Logistics, strategy and structure

Stock, Gregory N.; Greis, Noel P.; Kasarda, John D.

doi:10.1108/01443579810192772

Cited by 223 publications

(166 citation statements)

References 27 publications

(32 reference statements)

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“…As a result of the findings we develop propositions for further testing. Four strategic operational foci of the container operations process, which emerged from the cases studied, include cost, reliability, speed and flexibility, similar to previous research (Chase and Aquilano 1995;Miller and Roth 1994;Leong et al 1990;Cooper and Ellram 1993;Stock et al 1998). Cost reduction can be the general motivation of service process automation in the quasi-manufacturing setting.…”

Section: Research Findingssupporting

confidence: 67%

“…Operations and logistics strategy scholars classify strategy schemes in various ways; however, the scheme of ''cost-quality-delivery-flexibility-innovativeness'' is the most prevalent (Chase and Aquilano 1995;Miller and Roth 1994;Leong et al 1990;Cooper and Ellram 1993;Stock et al 1998). Under this strategy scheme, there is an emphasis on delivery, measured by speed, reliability, and flexibility in order to realize the strategic roles of logistics either as an industry or as a business function (LaLonde and Masters 1990).…”

Section: Strategic Contentmentioning

confidence: 99%

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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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Section: Research Findingssupporting

confidence: 67%

Section: Strategic Contentmentioning

confidence: 99%

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

2017

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“…Examples of such interesting areas where logistics and SCM are discussed are the strategy-structure-performance literature (e.g. Stock et al, 1998, Chow et al, 1995, and RBV (e.g. Olavarrieta and Ellinger, 1997;Mentzer et al, 2004).…”

Section: The Framework On Business 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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“…Effort reduction (making products easily available for search) as well as use and risk reduction through functionality improvement and provision of warranties adds complexity to SCM. Variety of target customers and their different demands [15], [24] and differentiation in distribution channels [25] are obvious complexity drivers for SCM. Geographical market segments necessitate a variety of relationship management strategies adding complexity to SCM [13].…”

Section: Bmc and Scm Orientationmentioning

confidence: 99%

Effect of Business Model Complexity on Supply Chain Management: A Case Study of Apparel Value Networks

Gunawardhana¹,

Suzuki²,

Enkawa³

2015

JOEBM

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Abstract-Focusing on the impact of business model (BM) on supply chain management (SCM), the paper takes a case study approach with six global apparel value networks to quantify the complexity created by the BM of a value network and to assess how SCM orientations differ among value networks owing to internal and external BM complexities. Results reveal a clear distinction among value networks in terms of BM complexities. Further, there are significant differences in areas of focus in SCM between high complex and less complex group proving that BM complexity matters significantly to SCM.Index Terms-Business model complexity, supply chain, apparel case study, value networks.

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Logistics, strategy and structure

Cited by 223 publications

References 27 publications

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

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

The role of top management in supply chain management practices

Effect of Business Model Complexity on Supply Chain Management: A Case Study of Apparel Value Networks

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