Search results

The librarian and researcher have to be able to uncover specific articles in their areas of interest. This Bibliography is designed to help. Volume IV, like Volume III, contains features to help the reader to retrieve relevant literature from MCB University Press' considerable output. Each entry within has been indexed according to author(s) and the Fifth Edition of the SCIMP/SCAMP Thesaurus. The latter thus provides a full subject index to facilitate rapid retrieval. Each article or book is assigned its own unique number and this is used in both the subject and author index. This Volume indexes 29 journals indicating the depth, coverage and expansion of MCB's portfolio.

It is sometimes suggested that the role of distribution is to provide “time and place utility” in the transfer of goods and services between buyer and seller. Put another way, there is no value in a product or service until it is in the hands of the customer or consumer. It follows that making the product or service “available” is what, in essence, the distribution function of the business is all about. “Availability” is in itself a complex concept, impacted upon by a galaxy of factors which together constitute customer service. These factors might include delivery frequency and reliability, stock levels and order cycle time, for example, as they all impact upon availability. Indeed, it could be said that ultimately customer service is determined by the interaction of all those factors that affect the process of making products and services available to the buyer.

Shows how the lean and agile paradigms may be selected according to marketplace requirements. These are distinctly different, since in the first case the market winner is cost, whereas in the second case the market winner is availability. Agile supply chains are required to be market sensitive and hence nimble. This means that the definition of waste is different from that appropriate to lean supply. The proper location of decoupling points for material flow and information flow enable a hybrid supply chain to be engineered. This encourages lean (efficient) supply upstream and agile (effective) supply downstream, thus bringing together the best of both paradigms. The paper concludes by proposing a cyclic migratory model which describes the PC supply chain attributes during its evolution from traditional to its present customised “leagile” operation.

The development of a scientific discipline of marketing logistics requires a vital commitment to education in this area.

The purpose of this paper is to examine the development, extension and use of the “six markets” model and to outline a framework for analysing stakeholder relationships and planning stakeholder strategy.

The “six markets” stakeholder model is examined. Refinement of the model and improved understanding as a result of field‐based research is described. A stakeholder relationship planning framework is proposed.

The paper examines the use of the “six markets” model in a wide range of organisational contexts utilizing a range of research approaches. A stakeholder relationship planning model is developed consisting of four inter‐related elements, i.e. stakeholder value propositions, value delivery design, stakeholder relationship marketing plans, and measurement and feedback.

The article suggests a number of areas for future research, including the development of planning approaches for different classes of stakeholders and more detailed testing of the stakeholder model and planning framework in specific market sectors.

The research suggests that managers find that the development and implementation of relationship plans for the key stakeholder markets generates valuable new knowledge and insights into stakeholder conditions, constraints and opportunities.

This article contributes to knowledge in the relationship marketing and stakeholder theory areas through the development, refinement and use of a planning model that addresses the complexity of stakeholder relationships and networks. The stakeholder planning approach that is developed represents a means by which managers can achieve greater transparency of stakeholders' interests and improved rigour in planning relationships with stakeholders.

Whilst there are a plethora of theoretical ideas regarding a segmented approach to supply chain strategy, there is paucity of empirical data. This paper aims to present the results of a field‐based case study in a fast moving consumer goods company (FMCGCo) that sought to identify the most relevant basis for supply chain segmentation.

Research carried out on a single instrumental case, FMCGCo. A four‐stage research design was employed to develop and test an approach to developing a segmented supply chain strategy for FMCGCo supply chain Western Europe.

The study identified demand profiling at an item level (using volume and variability classifiers) as the primary driver of supply chain strategy. It also developed a novel profiling tool. This not only segmented demand but identified through the introduction of the concept of filters a method for turning the results of the demand profiling analysis into a segmented supply chain strategy.

The results presented are based on a single instrumental case. It is the approach that is transferable to other supply chain contexts not the specific solution per se.

The paper presents a practical and pragmatic approach for companies to develop a segmented supply chain strategy based on demand profiling.

