Search results

The aim of this research is to identify the relevant skills and their relative importance, required by supply chain managers, and to suggest the key skill items that require improvement.

Using a survey questionnaire, data were collected against 41 supply chain management skills. Using expert opinion, these skill items were then grouped to create four higher level supply chain skill-categories. These are supply chain general management (SCG) skill-category, supply chain analytical (SCA) skill-category, supply chain information technology (SCIT) skill-category, and supply chain environmental-related (SCE) skill-category. Subsequently, the importance-performance matrix (IPM) analysis was conducted to these higher level skill-categories to assess the strengths and weaknesses of the offered skills as perceived by the respondents.

The analysis revealed that in order to prepare supply chain managers to face up to the future challenges educational institutions are required to devote their attention on areas such as warehousing management, distribution planning, demand forecasting, negotiation skill, cross-functional coordination skill, and knowledge of environmental issues in supply chains.

This research provided insight into skills need for supply chain managers using IPM analysis. The results of the study could be adopted to upgrade the existing logistics and supply chain management program or design new logistics education and training programs to meet the current and future needs.

Aims to examine the state of leadership and HR focus in TQM research in Australia from published literature and to determine areas for future research. The literature search covered 31 reputable referred journals over the years 1985‐1999 and identified 90 articles which focused on aspects of TQM. However, it was not possible to identify the primary focus of 23 articles, hence these were not considered for further analysis. The rest of the articles (67) were classified using the seven criteria of the Australian Business Excellence Framework and it was found that about 40 per cent of the reviewed articles had leadership and HR as primary focus. The review shows that considerable attention has been devoted to research in strategic direction, organizational culture of the leadership category and, involvement and commitment, and effectiveness and development of the people category. Further research is necessary in areas such as top management's role in environmental issues and community contribution, health, safety and well‐being of employees, and dissemination of leadership throughout organizations.

The purpose of this paper is to examine the extent to which lean management practices are adopted by manufacturing organizations in Thailand and their impact on firms' operational performance.

Using a survey questionnaire, data were collected against 13 lean practices from 187 middle and senior managers belonging to 187 Thai manufacturing firms. Using factor analysis these lean practices were then clustered into three higher level constructs namely just in time (JIT), waste minimization and flow management. The responding firms were categorized into small and medium enterprises (SMEs) and large enterprises (LEs) based on size and Thai‐owned, foreign‐owned and joint venture firms based on ownership. The multiple regression models were employed to investigate the effects of three lean constructs on operational performance in different categories of firms. The operational performance is measured by four parameters such as quick delivery compared to competitors, unit cost of products relative to competitors, overall productivity and customer satisfaction.

The results indicate that all three lean constructs are significantly related to operational performance. JIT has a higher level of significance in LEs compared with SMEs, whereas for waste minimization there is a higher level of significance for SMEs compared with LEs. Flow management has a much lower level of significance for both SMEs and LEs. With respect to ownership, JIT is highly significant to operational performance for all three ownership groups (Thai, foreign and joint venture). Foreign‐owned companies show a higher level of significance on operational performance for both waste management and flow management than Thai and joint venture companies.

The paper provides insights into the adoption of lean practices in an Asian context and using survey data as opposed to case studies, and provides further evidence that lean practices are significant in enhancing operational performance.

The purpose of this paper is to investigate the impact of the salient task environment on reverse logistics (RL) practices and organizational performance in the context of Taiwanese computer, communication, and consumer (3C) electronics retail industry.

A hierarchical regression analysis was employed to test relationships between four constituents of the task environment and RL, as well as relationships between RL and environmental/economic performance. In addition, a regression analysis was used to examine the mediating effect of RL on relationships between the constituents of the task environment and environmental/economic performance. Data and information collected from a sample of 284 companies from the Taiwanese 3C retail industry were used for analysis.

Results suggest that three out of four constituents of task environment including government agencies, suppliers, and customers are associated positively with RL activities. In other words, as the salience of the constituents of the task environment increases, their level of influence on the firm’s RL also increases. This study also found the mediating effect of RL, indicating that superior performance emerges when a company’s RL matches the salient task environment.

The findings provide an insight into the relationships between the constituents of the task environment, RL, and environmental/economic performance which can assist firms within 3C retail industry in designing and developing appropriate strategy for RL. In practice, some retailers, especially SMEs, have outsourced their RL to professional recyclers. Investment in RL activity may be an option for some 3C retailers.

While previous research provides a strong foundation to further develop RL and subsequent policies, analysis of the factors affecting the decision processes to implement RL specially in the retail sector is scarce. This study fills this gap.

The objective of the study is to examine the extent to which quality management practices, tools and methods are employed and adopted in Australian companies.

To address the aim of the study, a survey instrument was developed and data were collected from a field research on a sample of manufacturing, retail, and logistics companies.

The results of this study indicate that the primary obstacles for not implementing quality programs are “establishing employee ownership of the quality process”, “changing the corporate culture”, and “training and education of employees”. The results also show that the most important component that identifies quality in logistics is “on‐time delivery”.

