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To extend humanitarian supply chain relationships beyond logistics concerns of delivery, quality and cost. As humanitarian actors continue to face increasing numbers of natural disasters, armed conflicts and attacks on aid workers, security (risk) and sustainability are issues of growing importance. Aiming to inspire discussion, the paper concludes with a research agenda.

This is a conceptual paper inspired by relevant statistics, news reports and academic literature.

Worldwide natural disasters and armed conflicts are on the rise. So are deliberate attacks on aid workers. Thus, humanitarian supply chain design must include considerations of security and sustainability. Agencies have several options for integrating matters of security and sustainability with the delivery of aid, from being reactive to creating internal solutions to forming proactive relationships with security and sustainability experts.

There are numerous opportunities for research in the areas of security, sustainability and supply chain relationships.

Through advocacy and supply chain relationships, humanitarian agencies can enhance security for aid workers and civilians affected by conflict and disasters. Looking to the future, they can also make a positive difference on issues of sustainability.

There is an opportunity to enlarge the “humanitarian space” – and increase security for aid workers and civilians, especially in areas of armed conflict. In the long term, aid agencies can also help eliminate social problems such as gender inequality.

This appears to be among the first papers to discuss matters of security and sustainability in the context of humanitarian supply chain collaboration.

The purpose of this paper is to develop and test theory-driven hypotheses on the influence of corruption and gender inequality on logistics performance.

This paper develops hypotheses based on a review of the literature and theory linking corruption, gender inequality and logistics performance. Testing the hypotheses draws on the following secondary data sources: the World Bank Logistics Performance Index, Transparency International’s Corruption Perceptions Index and the United Nations Development Programme Gender Inequality Index. Regression analysis is used to test the hypotheses.

A significant direct effect is evident between corruption perceptions and perceived logistics performance. Corruption is detrimental to logistics. Further, there is evidence of an indirect effect, via gender inequality. Gender inequality is also linked directly to lower logistics performance. Gross domestic product/capita enters the analysis as a control variable.

While the analysis uses secondary data, sources are credible and their methods – while not perfect – are logical and appear to be reasonable. It is possible that excluded variables could further explain the relationships under study. This implies future research opportunities, perhaps involving case studies of specific nations.

The results should inspire businesses, non-governmental organizations and governments to invest in, aid, advocate for and legislate toward greater gender equality – and against corruption. Logistics educators have an important role in disseminating this message.

Gender inequality and corruption are current, global social issues. Moving forward toward equality and away from corruption are the right moves. Such moves appear to also yield better logistics.

This paper is among the first linking corruption and gender inequality to logistics performance. It shows how social issues impact logistics performance at a national level.

The literature suggests public procurement professionals have different perspectives on supply chain management (SCM) vis-à-vis their private sector counterparts. Based on a recent survey of Canadian purchasers, this paper presents an empirical comparison of public vs. private views on SCM. The questionnaire is structured around a set of 54 topics, tools and techniques; along with four perspectives on the relationship between purchasing and SCM. Important findings from this survey of SCM professionals include: (1) public procurement professionals have narrow perspectives on SCM compared to their private sector counterparts; and (2) public sector professionals have different perceptions regarding the importance of topics, tools and techniques to support their performance on the job.

This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/EUM0000000000370. When citing the article, please cite: Paul D. Larson, Robert A. DeMarais, (1990), “Psychic Stock: An Independent Variable Category of Inventory”, International Journal of Physical Distribution & Logistics Management, Vol. 20 Iss: 7, pp. 28 - 34.

Logistics decisions can have a significant impact on product offer quality so quality costs must be integrated into total cost analysis.

The supply‐side or demand‐servicing functions of inventory are well‐known in the inventory, logistics, and retailing literature. However, this literature has yet to develop the demand‐stimulating function of inventory. This article introduces the concept of psychic stock, defined as retail display inventory for stimulating demand. Psychic stock is a minimum inventory level, which is modelled by a partitioning of psychic, cycle, and safety stock.

Evidence of the quick response (QR) impact on retail inventory levels is presented. QR involves technology‐driven, co‐operative retailer/supplier relationships. QR enabling technology includes: point‐of‐sale systems, uniform product/article codes, and electronic data interchange. Using statistical analysis of Canadian chain store inventory data, and a case study on the largest chain store operation in The Netherlands, this study finds that QR is bringing lower inventory levels to retailers. There are two main retail management implications of these findings. First, merchandisers can use QR techniques to reduce inventory levels – but only up to a point. Since stock stimulates sales, retailers should use item/stock‐keeping unit (SKU) level data to study optimal (which may not equal minimum) inventory levels. Second, to reap the full rewards of QR implementation, retailers must share the SKU data with suppliers, and work towards more co‐operative relationships.

Looks at the impact of performance improvement initiatives on logistics people, as well as performance. Two of the most popular programs – EDI and outsourcing – have profound impact on people in logistics. Both outsourcing and EDI require cooperative relations to reach their full potential. However, based on a mail survey of Canadian logisticians, there is not necessarily a link between use of these programs and cooperative relations between shippers and carriers. Thus, there is a pressing need in logistics to better understand (and manage) the impact of outsourcing and EDI on people.

This paper aims to develop and test hypotheses on determinants of supply chain managers’ salaries. While women make up about half the workforce, there is evidence in the trade press that they receive far less than half of the compensation. Sex of the manager and size of his or her organization are among the predictors of salary.

The hypotheses are tested using regression analysis of data from a survey of supply chain managers in Canada. This technique enables testing for a gender effect, while controlling for the effects of other factors.

Seven variables are found to be significant predictors of supply chain manager salaries. Smaller companies pay lower salaries. Small business supply chain/logistics managers working longer hours with a professional designation, more experience, greater budgetary responsibility and greater share of compensation coming as a bonus earn higher salaries. Finally, male small business supply chain managers earn more than their female counterparts.

The piece includes a discussion of limitations and future research opportunities into the gender salary gap.

There are implications for small businesses wanting to hire supply chain managers, and for female (and male) managers looking for work.

This paper presents evidence of possible gender discrimination against half the population. The potential social implications are tremendous.

This is a unique piece of research in testing theory-driven hypotheses about supply chain salaries, especially by including gender and organizational size as predictors.

The purpose of this paper is to advance understanding of international differences in supply chain management (SCM) perspectives and practices, by comparing perceptions of Scandinavian and American supply chain managers.

The survey focused on the definition of SCM, along with facilitators of and barriers to SCM implementation. A four‐page questionnaire was designed and sent by mail. After follow‐ups, 23 Scandinavians and 104 Americans returned completed questionnaires.

While many similarities were found between Scandinavians and Americans, several differences were also identified. Both groups have adopted broad, multiple function perspectives on SCM; and both groups perceive SCM implementation to be slower and more difficult than expected. Two differences are the Americans' greater concern about incompatible systems and implementation costs as barriers to SCM, compared to the Scandinavians.

The study is based on relatively small samples, of limited functional (logistics) and geographic (Scandinavia and America) scope. Future research should expand the functional focus into purchasing, operations, and marketing; and the geographic coverage to other parts of the world.

Internal resistance is more of a barrier than external (customer or supplier) resistance to SCM. Thus, organizations should focus first on internal (functional) integration, and then move onto inter‐organizational integration. However, employees working with customers and suppliers should use these external relationships to inspire closer internal relationships. Further, people are more critical than technology in implementing SCM. Organizations should get the right people in place first, and then think about technology.

There is little empirical research on SCM implementation. Practitioners and researchers should find value in this unique comparative study.