Operational routines and supply chain competencies of Chinese logistics service providers

Ding, Ming Juan; Kam, Booi Hon; Lalwani, Chandra

doi:10.1108/09574091211289237

Cited by 27 publications

(14 citation statements)

References 66 publications

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“…As noted earlier, there is a need for additional research on international perspectives. While there are examples of excellent international research occurring outside of our reviewed journals (e.g., Ding et al., 2012), these top scholarly outlets do not preclude international studies. As such, we believe there is an opportunity for greater international research in these top scholarly journals.…”

Section: Discussionmentioning

confidence: 99%

Resource based theory in operations management research

Hitt

Carnes

2015

J of Ops Management

396

288

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Resource based theory (RBT) has become increasingly popular in operations management research. The development and current application of RBT to the study and understanding of operations management problems and phenomena are reviewed and articles in the recent six plus years across nine journals are evaluated. Based on this review and evaluation, we identify several issues in the overall research and highlight some exemplary research themes in the use of RBT in operations management. Our research suggests that further application of RBT can add richness in operations management research, and has the potential to produce multiple contributions for this field and adjacent fields.

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Section: Discussionmentioning

confidence: 99%

Resource based theory in operations management research

Hitt

Carnes

2015

J of Ops Management

396

288

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“…Production-management literature deals first not only with efficiency and flexibility aspects (Ngai et al, 2011;Schoenherr and Narasimhan, 2012) but also with process development to increase process stability, reduce variances and thereby increase quality (Kim and Wemmerloev, 2015). Literature on logistics management deals with competence relating to capacity issues and the range of logistical offers (Ding et al, 2012), along with inventory management (Jasemi et al, 2014). It also deals with competence in delivery and returns management, including fast and correct deliveries to customers (Halley and Beaulieu, 2009), and a systematic returns-flow process (Morgan et al, 2016).…”

Section: Functional Competence In Supply Chain Managementmentioning

confidence: 99%

“…, Halley and Beaulieu (2009),Halley et al (2010),Mollenkopf and Dapiran (2005), Pyne et alAmbulkar et al (2016),Barnes and Liao (2012),Blome et al (2013),Chiadamrong and Suppakitjarak (2008),Das and Narasimhan (2000),Davis and Golicic (2010),Ding et al (2012),Ding et al (2015),Ellinger et al (2015),Essex et al (2016), Feldmann andOlhager (2013),Golini et al (2014),Green et al (2014),Ha et al (2011), Hsu et al (2011), Huo et al (2015,Kern et al (2011),Kim and Wemmerloev (2015),Kusaba et al (2011), Ling-Yee and Ogunmokun (2001), Marcus and Anderson (2006), Morgan et al (2016), Myers et al (2004), Paulraj et al (2008), Richey et al (2007), Rosenzweig and Roth (2007), Roth et al (2008), Salvador and Villena (2013), Sangari. and Razmi (2015), Schoenherr et al (2014), Schoenherr and Narasimhan (2012), Spekman et al (2002), Stentoft Arlbjørn et al (2006), Stuart, 2012, Sun (2013), Torkkeli (2014), Whipple et al (2015), Wieland and Wallenburg (2013), Zacharia (2011) 39 Qualitative 18 Case study Berlak and Weber (2004), Bernon and Mena (2013), Fulconis et al (2006), Hanna (2007), Lutz and Ritter (2009), Parry et al (2006), Parry et al (2010), Samuel and Spalanzani (2009), Sauber et al (2008), Wadhwa et al (2008) 10 Case-based testing Armoutis et al (2008), Barclay (2005), Jüttner et al (2006), Lin et al (2016), Møller et al (2003), Ngai et al (2011), Perunović et al ), Drejer and Sørensen (2002), Ellinger and Ellinger (2014), Halley and Beaulieu (2001), Halley et al (2006), Harvey and Richey (2001), Malekifar et al (2014), Margherita et al (2009), Richey et al (2010), Richey and Wheeler (2004), Rogers et al (2013), Tokman et al (2011), Wang et al (…”

mentioning

confidence: 99%

“…,Ding et al (2012),Ding et al (2015),Drejer and Sørensen (2002),Dubey and Gunasekaran (2015),Ellinger and Ellinger (2014),Ellinger et al (2011Ellinger et al ( , 2012,Essex et al (2016),Feldmann and Olhager (2013),Ferrer et al (2011), Fulconis et al (2006,Gammelgaard and Larson (2001),George and Rangaraj (2006),Golini et al (2014),Green et al (2014),Ha et al (2011), Halley andBeaulieu (2009),Halley et al (2010),Halley et al (2006),Hanna (2007),Heide et al (2008),Jasemi et al (2014), Jüttner et al (2006,Kern et al (2011),Kim and Wemmerloev (2015),Kusaba et al (2011), Ling-Yee andOgunmokun (2001),Lutz and Ritter (2009),Malekifar et al (2014),Mangan and Christopher (2005),Marcus and Anderson (2006),Margherita et al (2009),Mollenkopf and Dapiran (2005),Morgan et al (2016),Møller et al (2003),Ngai et al (2011), Okongwu (2007,Parry et al (2010),Paulraj et al (2008),Perunović et al (2012),Richey et al (2007),Rogers et al (2013),Rosenzweig and Roth (2007),…”

mentioning

confidence: 99%

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Competence in supply chain management: a systematic review

