journal article
LitStream Collection
Home
2024 International Journal of Physical Distribution & Logistics Management
doi: 10.1108/ijpdlm-02-2023-0073
An increasing number of last mile deliveries (LMDs) pose many sustainability challenges that retailers and logistics service providers (LSPs) can address. Using cognitive frames (CFs) as a lens, this study explored how retail and LSP managers make sense of sustainable LMDs.Design/methodology/approachThe methodological approach used is a multiple embedded case study. The data were obtained from interviews with retailers and LSPs, supplemented with secondary data for triangulation.FindingsThe findings present the operational aspects of LMDs that managers associate with sustainability and indicate that retail and LSP managers frame sustainability primarily as emission reduction. Managers indicate an externalization of responsibility and a compartmentalization of the supply chain, in which social sustainability is not associated with the last mile. Most managers indicate hierarchical CFs regarding sustainability, in which sustainability is an important topic but is subordinate to economic interests.Practical implicationsCollaboration between retailers, LSPs and other stakeholders is viewed as challenging but could alleviate some of the sustainability shortcomings and aid in the paradoxical framing and inclusion of social issues.Originality/valueA conceptualization of managerial CFs for sustainable LMDs, together with empirical frame indicators and three propositions, is presented, providing novel insights into how paradoxical CFs could make LMDs more sustainable. This approach illuminates the possibilities for how to untangle the operational manifestations of managerial framing and adds to the empirical exploration of CFs in supply chain management.
Rogerson, Sara; Svanberg, Martin; Altuntas Vural, Ceren; von Wieding, Sönke; Woxenius, Johan
2024 International Journal of Physical Distribution & Logistics Management
doi: 10.1108/ijpdlm-02-2023-0075
Severe disruptions to maritime supply chains, including port closures, congestion and shortages in shipping capacity, have occurred during the COVID-19 pandemic. This paper’s purpose is to explore flexibility-based countermeasures that enable actors in maritime supply chains to mitigate the effects of disruptions with different characteristics.Design/methodology/approachSemi-structured interviews were conducted with shipping lines, shippers, forwarders and ports. Data on the COVID-19 pandemic's effects and countermeasures were collected and compared with data regarding the 2016–2017 Gothenburg port conflict.FindingsSpatial, capacity, service and temporal flexibility emerged as the primary countermeasures, whilst important characteristics of disruptions were geographical spread, duration, uncertainty, criticality, the element of surprise and intensity. Spatial flexibility was exercised in both disruptions by switching to alternative ports. During the COVID-19 pandemic, ensuring capacity flexibility included first removing and then adding vessels. Shipping lines exercising service flexibility prioritised certain cargo, which made the spot market uncertain and reduced flexibility for forwarders, importers and exporters that changed carriers or traffic modes. Experience with disruptions meant less surprise and better preparation for spatial flexibility.Practical implicationsUnderstanding how actors in maritime supply chains exercise flexibility-based countermeasures amid disruptions with different characteristics can support preparedness for coming disruptions.Originality/valueComparing flexibility-based measures in a pandemic versus port conflict provides insights into the important characteristics of disruptions and the relevance of mitigation strategies. The resilience of maritime supply chains, although underexamined compared with manufacturing supply chains, is essential for maintaining global supply chain flows.
Arvidsson, Niklas; Weir IV, Howard Twaddell; Orving, Tale
2024 International Journal of Physical Distribution & Logistics Management
doi: 10.1108/ijpdlm-02-2023-0079
To assess the introduction and performance of light electric freight vehicles (LEFVs), more specifically cargo cycles in major 3PL organizations in at least two Nordic countries.Design/methodology/approachCase studies. Interviews. Company data on performance before as well as after the introduction. Study of differing business models as well as operational setups.FindingsThe results from the studied cases show that LEFVs can compete with conventional vans in last mile delivery operations of e-commerce parcels. We account for when this might be the case, during which circumstances and why.Research limitations/implicationsInherent limitations of the case study approach, specifically on generalization. Future research to include more public–private partnership and multi-actor approach for scalability.Practical implicationsAdding to knowledge on the public sector facilitation necessary to succeed with implementation and identifying cases in which LEFVs might offer efficiency gains over more traditional delivery vehicles.Originality/valueOne novelty is the access to detailed data from before the implementation of new vehicles and the data after the implementation. A fair comparison is made possible by the operational structure, area of delivery, number of customers, customer density, type of packages, and to some extent, the number of packages being quite similar. Additionally, we provide data showing how city hubs can allow cargo cycles to work synergistically with delivery vans. This is valuable information for organizations thinking of trying LEFVs in operations as well as municipalities/local authorities that are interested.
Showing 1 to 5 of 5 Articles