The results from a survey of top retailing executives regarding current logistics practices and trends are described. The focus is on customer service factors, the use of a supply chain management approach in retailing channels, and the impact of information technology on retail logistics today and in the future. Information technologies discussed include electronic data interchange, point of sale and barcoding. The article concludes that based on the importance that retailers attach to customer service, supply chain management and information technology, the 1990s will likely be an exciting and challenging time in the management of the retail logistics function.
As business firms and even public sector operations opt to run leaner operating systems, the question of outsourcing becomes an increasingly popular topic for discussion. There are substantial differences between countries and between industries on what is considered “best practice” in outsourcing. There is ample evidence that some of these views on outsourcing are changing and will continue to change during the 1990s. This paper offers eight central propositions on logistics outsourcing with special emphasis on warehousing. The paper briefly reviews selected foundation literature in the area and then shapes the eight propositions. Findings are reviewed from an empirical study of U.S. firms. Among the findings are that there are significant differences across industries in their use of outsourcing. Each of the propositions are examined in turn, the evidence reviewed and conclusions and implications presented. The thrust of the findings suggest a new level of consideration for outsourcing as an element of logistics strategy.
Looks, in depth, at corporate logistics strategy, particularly with regard to the USA. Discusses strategy referring to a general concept of operations guiding all activities towards an ultimate goal – global rather than local. Itemizes some major American firms and their attitudes and considers their policies and results. Shows supply chain management and cycle time compression to be complementing logistics strategies for progressive US firms.
The traditional hierarchical model of command and control that served through the U.S. Industrial Revolution has undergone significant change in the past decade. Part of the changes have been prompted by global alliances of business partners. Other changes are the result of new enabling information technology that dramatically alters the role of information in the corporation. Still other changes are the result of new cycle‐time‐to‐market metrics on the part of buyer and seller. The re‐integration of the channel will present significant, new challenges and opportunities to the corporate logistics function. The logistics function of the firm will provide the ideal “boundary spanning” role to re‐integrate and position the firm for global competitiveness in the 21st century. However, new skill, new knowledge bases, new technology and new performance metrics will be required to meet the objective.
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