Logistics Strategy — Revisited

McGinnis, Michael A.; Kohn, Jonathan

doi:10.1002/j.2158-1592.2002.tb00023.x

Cited by 105 publications

(51 citation statements)

References 2 publications

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“…Let us start with the globalisation of supply chains, which has prompted many firms to develop logistics as part of their corporate strategy (McGinnis and Kohn, 2002). One effect of this is the fact that logistics has been given a more prominent and strategic role within many companies (Zacharia and Mentzer, 2007).…”

Section: List Ofmentioning

confidence: 99%

Logistics Service Providers Going Green : A Framework for Developing Green Service Offerings

Isaksson

2014

Linköping Studies in Management and Economics. Dissertations

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Environmental impact has increasingly become a "buzzword" and an important topic. This topic has been integrated into the agenda of many companies worldwide, and this dissertation focuses on the transportation and logistics industry. Environmental concerns have gained increased attention among many logistic service providers (LSPs) due to the environmental impact from their operations, and they have been identified of having a significant role in reducing the environmental burden in the supply chain. An environmental approach of the LSPs' business has also been identified as a way to achieve competitive advantage and provide market opportunities where the development and marketing of new products and services associated with green issues are suggested as important aspects for future growth. However, considering the scarcity of research regarding this topic, a study that reveals potential aspects in the development of green service offerings can bridge the knowledge gap and provide opportunities for further research within this field. The purpose of this dissertation is therefore to develop and explain a framework for LSPs' development of green service offerings. The purpose is addressed by first investigating LSPs' service development from a general perspective in order to, in a second stage, reach a better understanding of the implications when integrating green aspects in LSPs' service development efforts.Theoretically, this dissertation departed from service marketing literature or more specifically new service development (NSD) research. This resulted in a conceptual framework including key dimensions and aspects regarding a company's NSD efforts and activities. From this foundation, the theoretical framework was developed further based on research regarding LSPs' service development and innovation management. Finally the framework was extended with green logistics literature as well as research regarding LSPs' green development and influences on their service offerings.Empirically, this research is mainly based on qualitative data from an in-depth case study on a large LSP active on the Swedish market. In addition, empirical data from a multiple case study and a questionnaire survey conducted for the Licentiate thesis were used in order to enrich the analysis regarding the LSPs' development of green service offerings. The analysis followed a stepwise approach where literature and empirical data were analysed.One of the main results in this dissertation is the framework for LSPs' new service development, consisting of five dimensions: NSD culture, NSD strategy, NSD process focus, IT use and expertise and NSD knowledge and skills. The NSD framework presents a holistic view of the LSPs' NSD efforts by revealing different dimensions, their roles and relations to each other as well as the pre-requisites to take into consideration in the development of new services. Thus, the different NSD dimensions should not solely be viewed as isolated dimensions; instead, there is a need for LSPs to have a holistic v...

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Section: List Ofmentioning

confidence: 99%

Logistics Service Providers Going Green : A Framework for Developing Green Service Offerings

Isaksson

2014

Linköping Studies in Management and Economics. Dissertations

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“…During the literature search a number of articles were found that elaborated on logistics strategies without discussing business strategy, and these were consequently kept outside the scope of the search. For instance, McGinnis and Kohn (2002) with the title "Logistics strategy -Revisited", discusses logistics strategy in terms of process, market and information, was rejected because it was not based on general business strategy.…”

Section: The Theoretical Framework On Strategymentioning

confidence: 99%

The role of top management in supply chain management practices

Sandberg

Abrahamsson

2010

International Journal of Retail &Amp; Distribution Management

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Purpose -Despite the often stated importance, little about top management's role in supply chain management (SCM) practices is known. The purpose of this paper is therefore to explore the role of top management in two retail companies that successfully utilise opportunities given by SCM practices. Design/methodology/approach -As an empirical basis for the research, two Swedish retail companies are explored. Members of the top management teams have been interviewed about their role in the company and their priorities. Findings -The top management role is described by introducing four archetypes; the supply chain thinker, the relationship manager, the controller and the organiser for the future. Originality/value -This paper adds to existing theory by giving a more detailed description of top management's role in SCM practices, i.e. how SCM practices could actually be managed, and, in the extension, to the understanding for what is needed to implement more SCM practices in real existing companies and supply chains.

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“…Market dynamics has significant contingent effects on the formation and execution of business strategy, and on the design and implementation of operations processes/systems (Venkatraman and Prescott 1990;Leong et al 1990;McGinnis and Kohn 2002). Market dynamics can be operationalized as the dynamics of source and demand, the environment stability, the level of industrial competition, or the life-cycle of technology.…”

Section: Contextual Variablementioning

confidence: 99%

Alignments between strategic content and process structure: the case of container terminal service process automation

2017

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During the last three decades, technological innovations in cargo handling equipment have made it possible to automate operational processes in container terminals. Despite the increasing trend in terminal automation, little work has been done to develop theoretical guidelines for evaluating the benefits of this industrial practice. We assess terminal automation by focusing on whether strategic content and process structure are aligned. In this study, we explore the reasons that these results are mixed in the context of service automation. Have market competitiveness and operational performance been enhanced by automation in seaports? We focus on two key strategic elements and their proper alignment to produce the best performance for a port. The first element is the overall business strategy and strategic content adopted by the port. In this study, we look at Porter's (Competitive strategy, Free Press, New York, 1980) generic strategic classification of low cost, differentiation, or focus strategies. The second element is the process structure of the port, which may have been impacted by technological innovation. Using the framework of contingency theory, we explore the interface of strategic content and process structure and how this interface impacts the service process automation. A multiple case study is conducted on a sample of 20 container terminals, selected from the list The original version of this article was revised: the author name Qingcheng Zeng was misspelt and the authors sequence was incorrect. We come up with three important findings. First, a port's strategic market position determines the choice of overall business strategy. If a port is strategically positioned as an international gate, then it should adopt an overall cost-leadership strategy, whereas a transshipment terminal should adopt an overall differentiation strategy. Second, we find that the process structure adopted is associated with the level of automation, and a differentiation strategy is dependent on the level of flexibility, speed, and reliability. Higher market uncertainty requires higher flexibility, while lower market uncertainty requires greater speed and reliability. Third, the level of process automation depends on throughput volume and stability. Closer relationships with maritime supply-chain partners help increase throughput volume and reduce throughput uncertainty.

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Logistics Strategy — Revisited

Cited by 105 publications

References 2 publications

Logistics Service Providers Going Green : A Framework for Developing Green Service Offerings

Logistics Service Providers Going Green : A Framework for Developing Green Service Offerings

The role of top management in supply chain management practices

Alignments between strategic content and process structure: the case of container terminal service process automation

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