This research addresses the roles of three logistics strategies in achieving logistics effectiveness, explores the interaction among these three strategies, and discusses the role of logistics strategy in managing conflicting challenges inherent in logistics. This article is organized into five sections. The following section reviews the literature and develops hypotheses. Next, the methodology section describes the data collection process. Third, the data analysis and results are described. The fourth section discusses the findings and relates them to the literature. Finally, the conclusions section provides additional insights into logistics strategy and discusses the implications of the research for logistics practitioners, teachers, and researchers. SELECTED RESEARCH RELEVANT TO LOGISTICS STRATEGYIssues of logistics strategy and organization have been discussed in the literature for at least 40 years. Brewer and Rosenzweig (1961) identified the interdependencies of the material flow process, the problem of optimizing individual functions at the expense of the overall system, and the lack of organizational coordination among logistics functions. They recommended that overall logistics optimization could be accomplished by assigning the various logistics functions to one executive. The unification of logistics activities under one organization was discussed by Bowersox (1974) as a process where logistics organizations evolve through three stages. Additional responsibilities are added to the logistics organization at each stage. While the stages paradigm received some support in the literature, subsequent research concluded that it did not offer an adequate explanation of how advanced logistics organizations develop and operate (Bowersox and Daugherty 1987), that it was independent of logistics strategy (McGinnis and Kohn 1990), and there is substantial doubt that it explains the development of advanced logistics organizations (McGinnis and Kohn 1990).A second concept for examining logistics strategy is the value chain (Porter 1985). The value chain provides a framework for examining interdependencies within logistics; between logistics and other areas of the firm; and between the firm, its suppliers, and customers.

For over 45 years, the roles of logistics in the firm have been a topic of interest to practitioners, teachers, and researchers. In the 1970's, logistics' role in organizational strategy emerged as a topic of discussion. During the 1980's, Bowersox and Daugherty (1987) presented a typology which postulated three dimensions of logistics strategy: process; market; and information. Their typology has inspired a stream of empirical research over the last two decades which examined it from different perspectives. The analysis and findings reported in this article focus on the Bowersox and Daugherty typology and provides insights into logistics strategy over an 18 year period. This typology was selected because it has been the subject of multiple empirical research studies, and has a reasonable level of credibility and acceptance. The research reported in this manuscript discusses the stability of logistics strategy over time in United States manufacturing firms, alternate logistics strategies, the effects of alternate logistics strategies on three outcome assessments, and implications for practitioners, teachers, and researchers.

If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The purpose of this paper is to assess relevance of the three dimensions (process strategy, market strategy, and information strategy) of the Bowersox and Daugherty typology to logistics strategy and organizational competitive outcomes. Design/methodology/approach -Empirical data gathered from US logistics managers were analyzed using second-order factor analysis to examine the Bowersox/Daugherty typology's relevance to logistics strategy and organizational competitive responsiveness. Findings -The findings identify overall logistics strategy and its effect on logistics coordination effectiveness, customer service effectiveness and organizational competitive responsiveness. Implications for teachers and practitioners of logistics and supply chain management are discussed. Practical implications -The paper's findings expand the understanding of logistics strategy's role in organizational competitive responsiveness. In addition, the findings of this paper provide a foundation for future research into comparative studies of business logistics management and supply chain management. Originality/value -The paper provides empirical insights that could facilitate the development of logistics management/supply chain management theory.

The research reported in this manuscript empirically compares the similarities and differences of logistics strategies for small and large manufacturing firms. The hypotheses focus on whether there are significant differences between logistics strategies of small and large manufacturing firms and whether logistics strategy outcomes differ. The findings indicate that there are many similarities but differences do exist. The results identify dimensions of logistics strategy and assess their impact on logistics coordination effectiveness, customer service commitment, and company/division competitive responsiveness.

The responses of 222 logistics managers in manufacturing firms were analysed to identify logistics strategies and evaluate relationships between organisational environment and logistics strategy. The findings were integrated with previous research to develop a contingency model of logistics strategy.