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Article
Publication date: 1 June 2005

Bülent Sezen

This study explores the individual and joint effects of operations, marketing, and logistics functions on the level of business performance. The main purpose is to test…

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5158

Abstract

Purpose

This study explores the individual and joint effects of operations, marketing, and logistics functions on the level of business performance. The main purpose is to test whether the business performance achieved when logistics function is in complete coordination with operations and marketing functions is superior to the performance when the functions operate in a less coordinated manner.

Design/methodology/approach

Study hypotheses regarding the links between coordinated and non‐coordinated performances and overall business performance are evaluated through a survey of automobile manufacturers in northwest Turkey. Separate regression analyses are conducted to test the hypotheses.

Findings

It is shown that overall business performance achieved when there exists an effective coordination between the functions can be well above the performance achieved when the tasks are performed individually. Specifically, results from regression analyses performed to test the validations of study hypotheses indicate two important implications: coordination between operations and logistics functions in the specific sample is the most prominent issue for achievement of high performance; and logistics function carries an important role in linking the two most important functions of a company namely, operations and marketing.

Originality/value

This study adds some value to the current literature such that it empirically shows the links between coordinated and non‐coordinated functional performances and overall business performance, and eventually raises the importance of logistics function in a manufacturing‐oriented business environment.

Details

Journal of Enterprise Information Management, vol. 18 no. 3
Type: Research Article
ISSN: 1741-0398

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Article
Publication date: 21 September 2021

Benjamin Tukamuhabwa, Henry Mutebi and Daniel Isabirye

The purpose of this paper is twofold. First, it intends to explore the link between internal social capital, logistics capabilities, supply chain risk management (SCRM…

Abstract

Purpose

The purpose of this paper is twofold. First, it intends to explore the link between internal social capital, logistics capabilities, supply chain risk management (SCRM) capabilities and supplier performance. Second, the mediating effect of logistics capabilities between internal social capital and SCRM capabilities, and that of SCRM capabilities between logistics capabilities and supplier performance are also examined.

Design/methodology/approach

A theoretical model developed from the extant literature was empirically validated through a cross-sectional survey of 122 respondents in 52 public healthcare facilities in Uganda. The data were analysed using partial least square structural equation modeling (PLS-SEM).

Findings

The study found that internal social capital and SCRM capabilities are significant predictors of supplier performance. Internal social capital is positively and significantly related to logistics capabilities, and logistics capabilities are positively and significantly related to SCRM capabilities. The authors also found non-significant relationships between internal social capital and SCRM capabilities, and between logistics capabilities and supplier performance. Furthermore, it was revealed that logistics capabilities play a partial mediating role in the relationship between internal social capital and SCRM capabilities, while SCRM capabilities fully mediate between logistics capabilities and supplier performance.

Originality/value

Further to providing empirical evidence of the antecedents of supplier performance in the public healthcare in a developing economy, which has been evidently scant, this study provides initial empirical evidence of the mediating role of logistics capabilities in the relationship between internal social capital and SCRM capabilities and that of SCRM capabilities in the relationship between logistics capabilities and supplier performance. This is important for understanding the mechanism through which supplier performance can be enhanced.

Details

Journal of Business and Socio-economic Development, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2635-1374

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Article
Publication date: 31 August 2021

Xiaoping Shen, Yeheng Zhang, Yumei Tang, Yuanfu Qin, Nan Liu and Zelong Yi

This paper, with the tobacco industry as the background, establishes an indicator system for tobacco supply chain performance evaluation using the FAHP method.

Abstract

Purpose

This paper, with the tobacco industry as the background, establishes an indicator system for tobacco supply chain performance evaluation using the FAHP method.

Design/methodology/approach

Based on the relevant data of tobacco enterprises in Guangxi, the paper calculates the performance values of tobacco companies in various cities of Guangxi, and through the analysis of each indicator and the performance values of each city, the authors find that the improvement ability has a major impact on tobacco supply chain performance. Then, the paper establishes a system dynamics model to further demonstrate the impact of information digitalization on the performance of the tobacco supply chain in Guangxi, thus providing theoretical support for building digital tobacco logistics in Guangxi.

