Internet transactions and physical logistics: conflict or complementarity?

Abstract

This paper argues that the whole company, and the market in which it operates, can be regarded as a series of linkages and relationships, and the company's operating efficiency can be seen to depend upon how well these connections work. It notes that if the system can be made to flow smoothly, at minimum cost, than the chances are that the overall company performance, measured by any criteria, could be high (complimentarity?). In practice, however, it is very common to find bottlenecks and poor integration between different parts of this system, resulting in unsatisfactory performance (conflict?). In order to identify the effects of the Internet on the physical logistic system, the WWW sites of 500 commercial companies were randomly selected, accessed and studied during November 1999.

e-Procurement: an emerging tool for the hotel supply chain management

“…e-Commerce offers enormous business opportunities to increase revenue while reducing operating costs. The complementarity between e-Commerce and SCM also has been supported by many scholars (Corsi and Boyson, 2003;Frohlich and Westbrook, 2001;Gura˜u et al, 2001;Lancioni et al, 2003;Pache´, 2001;Skjøtt-Larsen et al, 2003). However, studies in the tourism and hospitality industry have primarily focused on customer perspective (Heung, 2003).…”

The impact of market freedom on the adoption of third-party electronic marketplaces: A fuzzy AHP analysis

“…From the perspective of logistics, Gurãl, Ranchhod, and Hackney (2001) argued that Internet commerce does not eliminate the need for physical logistics systems; on the contrary, Internet commerce increases their importance. Grieger (2003) argued for the concept of value networking, in which the EM is playing an essential role of organizing and managing a complex collection of partnerships among physical logistics service providers.…”

E-Supply Chain Management: Review, Implications and Directions for Future Research

“…In the literature review regarding the fulfilment process, one of the most covered impacts is how to deliver the goods sold through the e-commerce channel. This impact has been studied by the following authors: (Punakivi, Yrjölä et al 2001), (Kämäräinen 2001), (Kotzab and Madlberger 2001), (Gurãu, Ranchhod et al 2001), (Delfmann, Albers et al 2002), (Marinus and De Koster 2002), (Boyd, Hobbs et al 2003), (Da Silveira 2003), (Starr 2003), (Rabinovich 2004), (Rabinovich and Bailey 2004), (Boyer and Hult 2005), (Dadzie, Chelariu et al 2005), (Rabinovich 2005) and (Thirumalai and Sinha 2005).…”

“…And, finally, (Piramuthu 2005) presents a framework for an automated supply chain configuration that takes advantages of the fast communication over the Internet. (Kämäräinen 2001), (Gurãu, Ranchhod et al 2001), (Kotzab and Madlberger 2001), (Punakivi, Yrjölä et al 2001), (Marinus and De Koster 2002), (Delfmann, Albers et al 2002), (Boyd, Hobbs et al 2003), (Da Silveira 2003), (Starr 2003), (Rabinovich 2004), (Rabinovich and Bailey 2004), (Boyer and Hult 2005), (Dadzie, Chelariu et al 2005), (Thirumalai and Sinha 2005), (Rabinovich 2005) Improve the efficiency of order fulfilment (online and offline) due to information sharing (Crowley 1998), (Lee 2002), (Kelleher, El-Rahalibi et al 2003), (Vannieuwenhuyse, Gelders et al 2003), (Tyan, Wang et al 2003), (Rabinovich and Evers 2003) Supply chain design and distribution strategies (Dewman, Freimer et al 2000), (Yrjölä 2001), (Tsay and Agrawal 2004), (Piramuthu 2005), (Kevin Chiang and Monahan 2005), (Nagurney, Cruz et al 2005), (Alptekinoglu and Tang 2005) The directions for further research can enter into one of the following categories: (1) better use of information and the creation of knowledge by using actual and new analytical and decision tools;…”