MARKETING/LOGISTICS RELATIONSHIPS: INFLUENCE ON CAPABILITIES AND PERFORMANCE

Effective marketing/logistics relationships can help to create, develop, and maintain critical capabilities to support long‐term firm success. Recent research focuses on two distinct capabilities—information capabilities and firm‐wide integration. Empirical results are provided confirming the proposed relationship between marketing logistics relationship effectiveness and the two capabilities. Further, the capabilities are shown to positively impact logistics performance.     

USER INFLUENCE ON THE RELATIONSHIP BETWEEN FORECAST ACCURACY,APPLICATION AND LOGISTICS PERFORMANCE

When companies develop and apply more accurate forecasts in their planning and management activities, they have the potential to improve performance throughout their organization and across the supply chain. To realize these improvements, however, companies must (1) implement techniques and practices that improve forecast accuracy, and (2) integrate the more accurate forecasts into their planning and management activities. While much research has focused on accomplishing the first of these requirements, few studies have investigated the important role that user's play in the application of forecasts for logistics planning and management. This article establishes a connection between forecast performance, user perceptions of the quality of forecasts they receive, the extent that they use the forecasts and the resulting impact on logistics performance.     

ESTIMATION OF GLOBAL AND NATIONAL LOGISTICS EXPENDITURES: 2002 DATA UPDATE

The objective of this research was to estimate logistic expenditure for the global economy. An Artificial Neural Network was used to generate national estimates. The estimation set constitutes 24 countries representing approximately 75% of the global Gross Domestic Product. The model utilizes variables that capture economic activity, transportation activity, income level, country size, and geographic location. This research updates previous estimates and represents continuous improvement of the estimation method, including new input variables, better information quality, mathematical model refinement, and methods of model validation.     

QUALITY,OPERATIONAL LOGISTICS STRATEGY,AND REPURCHASE INTENTIONS: A PROFILE DEVIATION ANALYSIS

Emerging thoughts on quality suggest that three principal sources of customer‐based value creation exist for firms operating in the online marketplace. These include a focus on delivering (1) service quality, (2) product quality, and (3) eBusiness quality. Drawing on strategic choice theory coupled with configuration theory, we conducted a profile deviation analysis among customers of online grocery firms using the “ideal” quality profile for four operational logistics strategies as the benchmark (semi extended strategy, fully extended strategy, de‐coupled strategy, and centralized extended strategy). The findings suggest that service, product, and eBusiness quality‐based fit with operational logistics strategy type are associated with customers' behavioral (repurchase) intentions. This lends support to the notion that capitalizing on the appropriately weighted quality‐focus represents a strategic vehicle to create superior outcomes in online businesses. The makeup of these ideal quality profiles that represent the strongest repurchase intentions of customers is also provided.     

MAXIMIZING THE HUMAN CAPITAL EQUATION IN LOGISTICS: EDUCATION,EXPERIENCE, AND SKILLS

Hiring and retaining the best employees ‐ human capital ‐ is a challenge. This recent study addressed the long‐standing problem of finding sufficient numbers of quality logistics managers to fill logistics jobs. The research examined how education, experience, and job skills influence performance of these managers, and how performance in turn influences the worth of the manager to the firm. As hypothesized, job skills were found to be good predictors of both logistics manager performance and worth. However, neither experience nor education was found to significantly affect performance. Managerial implications are also provided.     

PERFORMANCE MEASUREMENT: MEASURE SELECTION BASED UPON FIRM GOALS AND INFORMATION REPORTING NEEDS

Performance measurement is critically important to business success. Collecting and responding to information that does not provide management with guidance to meet established goals is counterproductive and potentially injurious to the success of the firm. This research develops a framework that allows individual firms to assess unique measurement needs in light of their stated goals, and to select performance measures most suited to addressing those measurement needs.     

