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Article
Publication date: 1 May 1993

This article has been withdrawn as it was published elsewhere and accidentally duplicated.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…

159

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This article has been withdrawn as it was published elsewhere and accidentally duplicated.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.

Details

International Journal of Physical Distribution & Logistics Management, vol. 23 no. 5
Type: Research Article
ISSN: 0960-0035

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Article
Publication date: 1 January 1996

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…

4259

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.

Details

The International Journal of Logistics Management, vol. 7 no. 1
Type: Research Article
ISSN: 0957-4093

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Article
Publication date: 1 May 1985

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…

136

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.

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International Journal of Physical Distribution & Materials Management, vol. 15 no. 5
Type: Research Article
ISSN: 0269-8218

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Article
Publication date: 1 January 1990

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…

1191

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.

Details

The International Journal of Logistics Management, vol. 1 no. 1
Type: Research Article
ISSN: 0957-4093

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Article
Publication date: 4 February 2019

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…

2427

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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Article
Publication date: 20 March 2017

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…

4130

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.

Details

Management Research Review, vol. 40 no. 3
Type: Research Article
ISSN: 2040-8269

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Article
Publication date: 1 December 1972

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…

232

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.

Details

Work Study, vol. 21 no. 12
Type: Research Article
ISSN: 0043-8022

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Article
Publication date: 1 January 1971

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…

331

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.

Details

International Journal of Physical Distribution, vol. 1 no. 1
Type: Research Article
ISSN: 0020-7527

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Article
Publication date: 1 July 1976

William Wagner

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…

162

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.

Details

International Journal of Physical Distribution, vol. 7 no. 3
Type: Research Article
ISSN: 0020-7527

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Article
Publication date: 1 January 1981

Michael Levy

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…

185

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.

Details

International Journal of Physical Distribution & Materials Management, vol. 11 no. 1
Type: Research Article
ISSN: 0269-8218

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