Findings

The findings of the study show that the performance of the tobacco supply chains in various cities of Guangxi is generally at the level of “Pass–Good,” which can barely meet the requirements of tobacco supply chain operation, but there is still plenty of room for improvement.

Originality/value

The authors show that digital and IT-based empowerment can maximize the performance of Guangxi's tobacco logistics performance.

Details

Industrial Management & Data Systems, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0263-5577

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Article
Publication date: 4 March 2021

Artuğ Eren Coşkun and Ramazan Erturgut

The main objective of this study is to identify reliable and valid performance dimensions for both the identification and quantification of logistics performance that…

Abstract

Purpose

The main objective of this study is to identify reliable and valid performance dimensions for both the identification and quantification of logistics performance that continues its development in the academic literature.

Design/methodology/approach

Quantitative research approach was used in the scale development process. First, the logistical performance literature was analyzed in detail, and it was evaluated that the logistics performance consists mainly of logistics efficiency, logistics differentiation, logistics agility and logistics effectiveness dimensions. During the scale development process, opinions were obtained from academics, industry managers and pilot applications were carried out. For the implementation of the developed scale, a total of 108 companies engaged in logistics activities in Turkey were identified, and the developed scale was applied to 398 logistics professionals.

Findings

A 28-item logistics performance scale has been developed based on the resource-based theory to measure totally five-dimensional performance. First, the three items under the logistics agility dimension were separated from this dimension as a result of the exploratory factor analysis, and it was understood that these items belong to the “logistics flexibility” dimension. The established structure was supported by confirmatory factor analysis. The reliability and validity of the scale are within the range of acceptable values.

Research limitations/implications

The research data were collected from the Western Mediterranean region. The scale should be tested in different geographies.

Originality/value

By means of establishing a valid and reliable scale for logistics performance and its sub-dimensions, it is evaluated that this study will contribute to future research based on the measurement of logistics performance.

Details

International Journal of Productivity and Performance Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1741-0401

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Article
Publication date: 18 March 2020

Xiaoyu Wang, Xinchun Wang and Linzan Ran

The purpose of this study is to explore what is synergistic innovation in the logistics service outsourcing context and how this strategy can potentially benefit an…

Abstract

Purpose

The purpose of this study is to explore what is synergistic innovation in the logistics service outsourcing context and how this strategy can potentially benefit an organization by improving performance outcomes.

Design/methodology/approach

A total of 21 in-depth interviews were conducted to conceptualize the construct of synergistic innovation. In addition, a theory-based model is tested using data collected from 282 Chinese manufacturing firms that are currently engaged in logistics service outsourcing.

Findings

The results from the in-depth interviews reveal that synergistic innovation goes beyond just interactions on innovation but requires both parties to achieve synergies that otherwise cannot be achieved by individual party alone. In addition, the empirical analysis suggests that synergistic innovation can help firms improve both logistics service performance and market performance. This process is dynamic as knowledge integration capability influences the outcomes of synergistic innovation.

Originality/value

This study is among the first to conceptualize synergistic innovation. It also offers a practical scale that helps future studies effectively measure this construct. Moreover, the results of this study provide compelling insights into how managers can use logistics service outsourcing as an important source for improving innovation outcomes.