Formative vs. reflective measures: Facets of variation

Research that treats observed measures of a business construct as a function of a latent true score plus random error is making two strong assumptions. The first, the assumed direction of causality, has generated the burgeoning formative measurement literature to which Cadogan and Lee (2013) contribute. The second is overlooked. Classical test theory assumes there is only one legitimate source of variance. Academics validating measures of business constructs invariably assume that this source is their respondents, who can be managers, employees, or customers, depending on the context (i.e. business discipline). The invoked causality accounts for covariance at the respondent level, ignoring whether it also applies to other sources of variance—such facets as brands, companies, departments, locations, service providers or work groups. Researchers need to be clear about a business construct's conceptual domain, about the sources of variance that are focal to the theoretical relationships being investigated, and whether the construct's relationship with its indicators is formative or reflective for each facet.     

SUPPLY CHAIN MANAGEMENT AND ITS RELATIONSHIP TO LOGISTICS,MARKETING, PRODUCTION,AND OPERATIONS MANAGEMENT

The renaming of the Council of Logistics Management (CLM) to the Council of Supply Chain Management Professionals (CSCMP) ushered in some interesting definitional dialogue and debate within the practitioner and academic communities. Inherent in emerging definitions is the notion that SCM encompasses activities traditionally considered aspects of production, logistics, marketing, and operations management. Defining SCM in such a broad scope (i.e., a “within” and “across” functions perspective), while considered by many scholars as the true representation of the essence of SCM, creates confusion regarding the appropriate organizational level within a business that is best suited for managerial decision making regarding the phenomenon. This paper contributes to the emerging SCM dialogue by highlighting the functional spaces (the “within” function perspective), relationships, and conceptual overlaps (the “across” functions perspective) between marketing, logistics, production, operations, and supply chain management. By comparing and contrasting the literature‐based conceptual boundaries of each discipline, a framework is proposed that more clearly captures the essence of the SCM decision making sphere. Managerial insights and future research implications are presented.     

LINKING STRATEGY,STRUCTURE, PROCESS,AND PERFORMANCE IN INTEGRATED LOGISTICS

The current research was undertaken to present and test a framework of supply chain logistics integration that synthesizes current logistics thought with an established theory of organizational design. The framework portrays performance as an outcome of appropriate alignment between strategy, structure, and processes. The results support the contention that a firm that pursues a relational strategy, develops information and measurement structures to support relational processes, and then uses these tools to implement and execute integrated operations will experience high levels of logistical performance. In addition, the results indicate that superior logistics performance is related to simultaneous integration of internal and external operational processes.     

REVERSE LOGISTICS: THE IMPACT OF TIMING AND RESOURCES

Although reverse logistics has become a competitive necessity in many industries, there is a lack of agreement as to when formal reverse logistics programs should be introduced. The current research examines the issue of program introduction timing (first, early, late) in the context of the automobile aftermarket industry. The findings indicate that firms developing formal reverse logistics programs early in their industries – but not first – may be best positioned; however, there is also evidence that the timing/performance relationship can be influenced by resource commitment.     

AN EXAMINATION OF TRENDS AND IMPACT OF AUTHORSHIP COLLABORATION IN LOGISTICS RESEARCH

The discipline of logistics is undergoing tremendous change, including shifts in the focus of our associations, as well as in the subject matter, that is deemed important to the academic and professional community. In this article, we seek to evaluate how research in the discipline is also changing, specifically in terms of the degree of collaboration among scholars involved. We draw upon 3,116 articles published from 1987 through 2007 in seven logistics journals. Using the authorship and the citation counts of these articles, we identify several important characteristics of collaboration and offer preliminary empirical insight about the associated trends and impact that collaboration is having within our discipline. This initial assessment provides the potential to spur further interest into the theoretical development and empirical testing on this timely and important topic.     

WAREHOUSE MANAGEMENT SYSTEMS: RESOURCE COMMITMENT,CAPABILITIES, AND ORGANIZATIONAL PERFORMANCE

Modern warehousing firms and distribution centers are overwhelmed with information related to the flows and storage of goods and services. The efficient and effective utilization of logistics‐related information can enhance firms' ability to reduce costs while simultaneously improving customer satisfaction. Warehouse management systems (WMS) are frequently implemented and used with these goals in mind. The current research examines resource‐based empirical justification for the pursuit and implementation of WMS. In addition, a research agenda is offered to guide future research efforts related to WMS and the broader area of logistics information systems (LIS).     