This study demonstrates that integration of quality programs with corporate strategy, development of closer links with suppliers, and consistency in order cycle are critical initiatives required for improvement.

Greening existing buildings (GEB) considerably improves energy efficiency of old buildings, along with other benefits, but it is not widely practiced. As a part of a wider study, this paper aims to evaluate the perception of building dwellers/owners on the challenges and motivators to GEB in Brunei Darussalam.

A structured questionnaire survey collected 109 responses from building owners/dwellers. Cronbach's alpha tested the reliability of the data collected. One-sample t-test examined if sample means are consistent with population means. ANOVA examined if different respondent groups significantly agreed on the importance levels of individual factors. Moreover, factor analysis narrowed down the long list of factors in to a smaller number of components.

A set of 30 challenges and 19 motivators of GEB was identified. “Lack of a GEB infrastructure” was identified as the collective key challenge, leading dwellers to recognize lack of support and knowledge and develop wrong perception on GEB. However, “framework of supports,” as a summative motivator, improves knowledge and awareness on GEB, which allows recognizing other benefits and developing a momentum of practicing GEB. Factor analysis suggested a consolidated approach for challenges through six interrelated components, but for motivators to focus on somewhat four independent areas.

House/building dweller/owners' decision is the key to undertake GEB. This study, apparently for the first time, contributes to identifying the challenges and motivators that influence their decision-making.

Over the last two decades, a large number of studies have been conducted in the field of outsourcing third‐party logistics (3PL) services and the field is growing. The purpose of this paper is to examine the extent to which 3PL services are outsourced by Australian firms. Specifically, it investigates the motivation for outsourcing, the average length of 3PL contracts, types of logistics services used and the impact of the use of outsourcing logistics services on customer satisfaction, logistics costs and employee morale of the user companies.

This study is based on a questionnaire survey conducted in Australia. The sample was drawn from companies listed in Dun & Bradstreet's 500 largest Australian firms. Banks and other financial firms, insurance companies and real estate companies were excluded from the list of firms and a total of 210 firms were identified for this study. Data were collected against a number of items pertaining to the extent of 3PL use and its impact on performance.

The results revealed that the most frequently used logistics functions are warehouse management, order fulfillment and fleet management. The top three factors that motivated the firms to outsource are cost reduction, reduction in capital investment, and enhanced operational flexibility. The level of satisfaction with 3PL service providers is high at 86 percent and is reflected in the indication to continue their use in the future. However, employee morale has been adversely affected in 50 percent of 3PL users.

The paper contributes to the current 3PL practices and the trends in 3PL services for achieving improved business results.

This study aims to investigate differences among Chinese manufacturers‐cum‐suppliers in their logistics services provided to different local and foreign customers and assess the management areas that they must address in order to satisfy the logistics requirements of their customers.

A questionnaire‐based survey was conducted amongst managers of manufacturing firms in four industries, automotive, telecommunication and computer, household appliance, and electronics, located in the Shanghai region of China. A five‐point Likert scale (1 – least important, 5 – most important) was used to measure the importance of services provided, and assess customer satisfaction level, impact on management of manufacturers, and difficulties and challenges faced by the manufacturers.

The results indicate that foreign customers place significant emphasis on different services from those of their local counterparts. Results also indicate that many challenges need to be addressed by the manufacturers with respect to HR, customer service, and IT integration. A significant difference between manufacturers' satisfaction levels with local and foreign customers is also noticeable.

Since third‐party logistics (3PL) industry in China is still in its infancy. Most of the Chinese manufacturing firms have to provide major logistics services to their customers. Hence further growth of the Chinese economy depends to a large extent on the ability of the manufacturing firms to provide efficient and effective logistics services. The findings of this study demonstrate that in order for the outsourced manufacturers in China to provide logistics services to local and foreign customers, they are required to restructure their organizations and adjust their operation strategies.

This study is a rare attempt to discuss outsourced manufacturers in China in adjusting their logistics strategies and operations to meet the demands from both local and foreign customers after China's admission to the World Trade Organization.

In spite of regular occurrence of product returns, research into determinants of returns services in retail businesses is still limited. To fill the gap, the purpose of this paper is to investigate critical determinants of customer to business type product returns services in the retail industry.

The authors develop a framework of product returns services that consists of three major service categories and 16 returns service determinants. The criticality of the determinants of product returns management are assessed employing the analytic hierarchy process (AHP) based multi-criteria decision-making approach. Under AHP set up the authors interview retail operations managers of major retail firms in Australia to identify critical determinants of product returns services.

Results indicate that the most important returns services dimensions are the way in which returns services are handled through interaction, and the outcome of service delivery. The top five critical service determinants of product returns are related to: communication support service for customer, money back for any type of returns, customer support access, user-friendly interaction, and product replacement.

The findings of the study can be considered by senior managers of retail firms as a reference guide for designing efficient and effective returns service systems and developing strategies for competitive advantage through product returns, namely, customer retention.

Summarizes the quality control methods and techniques developed over the last five decades and categorizes them into three broad approaches, each identified with three broadly‐defined product development stages. Observes that the quality management approaches developed and applied to assess and improve product quality have followed the opposite sequence of the product development stages.