Details

Journal of Business & Industrial Marketing, vol. 35 no. 6
Type: Research Article
ISSN: 0885-8624

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Article
Publication date: 1 July 1997

Edward A. Morash, Cornelia Dröge and Shawnee Vickery

Investigates performance relationships for interfunctional process integration and specific logistics interface capabilities. The results indicate that competitive…

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1637

Abstract

Investigates performance relationships for interfunctional process integration and specific logistics interface capabilities. The results indicate that competitive advantage is more likely to emanate from interfunctional process integration than individual function (sub) optimization. Also identifies logistics’ unique role as a boundary‐spanning interface between marketing, production, and new product development, as a potential source of competitive advantage. In terms of overall business performance, logistics followed by new product development are shown to have the greatest impact on profitability and growth. Further, logistics interface capabilities of customer service and logistics quality have the greatest independent impacts on business performance. In total these results imply that logistics, new product development, and demand‐management capabilities may provide firms with that extra competitive edge which shows up in “bottom line” performance. States that the relatively neglected areas of logistics boundary spanning and production customer service also deserve attention.

Details

International Journal of Physical Distribution & Logistics Management, vol. 27 no. 5/6
Type: Research Article
ISSN: 0960-0035

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Article
Publication date: 20 June 2008

Kenneth W. Green, Dwayne Whitten and R. Anthony Inman

The paper's aim is to theorize and assess a logistics performance model incorporating logistics performance as the focal construct with supply chain management strategy as…

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13053

Abstract

Purpose

The paper's aim is to theorize and assess a logistics performance model incorporating logistics performance as the focal construct with supply chain management strategy as antecedent and organizational performance, both marketing and financial, as consequences.

Design/methodology/approach

Data from a national sample of 142 plant and operations managers are analyzed using a structural equation modeling methodology.

Findings

The results indicate that logistics performance is positively impacted by supply chain management strategy and that both logistics performance and supply chain management strategy positively impact marketing performance, which in turn positively impacts financial performance. Neither supply chain management strategy nor logistics performance was found to directly impact financial performance.

Research limitations/implications

To compete at the supply chain level, manufacturers must adopt a supply chain management strategy. Such a strategy requires integration and coordination of key external processes such as purchasing, selling, and logistics with supply chain partners. In this study the focus is limited to the impact of logistics performance on organizational performance within a supply chain context.

Practical implications

As manufacturers work to improve the logistics processes, they support their organization's supply chain strategy, resulting in improved performance for the overall supply chain and ultimately their manufacturing organizations.

Originality/value

Organizational managers are being asked to focus directly on supply chain functions such as logistics to bolster the competitiveness of the supply chains in which their organizations are integral partners. Does such a supply chain focus ultimately result in improved organizational performance? This study provides evidence that a supply chain focus will enhance logistics performance, which will ultimately result in improved organizational performance.

Details

Supply Chain Management: An International Journal, vol. 13 no. 4
Type: Research Article
ISSN: 1359-8546

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Article
Publication date: 1 February 2008

Juuso Töyli, Lotta Häkkinen, Lauri Ojala and Tapio Naula

To explore the present logistics performance of Finnish small and medium‐sized enterprises (SMEs) and to analyse the relationship between logistics performance and…

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5243

Abstract

Purpose

To explore the present logistics performance of Finnish small and medium‐sized enterprises (SMEs) and to analyse the relationship between logistics performance and financial performance in these firms.

Design/methodology/approach

The dataset comprises 424 SMEs that participated in a nationwide Finnish logistics survey in 2006. Logistics performance measures were derived from the survey data, and based on these values logistically top‐performing firms were identified within different industry groups. The financial performance of these firms was then examined vis‐à‐vis their industry peers using financial reports‐based data.

Findings

The results imply that the overall level of logistics performance among the examined companies might be at such an elementary level that no statistically observable positive linkage between logistics performance and financial performance exists. The group of firms for whom logistics is a key source of competitive advantage in this sample is small and therefore statistical analysis at an industry level might be too aggregate to reveal this linkage. It is also surprising that service level and logistics cost efficiency are positively related; thus, companies who have a relatively high‐service level tend to have relative low‐logistics costs. These findings might imply that logistics is just starting to gain more attention among SMEs in Finland and at least in the short‐term, it might be relatively easy for SMEs to gain competitive advantage by focusing more on logistics performance.

