Third Annual Logistics Faculty Salary Survey

Manuj, Ila; Yazdanparast, Atefeh; Farris, Martin T.; Wilson, Jerry W

doi:10.2307/40904914

Cited by 3 publications

(2 citation statements)

References 3 publications

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“…The addition of incentives to base salary represented a range from 9.5% of additional compensation at the instructor level to 19.1% at the full professor level. Results from previous surveys indicated a range from 16% at the assistant professor to 33% at the full professor level in 2010, from 19% to 27% in 2011, and 11% to 20% in 2016 (Manuj, Yazdanparast, and Farris 2010, 2011; Obaze, Manuj, and Farris 2016).…”

Section: Analysis Of Resultsmentioning

confidence: 94%

Sixth Logistics Faculty Salary Survey

Gabaldon¹,

Farris

Manuj

et al. 2021

Transportation Journal

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As Supply Chain Management has evolved, doctoral programs have struggled to produce enough new people with doctorate degrees to keep up with demand and to replace tenure-track faculty who leave for various reasons. Accurate salary data is required by both potential candidates and recruiting institutions. The Association to Advance Collegiate Schools of Business (AACSB) International conducts an annual survey of faculty and administrative salaries for member schools. Each school self-reports salary figures. This reporting is subjective to how each reporting university defines faculty residency. Many reported salaries for Transportation, Logistics, and Supply Chain Management (SCM) are co-mingled with “Management,” “Marketing,” or “Operations” faculty and are not included under the correct classification. To address the limitations of the AACSB salary report, the authors developed a survey to collect data on SCM/Logistics and Transportation. Faculty salaries focused on the US-based faculty for public, private, AACSB-accredited and non–AACSB-accredited institutions. This article examines the impact of factors such as faculty rank, primary field of practice, years in the present rank, work allocation, and accreditation on academic salaries in the fields of SCM/Logistics and Transportation. This information is of immense use for both career and hiring decisions.

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Section: Analysis Of Resultsmentioning

confidence: 94%

Sixth Logistics Faculty Salary Survey

Gabaldon¹,

Farris

Manuj

et al. 2021

Transportation Journal

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“…By extension, Dubey et al (2021) have defined organisational flexibility as "the ability of organisations to deploy resources quickly, efficiently and effectively in response to sudden changes in the market conditions", which establishes flexibility's clear link with resilience. Flexibility is an inherent part of resilience (Peck, 2005) that allows organisations and supply chains to adapt to both foreseen and unforeseen changes in the environment (Rao Tummala et al, 2006;Gaudenzi et al, 2023) and navigate high degrees of uncertainty (Manuj et al, 2010).…”

Section: Flexibility As a Mitigation Strategymentioning

confidence: 99%

Comparing flexibility-based measures during different disruptions: evidence from maritime supply chains

Rogerson,

Svanberg,

Altuntas Vural

et al. 2024

IJPDLM

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PurposeSevere disruptions to maritime supply chains, including port closures, congestion and shortages in shipping capacity, have occurred during the COVID-19 pandemic. This paper’s purpose is to explore flexibility-based countermeasures that enable actors in maritime supply chains to mitigate the effects of disruptions with different characteristics.Design/methodology/approachSemi-structured interviews were conducted with shipping lines, shippers, forwarders and ports. Data on the COVID-19 pandemic's effects and countermeasures were collected and compared with data regarding the 2016–2017 Gothenburg port conflict.FindingsSpatial, capacity, service and temporal flexibility emerged as the primary countermeasures, whilst important characteristics of disruptions were geographical spread, duration, uncertainty, criticality, the element of surprise and intensity. Spatial flexibility was exercised in both disruptions by switching to alternative ports. During the COVID-19 pandemic, ensuring capacity flexibility included first removing and then adding vessels. Shipping lines exercising service flexibility prioritised certain cargo, which made the spot market uncertain and reduced flexibility for forwarders, importers and exporters that changed carriers or traffic modes. Experience with disruptions meant less surprise and better preparation for spatial flexibility.Practical implicationsUnderstanding how actors in maritime supply chains exercise flexibility-based countermeasures amid disruptions with different characteristics can support preparedness for coming disruptions.Originality/valueComparing flexibility-based measures in a pandemic versus port conflict provides insights into the important characteristics of disruptions and the relevance of mitigation strategies. The resilience of maritime supply chains, although underexamined compared with manufacturing supply chains, is essential for maintaining global supply chain flows.

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Sustainable Development of Information Systems for Logistics as a Tool to Strengthen the Competitive Ability on Global Markets

Stor

2019

Naše Gospodarstvo/Our Economy

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The main purpose of the article is to motivate experts and researchers in the field of business informatics and logistics to interdisciplinary integration in order to develop a new concept of an information system that will help to strengthen a company's competitive ability. The article analyzes the research carried out between top managers, strategic managers and managers of logistics in the largest Slovenian companies. Two hundred companies were included in the primary survey; 60 managers were selected in a representative sample and at the end 30 leaders in statistical analysis. We sent questionnaires to our managers via e-mail. The data were processed with the statistical program IBM SPSS Statistics 19, as a method we used linear regression and multiple correlation. With the primary survey, we measured satisfaction of the managers with existing information support for logistics and found that logistical, strategic information professionals need to be even more connected, so that management decisions can then be developed and sustained. On the basis of the obtained data, it can be concluded that sufficient investment of funds in the creation of an appropriate information system fosters the development of business logistics. The originality and value of the article are reflected in the interdisciplinary view of the concept of information support of logistics in the development of new products, in the original connections of various business functions, in the possibility of designing new information solutions and in the sustainable development of new services for the market.

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Third Annual Logistics Faculty Salary Survey

Cited by 3 publications

References 3 publications

Sixth Logistics Faculty Salary Survey

Sixth Logistics Faculty Salary Survey

Comparing flexibility-based measures during different disruptions: evidence from maritime supply chains

Sustainable Development of Information Systems for Logistics as a Tool to Strengthen the Competitive Ability on Global Markets

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