This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/EUM0000000000379. When citing the…
Abstract
This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/EUM0000000000379. When citing the article, please cite: Jan T. Zantinga, Mark Gieben, (1991) “Defining Service Levels to Evaluate European Logistics Configurations”, International Journal of Physical Distribution & Logistics Management, Vol. 21 Iss: 2, pp. 26 - 31.
This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/EUM0000000000379. When citing the…
Abstract
This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/EUM0000000000379. When citing the article, please cite: Jan T. Zantinga, Mark Gieben, (1991) “Defining Service Levels to Evaluate European Logistics Configurations”, International Journal of Physical Distribution & Logistics Management, Vol. 21 Iss: 2, pp. 26 - 31.
Jan T. Zantinga and Mark Gieben
The progress towards a common European market as well as theimplementation of JIT, MRP and other systems may lead to the need toreevaluate and possibly centralise the distribution…
Abstract
The progress towards a common European market as well as the implementation of JIT, MRP and other systems may lead to the need to reevaluate and possibly centralise the distribution systems of firms operating in Europe. How four firms analysed and changed their European logistics structures of warehouses, transport and information systems is described. A five‐step evaluation and implementation process is presented. The basic premise of the process is the correct definition and management of service levels, after which alternative configurations are developed. The cost implications are then evaluated, and the optimum alternative is established. Techniques for service analysis such as the use of samples, iso‐day diagrams and distance‐time diagrams are also included.
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Ten factories in Spain (eight non‐Japanese‐owned plants and twoJapanese transplants) were evaluated using the Kobayashi 20‐key scoringmethod on issues such as cleanliness, quick…
Abstract
Ten factories in Spain (eight non‐Japanese‐owned plants and two Japanese transplants) were evaluated using the Kobayashi 20‐key scoring method on issues such as cleanliness, quick set‐up practices, coupled manufacturing, level production scheduling, quality assurance policies, small group activities and others. The methodology has shown its ability to compare different factories in Spain and Japan. The research indicates that factories in Spain have focused their first‐year improvement programmes on the factory floor, led by plant managers and executed by industrial engineers. Work‐in‐Process (WIP) has generally decreased, but the relationships with other departments (e.g. purchasing or quality), or with the labour force, have not changed. This leads to the conclusion that three scenarios are possible. Judges the “stagnate” and “slow change” scenarios to be more likely to happen than the “fast change” scenario, featuring extensive top management involvement to change the company culture.
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Among the top management issues covered in this section are: leadership to promote change; issues of corporate culture; effective international strategy; environmental leadership;…
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Among the top management issues covered in this section are: leadership to promote change; issues of corporate culture; effective international strategy; environmental leadership; investment in Eastern Europe; and developing “world‐class” manufacturing strategy.
MCB is not a company to rest on its laurels. In the vernacular of modern‐day management literature, the company can rightly claim to be a learning organization; one that seeks to…
Abstract
MCB is not a company to rest on its laurels. In the vernacular of modern‐day management literature, the company can rightly claim to be a learning organization; one that seeks to regenerate and develop itself in accordance with current trends, most notably those in customer and market requirements.
This special “Anbar Abstracts” issue of the International Journal of Physical Distribution & Logistics Management is split into six sections covering abstracts under the following…
Abstract
This special “Anbar Abstracts” issue of the International Journal of Physical Distribution & Logistics Management is split into six sections covering abstracts under the following headings: Logistics and Distribution Strategy; Supply Chain Management; IT in Logistics and Distribution; Just‐in‐time Management; Accounting for Logistics; International.
This special “Anbar Abstracts” issue of the European Journal of Marketing is split into seven sections covering abstracts under the following headings: Marketing, Europe and…
Abstract
This special “Anbar Abstracts” issue of the European Journal of Marketing is split into seven sections covering abstracts under the following headings: Marketing, Europe and International Business; Marketing Strategy; Supply Chain Management; Product Management; Services Marketing; Marketing in the Public Sector; and Marketing & IT.