Originality/value

This study is the first large‐scale attempt to focus on the logistics performance of SMEs and analyse the linkages between financial and logistics performance among the companies using both self‐reported data and financial reports‐based data. In addition, a theoretical framework of the linkages between logistics performance and financial performance is suggested and revised based on the findings of the study. The revised framework requires testing as a part of future research.

Details

International Journal of Physical Distribution & Logistics Management, vol. 38 no. 1
Type: Research Article
ISSN: 0960-0035

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Article
Publication date: 10 July 2009

Ola Johansson and Henrik Pålsson

The purpose of this paper is to examine how logistics performance is affected by the use of different identification technologies and practices for utilising the tracking data.

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1688

Abstract

Purpose

The purpose of this paper is to examine how logistics performance is affected by the use of different identification technologies and practices for utilising the tracking data.

Design/methodology/approach

The paper uses the survey method. The survey instrument is developed in co‐operation with an expert group consisting of both researchers and industry representatives. The data are analysed using multivariate techniques and hypothesis testing.

Findings

This paper indicates better logistics performance for companies using radio frequency identification (RFID) technology, while no significant differences can be seen for companies using Auto‐ID in general. In terms of registration, best‐in‐class firms have more identification points along their supply chains compared to other firms. Best‐in‐class firms also seem to have more extensive sharing of tracking data with supply chain partners, both upstream and downstream, and in terms of frequency and scope, which contributes to superior logistical performance.

Research limitations/implications

To provide a more robust scientific justification of the survey results, in‐depth case studies should be carried out. Further studies are needed to verify the links between RFID and logistics performance.

Practical implications

The findings may enable managers to estimate the potential of using identification technologies and learn of practices which may enable their organisations to improve logistics performance.

Originality/value

This paper presents empirical links between different identification technologies, attributes of the tracking system, use and sharing of tracking data and logistical improvements.

Details

Benchmarking: An International Journal, vol. 16 no. 4
Type: Research Article
ISSN: 1463-5771

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Article
Publication date: 1 March 2006

Jeff Hoi Yan Yeung, Willem Selen, Chee‐Chuong Sum and Baofeng Huo

Aims to investigates the relationship of strategic choices of pure cost‐, pure differentiation‐, or a combination‐strategy on a composite measure of financial performance

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5150

Abstract

Purpose

Aims to investigates the relationship of strategic choices of pure cost‐, pure differentiation‐, or a combination‐strategy on a composite measure of financial performance for third‐party logistics (3PL) providers in Hong Kong. In addition, it seeks to identify the importance of operations priorities underlying the respective adopted strategy, as well as the importance given to future competitive challenges for each strategy.

Design/methodology/approach

Uses cluster analysis, ANOVA.

Findings

Logistics service providers classified to follow different strategies report different financial performance, with companies adhering to the combined strategy of cost and differentiation performing best, followed by pure differentiation companies, which in turn outperform pure cost‐, commodity driven‐companies.

Research limitations/implications

Future research may be widened to include customer, and not solely competitor, perceptions. Further studies could elaborate on technology adoption, information sharing, strategy formulation, operations practices, and benchmarking. Other studies could focus on the differences between high and low performers in terms of business performance, and the processes that enable low performers to become high performers; as well as comparing logistics strategies and practices between different countries.

Practical implications

Third‐party logistics providers, solely competing on cost and offering basic services only, need to differentiate to gain improved financial performance. Logistics companies can improve along multiple operational dimensions to achieve competitive advantage in the marketplace. Research identifies operational areas to be emphasized to drive strategy according to strategic orientation, as well as generic factors that will drive future logistics management in Hong Kong.

Originality/value

Linking perceived financial performance to strategic choices of pure cost‐, pure differentiation‐, or a combination‐strategy for 3PL providers in Hong Kong.

Details

International Journal of Physical Distribution & Logistics Management, vol. 36 no. 3
Type: Research Article
ISSN: 0960-0035

Keywords

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