Derwik

Hellström

2017

SCM

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Purpose This paper aims to present an integrated view of the literature published on all aspects and facets of competence in supply chain management (SCM) and furthermore provides a framework for classifying and analyzing literature to facilitate further study, practice and research. Design/methodology/approach A systematic literature review identified 98 peer-reviewed scientific journal publications on the subject of competence in SCM. Findings This review identifies and classifies the key content of the subject based on whose competence (level of analysis) and the type of competence (competence element), resulting in a framework that brings together aspects at the individual and organizational level, and of the functional, relational, managerial and behavioral elements of competence from the SCM literature. It furthermore displays the timeliness and wide-ranging character of the subject, as presented by the evolutionary timeline and the main research streams. Research limitations/implications Although competence in SCM is a key to business success, the subject is ambiguous and an explicit need exists for more research. This paper provides a foundation for future examination of and theory building in this subject. It also alerts researchers to complementary studies outside of their own “customary” domains. Practical implications This paper can support managers in their pursuit to secure competence in SCM and thereby improve outcomes on both individual and organizational level. It can furthermore assist in the development of relevant programs and training sessions. Originality/value To the best of authors’ knowledge, this work represents the first systematic literature review on the subject of competence in SCM. In addition, it proposes a taxonomy for mapping and evaluating research on this subject.

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“…According to Mollenkopf and Dapiran (2005) one of the main streams of logistics research, introduced in 1995 by The Michigan State University Global Logistics Research Team (MSUGLRT), after many years of rigorous research work, climaxed in the shape of 21 st Century Logistics Framework which is referred as World Class Logistics Competencies Model (WCLCM). Just after the inception of MSUGLRT logistics competency model researchers like Cho, Ozment and Sink (2008), Ding, Kam and Lalwani (2012), Goldsby and Stank (2000), Kuo-Chung & Li-Fang (2004), Li and Lin (2006), Lynch, Keller and Ozment (2000), Shang and Marlow (2007) and Zhao, Droge and Stank (2001) discussing the WCLCMs, considered MSUGLRT logistics competency model as the most famous, thorough and appropriate logistics service competency model. Xu and Wang (2012) claimed it to be so far the largest study which determined 17 general-purpose logistics capabilities from 32 possible elements of logistics service competencies.…”

Section: Literaturementioning

confidence: 99%

Quality Management as Driver of Vertical Integration in Service Chain: A Study of 3rd Party Logistics Industry

Shaiq

Alwi

Shaikh

et al. 2020

OSCM: An Int. Journal

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Third Party Logistics (3PL) is one of the fastest growing service industry but still the impact of the application of Quality Management Practices (QMPs) particularly on the integration capability of 3PL service providers in the supply chain is not a well-researched topic. Especially in the context of Pakistan, very little empirical work is found dealing with this very important service competency of 3PL. This research is carried out to determine how QMPs help 3PL Service Providers achieving integration competency in the service chain. The quality management dimensions of internationally recognized Malcolm Baldrige National Quality (MBNQ) model are used as independent variable to assess their impact on the integration competency of 3PLs in Pakistan. Considering the typical business culture and industry environment in Pakistan, the effect of Social Capital and Companies' Internal Strength as moderating variables was also observed. Using questionnaire as a tool, the quantitative data on various items for latent constructs was collected from more than 176 logistics firms of Pakistan. Results clearly identified the Strategic Planning, HR Management Focus and Process Management as the factors highly impacting Integration Competency of 3PL service providers in Pakistan. Interestingly, but surprisingly, the role of Leadership and Knowledge Management was insignificant in this particular setting. The moderating variable also showed a significant impact on integration competency. This study highlighted the areas where logistics firms in their individual capacity and logistics industry as a whole should immediately concentrate to enhance this important competency.

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Operational routines and supply chain competencies of Chinese logistics service providers

Cited by 27 publications

References 66 publications

Resource based theory in operations management research

Resource based theory in operations management research

Competence in supply chain management: a systematic review

Quality Management as Driver of Vertical Integration in Service Chain: A Study of 3rd Party Logistics Industry

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