B2B distribution is scarce. This paper employs SDL to provide an in-depth understanding of the implications of servitization for distribution.