Bjørn Andersen, Tom Fagerhaug, Stine Randmæl, Jürgen Schuldmaier and Johann Prenninger
Represents a more popularized adaptation of the complete report written as documentation of the benchmarking activity in the project SMArTMAN SME. Uses benchmarking in the…
Abstract
Represents a more popularized adaptation of the complete report written as documentation of the benchmarking activity in the project SMArTMAN SME. Uses benchmarking in the SMArTMAN SME project to increase the knowledge about the supply chain management process and to enable the industrial partners to learn from best practice. Identifies other enterprises in Europe and their processes. A set of flow charts portrays what is considered to be a best practice process spanning the areas of procurement and supply chain management. This process has been designed by merging the best elements from each of the benchmarking partners’ processes into one generic process. Describes practices observed at the benchmarking partners that seem to be of “best practice” level and which were not suited for inclusion in the flow charts.
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Ross L. Chapman, Claudine Soosay and Jay Kandampully
Service industries hold an increasingly dynamic and pivotal role in today’s knowledge‐based economies. The logistics industry is a classic example of the birth and development of…
Abstract
Service industries hold an increasingly dynamic and pivotal role in today’s knowledge‐based economies. The logistics industry is a classic example of the birth and development of a vital new service‐based industry, transformed from the business concept of transportation to that of serving the entire logistical needs of customers. Quantum advances in science, technology, and communication in the new millennium have compelled firms to consider the potential of the so‐called new “resources” (technology, knowledge and relationship networks) that are essential if firms are to operate effectively within the emerging business model, and to utilise the opportunities to innovate and gain market leadership. Through an extensive literature review, this paper examines the factors that nurture innovation in logistics services, identifies the contributions of the new “resources” and, using industry examples, examines the application of these resources to logistics firms as they assume an extended role within the new business model.
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Ross L. Chapman, Claudine Soosay and Jay Kandampully
Service industries hold an increasingly dynamic and pivotal role in today's knowledge‐based economies. The logistics industry is a classic example of the birth and development of…
Abstract
Service industries hold an increasingly dynamic and pivotal role in today's knowledge‐based economies. The logistics industry is a classic example of the birth and development of a vital new service‐based industry, transformed from the business concept of transportation to that of serving the entire logistical needs of customers. Quantum advances in science, technology, and communication in the new millennium have compelled firms to consider the potential of the so‐called new “resources” (technology, knowledge and relationship networks) that are essential if firms are to operate effectively within the emerging business model, and to utilise the opportunities to innovate and gain market leadership. Through an extensive literature review, this paper examines the factors that nurture innovation in logistics services, identifies the contributions of the new “resources” and, using industry examples, examines the application of these resources to logistics firms as they assume an extended role within the new business model.