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The purpose of this paper is to propose and test a dual pathway model whereby addressing the question, “What are the effects of supply chain orientation and organizational identification on internal integration and supplier integration?”.

A survey design was performed to collect data from supply chain professionals regarding their organization’s supply chain orientation (SCO), organizational identification (OI) and achieved states of both internal and supplier integration. Partial least squares-structural equation modeling was performed to test the dual mediating pathways.

The results show that internal integration partially mediates relationships between SCO and supplier integration and for OI and supplier integration. In comparing the mediating effects to test competing theories, the SCO path yields stronger complementary partial mediation. This supports the proposition that SCO and OI mutually exist within an organization and influence achieved integrative behaviors. Additionally, results suggest the behavioral spillover effect exists for an internally integrated organization that has also achieved supplier integration.

This research makes several contributions to extant literature, including finding that SCO contributes to levels of achieved integration. Also, this research theoretically integrates literature on the social dilemma associated with supplier integration and the behavioral spillover effect, suggesting that SCO allows for positive internal integrative behaviors to spillover to integrated suppliers. Finally, this research contributes to research on OI by finding achieved integration is an outcome, which refutes a dominate theory that explains OI facilitates negative behaviors toward external organizations.

This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/EUM0000000000393. When citing the article, please cite: Frank W. Davis, Karl B. Manrodt, (1991), “Service Logistics: An Introduction”, International Journal of Physical Distribution & Logistics Management, Vol. 21 Iss: 7, pp. 4 - 13.

This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/EUM0000000000422. When citing the article, please cite: Karl B. Manrodt, Frank W. Davis, (1992), “The Evolution to Service Response Logistics”, International Journal of Physical Distribution & Logistics Management, Vol. 22 Iss: 9, pp. 3 - 10.

Traces the evolutionary process leading from traditional supply chain logistics. This is accomplished by tracing three foundational concepts – the total cost concept; the systems approach; and the customer service concept – to assess their influence on service response logistics. Anticipates continued interest in this area as organizations seek to structure themselves to be responsive to the changing needs of their individual customers.

The Council of Logistics Management has commissioned a study to determine the potential of applying logistics principles in service organisations. The authors suggest that logistics principles are even more important in service organisations than in production firms. To realise this potential, however, the definition of logistics must be expanded. Service logistics is defined as the management of activities which respond to customers on an individual basis. The services′ historical underpinnings are examined and some guiding concepts central to service response logistics are provided. These concepts include the benefit delivery, delivery processes, delivery orientation, responsive planning, and a customer service model that focuses on individual customer needs.

Research and studies of successful, collaborative outsourcing relationships have uncovered commonalities that researchers codified into a methodology designed to structure aligned, innovative and cooperative outsourcing arrangements. This paper aims to describe a new methodology for establishing successful collaborative outsourcing relationships.

The design is based on seven years of field research into successful strategic outsourcing agreements completed by the authors and additional colleagues.

Research into successful collaborative outsourcing relationships has uncovered commonalities that researchers have identified as normative rules which, when followed, lead to aligned, innovative and cooperative relationships. This paper identifies five rules and ten elements that together form a flexible framework for implementing an effective outsourcing partnership. This approach is called “vested outsourcing” because the nature of most highly successful relationships is based on a high degree of collaboration and aligned incentives where the buyer and supplier have a vested interest in each other's success.

The conclusions and principles derived from the original research and fieldwork are described in two books (Vested Outsourcing: Five Rules that Will Transform Outsourcing and The Vested Outsourcing Manual). This paper provides a review of the authors' current research, rather than new research findings.

The purpose of this paper is to explore how the history of a supply chain relationship impacts expectations concerning negotiation strategy use.

Following a grounded theory approach, experienced buyers and suppliers were interviewed to enhance understanding of the complexity of supply chain negotiations.

Qualitative analysis developed a theoretical framework emphasizing the impact of relationship history on negotiation strategy expectations in long-term buyer-supplier relationships. Data supports that previous negotiation interactions build a history between the involved organizations. This relationship history creates expectations. When negotiation strategy use is consistent with expectations, the relationship history will continue to develop in the same manner as it has previously. When negotiation strategy expectations are violated, the relationship impact will differ depending on evidence of an Extrarelational Factor that leads to the strategy change.

Results of this study present a theoretical framework that future research can quantitatively test, which has the potential to open up new streams of research on relationship history and supply chain negotiations.

Results show that buyers and suppliers should consider the strategy expectations of their negotiation partner. When actions are inconsistent with expectations, the effects impact the relationship.

Negotiation research has largely focussed on negotiations as discrete events with economic outcomes. This ongoing buyer-supplier relationship research highlights the impact that previous negotiations (relationship history) have on negotiation expectations. It also explores the relational impact when those expectations are or are not met.

This case study addresses a number of common transportation management issues. It provides an opportunity to analyse historical freight payment data in order to reduce transportation costs and improve customer service, allowing students to utilise real freight payment data and order shipment history data to make recommendations that have strategic implications for both cost and service performance.

To aid business leaders struggling to implement global integration, IBM Consulting developed an “R‐O‐I Framework” that emphasizes repeatable processes, optimized assets and integrated operations, all on a global basis. This paper aims to look at this framework.

The researchers first examined data from and IBM 2008 CEO Study (more than a 1,000 respondents), and then selected 20 best practice cases to identify patterns among strategies that strong global integrators were using.

The IBM approach has identified three elements of the R‐O‐I framework that must be addressed concurrently: repeatable processes – eliminating inefficiency, optimizing effectiveness, and managing exceptions; optimized assets – managing core versus non‐core activities, optimizing locations and establishing virtual operations; and integrated operations – Optimizing global competencies via partnering and managing end‐to‐end processes on a global basis.

In concert with the R‐O‐I elements, three additional elements underpin the global integration transformation process and serve as the foundation that enables globally integrated operations: leadership, organization and technology.

The final step to global integration is managing on a global basis for every process from end‐to‐end, within and beyond company walls. Key to this is a systems view of global operations, with tools and methodologies in place to continually monitor end‐to‐end processes while adjusting to changes wherever and whenever they arise, while maintaining a continual focus on global optimization.