LOGISTICS AND SUPPLY CHAIN MANAGEMENT APPLICATIONS WITHIN A GLOBAL CONTEXT: AN OVERVIEW

This paper reviews 726 academic research studies covering logistics and supply chain management (L'SCM) applications within a global context. Articles are analyzed according to their publication year and outlet, common themes, and countries or regions investigated. The sample was drawn from the ABI/INFORM Global database, which includes almost 1,800 journal titles. The review offers a starting point for researchers, graduate students, faculty members or practitioners examining international L'SCM applications. The article also draws attention to the wide array of global L'SCM studies conducted, their settings and viewpoints. Additionally, this paper highlights some of the most interesting works and draws attention to lesser‐researched countries and regions of the world. The overview also provides an introduction for practitioners and managers to what academic research has covered in the area of global L'SCM. Practitioners can use this review as a starting point for the identification of relevant and useful references for their particular task.     

REVERSE LOGISTICS: THE RELATIONSHIP BETWEEN RESOURCE COMMITMENT AND PROGRAM PERFORMANCE

In response to increasing volumes of returned products, firms are establishing programs to guide the reversal of flows in the supply chain, i.e., reverse logistics. With reverse logistics programs firms seek cost savings and efficiencies related to reclamation, redistribution, and disposal of products returned “upstream” to the retailer or manufacturer. This paper reports on a recent survey of electronics catalog retailers regarding reverse logistics program involvement. In addition to creating a profile of current reverse logistics activities in an industry characterized by high volumes of returns, the research also examines the relationship between investment in reverse logistics related resources and reverse logistics program performance.     

STRATEGIC ORIENTATION,CAPABILITIES, AND PERFORMANCE IN MANUFACTURER — 3PL RELATIONSHIPS

This study examines how two dimensions of strategic orientation (customer and competitor orientation) influence logistics and market performance. Two capabilities, operational flexibility and collaboration, are studied. Data were collected from manufacturers working with third party logistics providers. The findings suggest that customer and competitor orientations have different influences upon performance when leveraged through the capabilities. Competitor orientation, while having a detrimental direct effect on logistics performance, appears to be the better strategic approach, when supported with operational flexibility since it results in enhanced logistics (efficiency) and market (effectiveness) performance. Customer orientation, on the other hand, greatly improves logistics performance, i.e., internal efficiency.     

BEYOND EXPECTATIONS: AN EXAMINATION OF LOGISTICS OUTSOURCING GOAL ACHIEVEMENT AND GOAL EXCEEDANCE

As a growing number of managers consider the decision to outsource logistics activities, it is becoming increasingly critical to understand drivers of success in this area. Using survey data from 549 managers, this research examines the influence of three relationship engagement factors (communication, cooperation, and proactive improvement) on the perceived logistics outsourcing performance achieved by service providers. In particular, logistics outsourcing performance is characterized as consisting of two distinct dimensions: 1) goal achievement, and 2) goal exceedance, which management should consider, respectively, when evaluating their logistics service providers (LSPs).     

SUPPLY CHAIN INTERFACES: DEFINING ATTRIBUTES AND ATTRIBUTE VALUES FOR COLLABORATIVE LOGISTICS MANAGEMENT

Managing supply chain interfaces, where information or physical goods are exchanged between one trading partner and another, is a key component of collaborative logistics management (CLM). Identifying the interfaces on which to focus, and describing the attributes and attribute values of these interfaces, fosters effective CLM arrangements.     

ANTECEDENTS AND DIMENSIONS OF CUSTOMER PARTNERING BEHAVIOR IN LOGISTICS OUTSOURCING RELATIONSHIPS

In order to be successful in today's competitive environment, third‐party logistics providers (3PLs) increasingly strive to develop close, mutually beneficial long‐term relationships with customers. The current study identifies inter‐organizational conditions and firm‐specific factors that influence a firm's partnering behavior with its 3PL. A model of the antecedents and dimensions of partnering behavior is developed and tested with a diverse set of relationships between a focal 3PL and members of its customer base.