The importance of developing logistics competencies: a study of Australian and New Zealand firms

Supply chain management diffusion among firms in the Republic of Ireland

“…However, the situation in Australia and New Zealand (ANZ) presented by Mollenkopf and Dapiran (2005) is noteworthy in our context as a result of some similarities in relation to the logistical challenges resulting from relative geographical peripherality and demographic factors. In relation to customer service, they found that firms that emphasise service (as opposed to cost) have higher levels of logistics and SCM competency.…”

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

“…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.…”

“…Sridevi and Kumar (2015) although specifically worked on integration competency but they looked at it through the lens of customer satisfaction and cooperation with other partners in the value chain and not from the perspective of the impact of quality management on this competency. In the context of management Mollenkopf and Dapiran (2005), focusing at the logistics competency framework with a broader view, classified competencies into three major categories and named them as operational, planning and relational competencies. The operational competencies mainly included Supplier Integration which refers to the competency of integrating the externally performed work in the upstream chain members with internal operational stages, Internal Integration is the competency of integrating all internally performed procedures and functions into a unified process to enhance the value of services to meet customer needs and satisfaction while Customer Integration is the competency of creating a long-lasting competitive and distinctive uniqueness with customers.…”

A Taxonomy of Construction Supply Chain for Affordable Housing in New Zealand

“…Construction supply chain practices are at tactical level in New Zealand because of critical aspects such as high expectations, low economic size and physical isolation [50]. Lack of overseas strategic alliance partnership, information sharing and trade partnering are also common issues of supply chain [51], [52]. Interdisciplinary issues are also under investigation like relationship of construction supply chain and sustainability [53].…”