This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/eb014614. When citing the article, please…
Abstract
This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/eb014614. When citing the article, please cite: Bernard J. LaLonde, Baymond E. Mason, (1985), “Some Thoughts on Logistics Policy and Strategies: Management Challenges for the 1980s”, International Journal of Physical Distribution & Materials Management, Vol. 15 Iss: 5, pp. 5 - 15.
Bernard J. LaLonde and Terrance L. Pohlen
Integration of the supply chain offers many opportunities to improve customer service and eliminate unnecessary costs. However, many firms lack the capability to determine the…
Abstract
Integration of the supply chain offers many opportunities to improve customer service and eliminate unnecessary costs. However, many firms lack the capability to determine the cost of moving product to market and where potential savings may exist. Supply chain costing provides an approach for measuring the cost of activities spanning the entire channel. Using cost information to evaluate channel performance has strategic implications regarding the composition and structure, evaluation of performance, and the allocation of benefits within the supply chain. Possessing the capability to improve customer value while targeting opportunities for cost reduction opens new frontiers for supply chain management.
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Bernard J. LaLonde and Baymond E. Mason
During the past decade, a number of important forces have converged on US management thinking and practice. These forces have led to an evolution in management direction that is…
Abstract
During the past decade, a number of important forces have converged on US management thinking and practice. These forces have led to an evolution in management direction that is quietly changing the face of a significant range of purchasing, manufacturing, and distribution systems. For the past 30 years the strategy of choice has been to use inventory to solve all of the problems facing the business firm. Inventory was used as a substitute for forecasting, as a balm for uncertainty in the marketplace, as a competitive tactic — in short, as a panacea for whatever ailed the business firm. Several generations of managers have grown up learning this philosophy and the magic that could be wrought with enough inventory.
Bernard J. LaLonde and James M. Masters
The decade of the 1980s has been witness to a long period of stable, sustained economic growth in the American economy, with moderate inflation, favourable interest rates, and…
Abstract
The decade of the 1980s has been witness to a long period of stable, sustained economic growth in the American economy, with moderate inflation, favourable interest rates, and steady growth in GNP. The decade has been remarkably free of the economic turmoil that marred the 1970s ‐ double digit inflation, double digit prime interest rates, the energy crisis. Nevertheless, the last nine years have brought with them profound changes in the national economy and in the global marketplace which will radically alter the way a modern enterprise does business. Some of the most significant changes will occur in the firm's logistics processes and practices. These changes will present challenges, and opportunities, to every firm in every industry. The Fortune 500 of the year 1999 will consist of those companies who understand the challenges and seize the opportunity which they represent ‐ the opportunity to fashion a logistics system which is tuned to the realities of the future.
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Xun Li, Clyde W. Holsapple and Thomas J. Goldsby
In today’s constantly evolving global business environment, multidivisional firms (MDFs) require an organizational structure for supply chain management (SCM) that facilitates the…
Abstract
Purpose
In today’s constantly evolving global business environment, multidivisional firms (MDFs) require an organizational structure for supply chain management (SCM) that facilitates the development of supply chain agility. This research aims to investigate what structural elements of an MDF’s SCM team contribute to supply chain agility.
Design/methodology/approach
A two-sample field study was conducted. Four MDFs with top-performing supply chains (Sample 1) were first studied to identify agility-supporting structural elements. Then, quantitative data from 35 MDFs with contrasting levels of supply chain agility (Sample 2) were collected to test the theoretical propositions advanced from Sample 1 findings.
Findings
The results reveal four structural elements that exert a positive impact on an MDF’s supply chain agility: hierarchical position of the divisional top supply chain executive, scope of divisional supply chain operations, hierarchical position of the top supply chain executive at the headquarters and scope of SCM coordination by the headquarters.
Originality/value
First, this study provides a comparatively comprehensive understanding of the SCM organization structure in MDFs. Second, this study is one of the first to provide empirically supported theoretical insights about the linkage between an MDF’s organizational structure for SCM and supply chain agility.
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Xun Li, Qun Wu, Clyde W. Holsapple and Thomas Goldsby
This paper aims to investigate the impact of three critical dimensions of supply chain resilience, supply chain preparedness, supply chain alertness and supply chain agility, all…
Abstract
Purpose
This paper aims to investigate the impact of three critical dimensions of supply chain resilience, supply chain preparedness, supply chain alertness and supply chain agility, all aimed at increasing a firm’s financial outcomes. In a turbulent environment, firms require resilience in their supply chains to prepare for potential changes, detect changes and respond to actual changes, thus providing superior value.
Design/methodology/approach
Using survey data from 77 firms, this study develops scales for preparedness, alertness and agility. It then tests their hypothesized relationships with a firm’s financial performance.
Findings
The results reveal that the three dimensions of supply chain resilience (i.e. preparedness, alertness and agility) significantly impact a firm’s financial performance. It is also found that supply chain preparedness, as a proactive resilience capability, has a greater influence on a firm’s financial performance than the reactive capabilities including alertness and agility, suggesting that firms should pay more attention to proactive approaches for building supply chain resilience.
Originality/value
First, this study develops a comparatively comprehensive definition for supply chain resilience and explores its dimensionality. Second, this study provides empirically validated instruments for the dimensions of supply chain resilience. Third, this study is one of the first to provide empirical evidence for direct impact of supply chain resilience dimensions on a firm’s financial performance.
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A conference can range from good to bad. It can be well or poorly organized, comfortably or indifferently housed, a profitable or wasted use of time. If conferences were rated…
Abstract
A conference can range from good to bad. It can be well or poorly organized, comfortably or indifferently housed, a profitable or wasted use of time. If conferences were rated like hotels and stars indicated their merit, the one held in Munich at the end of October should be awarded the maximum number.
BERNARD J. LA LONDE, JOHN R. GRABNER and JAMES F. ROBESON
The paper focuses on three main issues. First, an attempt is made to define more clearly alternative approaches to the development of integrated distribution systems. There…
Abstract
The paper focuses on three main issues. First, an attempt is made to define more clearly alternative approaches to the development of integrated distribution systems. There follows a discussion of some of the primary reasons or causes for increased management interest in effective distribution during the 1950s and 1960s.
Noteworthy shifts in availability of raw materials, component parts and products have had a profound influence on customer service levels. Changes in these levels have dramatised…
Abstract
Noteworthy shifts in availability of raw materials, component parts and products have had a profound influence on customer service levels. Changes in these levels have dramatised the importance of and concern for effective management of customer service in distribution. As a result, adjustments in business procedure and organisational structure are necessary.
The power of a distribution channel member represents “(his) ability to control decision variables in the marketing strategy of another member operating at another level”. Bucklin…
Abstract
The power of a distribution channel member represents “(his) ability to control decision variables in the marketing strategy of another member operating at another level”. Bucklin and Alderson stress that power relationships are essential for strong marketing channels. The five bases of power which have been identified and discussed in the marketing channel literature include rewards, coercion, expertness, legitimacy and identification. These power bases are useful in understanding the nature and use of customer service in channels of distribution. For example, reward power is based on the belief by one channel member that another member has the ability to mediate rewards for him. The customer services, fill rate and lead time can be viewed as bases for reward power. Expert power is based on one channel member's belief that another member has some special knowledge or expertise. The ability of a manufacturer to provide market information and/or assistance in inventory management is a potential basis for expert power. Thus, a supplier's strategy for achieving power bases is by providing customers with packages of customer service which they find particulary important.