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Article
Publication date: 23 September 2021

Harmen S. Wijbenga, Paul C. van Fenema and Nynke Faber

The purpose of the study is to diagnose recurrent logistics problems in a public organization’s network of logistics entities, determining the maturity level of each supply chain…

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Abstract

Purpose

The purpose of the study is to diagnose recurrent logistics problems in a public organization’s network of logistics entities, determining the maturity level of each supply chain (SC) function, and trying to link problems within the SC functions to the maturity level by using the case study method.

Design/methodology/approach

Extant research on supply chain management (SCM) maturity is combined with notions of SC flows and disciplines. The resulting SCM Disciplines Maturity model comprises multiple diagnostic steps. It is illustrated by means of a developmental case study at a large public organization facing recurrent logistics problems in routine processes.

Findings

The model is shown to be a useful instrument to obtain insight into linkages between recurrent logistics problems and the way an SCM organization harbors multiple SCM disciplines.

Originality/value

The paper examines recurrent logistics problems in relation to SCM maturity, a relatively unknown research subject. It shows how SCM maturity thinking can support the diagnosis of recurrent problems. In a rapidly changing world, it enables further research on diagnosis as a dynamic capability.

Details

Supply Chain Management: An International Journal, vol. 28 no. 1
Type: Research Article
ISSN: 1359-8546

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Article
Publication date: 1 June 2002

Nynke Faber, René (Marinus) B.M. de Koster and Steef L. van de Velde

Warehousing is becoming more and more a critical activity in the supply chain to outperform competitors on customer service, lead times, and costs. However, if warehousing is to…

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Abstract

Warehousing is becoming more and more a critical activity in the supply chain to outperform competitors on customer service, lead times, and costs. However, if warehousing is to be a source of competitive advantage, then the implementation of a warehouse management information system (WMS) is a necessary condition to achieve efficiently the high performance of warehousing operations required in today’s marketplace. A major practical question is then whether a given warehouse should implement a standard or a tailor‐made WMS. A standard WMS offers many advantages; it is a proven solution, it is less costly, the implementation lead time is shorter, and the after‐sales service is better. On the other hand, a standard WMS remains largely making compromises between the way a warehouse wants to work and the way the system allows the warehouse to work. In certain environments, such compromises might seriously degrade warehouse performance, in which case it then seems better to implement a tailor‐made WMS. To answer the above question, we conducted an exploratory field study of warehouses with recently implemented WMSs to first understand the empirical reality and then build up a theory linking the constructs warehouse complexity and warehouse planning and control structure. Warehouse complexity refers to the number and variety of items to be handled, the degree of their interaction, and the number, nature, i.e. technologies used, and variety of processes, determined among others by the warehouse’s position in the logistic chain and the nature of its market. Warehouse planning and control structure refers to the management functions that plan, direct, coordinate and control the flow of goods through the warehouse, from the time of receiving to the time of shipping. It is strongly related to the WMS in use. We found that the number of orderlines to be processed per day and the number of stock‐keeping units are the two main observable aspects of warehouse complexity; that the more complex the warehouse is, the more tailor‐made the planning and control structure should be; that for simple warehouses a standardized planning and control structure suffices; and that the design of a new‐to‐build warehouse should be carried out in close concert with the design of the warehouse planning and control structure.

Details

International Journal of Physical Distribution & Logistics Management, vol. 32 no. 5
Type: Research Article
ISSN: 0960-0035

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