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European business environment is experiencing major changes. The process of integration in Europe, the GATT agreements, the developments in Eastern Europe, and above all, global competition are pushing European businesses to become more competitive. One area that is receiving increasing attention of managers is logistics. The gradual deregulation of the transport marketplace and the lifting of border controls have added to the efforts to become more efficient in logistics.

This discussion of buying motor carrier services in a deregulated environment identifies the key factors influencing supplier choice.

Consolidation of inbound freight is one way in which procurement costs might be reduced. Can it compete with direct shipments from vendors?

Europe is in the midst of major changes that have a significant impact on the business environment. As a result, logistics is undergoing radical redesign in most major European corporations. Relying on case studies, discussions with logistics professionals and contemporary literature, the authors present several propositions which capture the major trends in European logistics. The authors analyze the logistics strategies of leading European companies and offer a methodology for classification of companies according to logistics excellence. Europe as a homogeneous market is far from a reality. In leading companies executives realize the geographical differences and manage logistics accordingly.

As companies strive to create better value for their customers in today’s competitive marketplace, managers are beginning to realize the important role logistics plays. As they seek new ways to compete, one technique that has made headlines in the management community is benchmarking. Discusses the use of benchmarking in logistics in a few companies. Highlights the processes used, the obstacles faced and the gains made in these companies. Also analyses ways in which these obstacles were overcome. Based on these case studies, presents a generalized benchmarking process model, and identifies and discusses the steps involved. Finally, provides practical suggestions for successful implementation of a benchmarking project.

Analyses and justifies the need for information systems examining a number of applications from the marketplace. The logistics pipeline has become global in character and has become more complex too. Success in such a logistics network, as demonstrated by leading edge companies, involves close co‐ordination across various functions, countries and cultures. Experts have predicted the widespread use of logistics information systems. Suggests a framework for an international logistics information system (ILIS) for a global company.

The dynamic vehicle scheduling problem for a shipper involves managing transport of freight originating at various locations to minimise transport costs. The job involves dynamic assignment of vehicles contracted from carriers to loads available at multiple locations on a real time basis. A framework for building a PC‐based expert system to be used as a decision support system is provided. An example expert scheduling system (EXLOAD) built on VP EXPERT, a PC‐based expert system shell is also shown.

In the age of globalization, seaports play a vital role in connecting national supply chains to the global marketplace. Improving port operations has become a priority for many countries. One of the ways to achieve this objective is process reengineering. This paper reviews the IT‐enabled reengineering process at Pusan Port, South Korea. The paper examines the issues and problems leading to process reengineering, the steps involved in the reengineering process, and major performance improvements. Lessons learned from the case have been highlighted for the benefit of port planners in developing countries. The case can thus form the baseline on which further adaptation can be made to suit their specific needs.

The major goal of this study was to identify the underlying factors of supply chain integration in European firms with particular emphasis on the role of information sharing and interorganizational collaboration.

In order to get an overall view of the state of supply chain integration in European firms, a mail survey was done to investigate the extent and nature of supply chain integration in 149 companies. Using statistical analysis, the study attempts to comprehend if increasing levels of the intensity of supply chain integration show concomitant rise of operational performance.

European firms are starting to be aware of the strategic importance of integration across the boundaries of the supply chain. Both correlation analyses and multiple regression analyses have clearly shown that supply chain integration affects operational performance and the degree of integration also influences cost and efficiency. An interesting and surprising finding from our survey was the significant negative correlation between the length of relationship with suppliers and performance measures such as total logistics costs, on‐time delivery and rate of return. While performance has been shown to have improved as a result of collaboration with suppliers and customers alike in areas such as supply chain design, inventory management and customer relationship management (CRM), the nature and extent of integration has been rather selective. Most companies are quite cautious when it comes to sharing sensitive data and rightfully so.

In order to obtain more generalizable results, further larger studies of supply chain integration are needed to reveal the impediments for a wider degree of integration and to highlight potential strategies to increase integration across the supply chain.

The main findings confirm that comprehensive supply chain integration is more a rhetoric than reality in most European firms. However, we found a clear indication of the value placed by the respondents on integration with key suppliers and customers for performance enhancement.

This is the first empirical work measuring the state of supply chain integration in European firms and the challenges faced by them. Supply chain management professionals would have a clearer idea about the areas ripe for collaborative effort.

The choice of an investment location by a multinational enterprise (MNE) is determined not only by firm‐specific variables that define the motive of foreign direct investment (FDI), but is also determined by variables that define locational aspects. The purpose of this paper is to report on the study of the constituents of production and logistics environment of a host country and its effect on FDI decisions of MNEs. The concept is introduced of supply chain capability (SCC) of countries, a long‐run variable based on the production and logistics environment, as shaping the FDI of MNEs.

The research uses regression analyses on secondary data to test the research hypotheses.

The analysis substantiates the basic proposition of SCC of a country being a determinant of FDI, and that its effect varies with the size of the host country's economy. Further, the study suggests a differential impact of SCC on developing and developed countries. The study also confirms that SCC is a determinant of vertical and export‐platform FDI but not of horizontal FDI.

The study has limitations, in that the unit of analysis is a country. Countries, however, are not homogeneous in their SCC. Thus, regional differences or sectoral differences have not been taken into account.

By providing a holistic view, SCC helps MNEs in taking a more integrated view of a location's attractiveness. The study also has relevance and prescriptive value, especially for small developing countries which are seeking to improve their attractiveness as a FDI destination.