THE INTERACTION OF INTERNAL AND DOWNSTREAM INTEGRATION AND ITS ASSOCIATION WITH PERFORMANCE

The authors study how internal and downstream integration and their interaction affect logistical and financial performance within the firm. The results indicate that internal and downstream integration and their interaction affect logistical performance — that is, the higher the internal integration, the stronger the relationship of downstream integration with logistical performance. The results also suggest that logistical performance directly predicts financial performance. The results suggest that superior performance derives from the firm simultaneously integrating functions, decision‐making, and processes both within the firm and across the supply chain.     

LOGISTICS PERFORMANCE: EFFICIENCY,EFFECTIVENESS, AND DIFFERENTIATION

This research examines the nature of logistics performance and the contribution of logistics to the firm by empirically investigating the impact of logistics performance on organizational performance. Logistics performance is tested as a second‐order formative construct comprised of three dimensions: logistics efficiency; logistics effectiveness; and logistics differentiation. Results indicate that logistics performance positively impacts organizational performance. Theoretical and empirical support is also provided for measuring logistics performance as a second‐order formative construct, indicating that efficiency, effectiveness, and differentiation are not necessarily trade‐offs, but rather are complementary. Importantly, perceptual measures for organizational performance collected from managerial respondents were strongly correlated with secondary financial data for participating organizations obtained from Compustat, lending empirical credence to the logistics performance–organizational performance relationship.     

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.     

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.     

固相萃取—液相色谱分析蔬菜中噻菌灵和苯菌灵残留量

[目的]建立一种同时测定蔬菜中噻菌灵和苯菌灵残留量的方法。[方法]样品采用酸性甲醇提取,提取液经LC-SCX固相萃取小柱净化,以甲醇-甲酸（0.05%）为流动相,配备Symmetry-C18柱、紫外检测器（280 nm）的高效液相色谱仪对待测组份进行了分离和测定。[结果]噻菌灵在蔬菜样品中的添加回收率在77.2%～102.0%之间,变异系数（RSD）小于10%;苯菌灵在蔬菜样品中的添加回收率在75.4%～96.6%之间,变异系数（RSD）也小于10%,均满足残留分析要求,噻菌灵和苯菌灵在样品中的最低检出浓度为0.01mg/kg。[结论]本方法操作过程简单快速,重复性好,能满足蔬菜中噻菌灵和多菌灵残留量同时检测的要求。     

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.     

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.