The introduction of a new tool as a practical and relatively quick means of developing a segmented supply chain strategy, that considers both market and product characteristics.

With the growing acceptance of logistics and supply chain management (SCM) as critical business concerns, there is an emerging realisation that more investment is needed to develop appropriate managerial skills and competencies for supply chain managers. This paper explores the challenges for management development that arise as organisations seek to bridge the gap between current capabilities and those required for future success.

Three constituencies were of interest to our research: providers of education and training, students and participants on programmes, and corporates who purchase programmes. A triangulated research approach was employed in order to capture the views of each of these constituencies. This comprised a focus group, interviews and surveys, and a case study of logistics/SCM development at one of the world's leading pharmaceutical companies.

The key knowledge areas and competencies/skills required by logistics and supply chain managers are identified. Preferred teaching approaches are also identified, as are optimum approaches for career development. The subtle yet significant differences that exist among the three constituencies in the various areas and approaches are highlighted. The results thus constitute a tentative skills profile for the logistics and supply chain manager of the future.

The research provides a multi‐stakeholder insight, set in the context of the key business transformations which are shaping logistics and SCM practice, into the development of the supply chain manager of the future. Practical recommendations emerge for all stakeholders in logistics/SCM development practice. Recommendations for further research are also made, particularly for (from a methodological perspective) more case study research, and (from a research focus perspective) research into learning styles and also linking individual, organisational and supply chain learning.

In the twenty‐first century business scenario, most organisations supply a range of products to multiple markets, so participate in several often quite different supply chains. Just as the linear chain is a simplification of a supply network, the single channel is a simplification of the true complexity many organisations face. When all products are pushed down a single channel, they are paced by the slowest and customers are charged an average price resulting in many being underserved. Manifestly, for most businesses “one size fits all” is not a viable option in delivery pipeline design and operation. This paper aims to address these issues.

Traditionally, the requisite number of delivery pipelines operated by a business is determined by “hunch”, as is the range of products flowing down each channel to the marketplace. The information technology (IT) revolution, which in turn has spawned the “analytic corporation” enables pipeline selection and product matching to be placed on a more formal footing. In order to enable the tailoring of value stream pipelines to markets five classification variables are proposed. These are duration of product life cycle (D), delivery window (W), annual volume (or value) (V₁), product variety (V₂) and demand variability (V₃).

Through the use of case studies drawn from real‐world situations, the authors are able to highlight the practical value of using appropriate taxonomies to identify appropriate supply chain design strategies. A framework for the implementation of a scheme for value stream classification is proposed.

The proposed analysis, design, and implementation methodology is summarised in flow diagram format. Emphasis is placed on the formation of a “natural group” task force to execute this programme. Production, sales, logistics, and marketing are all essential “players” therein.

It is established that the DWV³ classification system is suitable for framing pipeline performance improvement programmes. By exploiting the “analytic corporation” IT capability, the system has a dynamic role in determination of channel switching as products progress through their individual life cycle phases.

The purpose of this paper is to address the increasingly important question of supply chain design for global operations. With the rise of off‐shore sourcing and the simultaneous need for improved responsiveness to customer demand, the choice of supply chain strategy is critical.

The paper draws its conclusions from case‐based research supported by survey data.

The paper provides evidence that the choice of supply chain strategy should be based upon a careful analysis of the demand/supply characteristics of the various product/markets served by a company. It presents the basis for a taxonomy of appropriate supply chain strategies.

The case studies and empirical research reported in this paper are specific to the clothing manufacturing and fashion industries and there would be benefit in extending the research into other sectors.

Given the increasing trend to out‐sourcing and off‐shore sourcing, the choice of supply chain strategy is of some significance and clearly impacts competitive performance.

Whilst there is a growing recognition of the need to match the supply chain to the market, there is still limited research into what criteria should be utilised to aid the choice of supply chain strategy. This paper attempts to extend our understanding of the issues.