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Focusses on the identification of the significant differences in the assessment of the importance of 35 carrier selection variables by both carriers and shippers. The results indicate that significant perceptual differences do exist for those surveyed, and it is quite possible that such differences also exist in the general population. Industrial marketing managers involved in satisfying shipper needs must gain an appreciation of actual shipper needs in order to develop service mixes which will satisfy those needs more thoroughly.

The purpose of this paper is to investigate the adoption of a market orientation (MO) coupled with implementation of just‐in‐time (JIT), total quality management (TQM), and agile improvement programs within manufacturing organizations from a macro perspective using systems theory as the theoretical underpinning. From a systems perspective, this research focuses on MO and its direct relationships with JIT, TQM, and agile manufacturing (AM) and subsequent impact on operational and logistics performance (LP).

Data were collected from 104 manufacturing managers, supervisors, and quality professionals and analyzed using a path analysis methodology.

MO directly and positively impacts JIT, TQM, and AM. JIT positively and directly impacts TQM which in turn positively and directly impacts AM. AM positively and directly impacts both organizational and LP.

Although the sample size is large enough to support path analysis, it is not of sufficient size to support structural equation modeling. This limitation precludes assessing the model as a whole. Direct and indirect effects are assessed, however.

Practitioners are provided with a framework for assessing the synergistic impact of combining a MO with operations improvement programs on organizational and LP.

A systems approach to assessing the impact of a combination of marketing and operations strategies is developed and tested.

This aim of this paper, from a systems perspective, is to focus on the effects of Radio Frequency Identification (RFID) technology adoption and information sharing within a manufacturing facility on the just-in-time (JIT) and total quality management (TQM) practices and the subsequent impact on operational performance of manufacturing firms.

Data were collected from 104 manufacturing managers, supervisors and quality professionals and analyzed using a path analysis methodology.

RFID technology utilization and supply chain information sharing combine to enhance a manufacturing organization’s JIT and TQM capabilities which lead to improve operational performance.

Although the sample size is large enough to support path analysis, it is not of sufficient size to support structural equation modeling. This limitation precludes assessing the model as a whole. Direct and indirect effects are assessed, however.

Manufacturing managers are provided with a framework for assessing the synergistic impact of combining RFID technology and information sharing on the JIT and TQM capabilities and the subsequent impact on the operational performance of the firm.

A systems approach to assessing the impact of a combination of RFID technology and information sharing on operations programs is developed and tested. The results verify the importance of implementing RFID technology within an information sharing environment and support the proposition that RFID technology enhances both JIT and TQM capabilities.

This empirical study aims to explore the link between lean manufacturing practices (total quality management, just-in-time production, just-in-time purchasing, total productive/preventive maintenance), agile manufacturing, and operational and financial performance.

Data were collected from 205 Tunisian manufacturing firms, and the results were analyzed using structural equation modeling.

The results indicate that (1) lean manufacturing practices have a direct positive relationship with agile manufacturing except for just-in-time production, (2) agile manufacturing has a positive impact on operational performance and (3) lean manufacturing practices did not seem to contribute directly to operational performance. However, this relationship is significant when it is mediated through agile manufacturing.

This paper shows practitioners the importance of lean manufacturing practices to support agile manufacturing and the key role of agile manufacturing to ensure operational performance.

This paper presents an innovative approach since it studies simultaneously the three dimensions of lean manufacturing and their relationship with agile manufacturing and organizational performance.