A comparison of logistics strategies and integration in the U.S. and Ghana

Abstract

This manuscript empirically compares logistics strategies and outcomes in Ghanaian and U.S. firms to test the underlying factor structure and measurement equivalences of the Bowersox/Daugherty model and its relationship with critical success factors. A structured questionnaire was used to gather data from Ghanaian and American logistics managers. Using confirmatory factor analysis (CFA), we compared the three dimensions of Overall Logistics Strategy (OLS) - Process Strategy, Market Strategy, and Information Strategy – in the two countries. A structural equation model (SEM) was then used to assess the impact of OLS on perceived organizational competitiveness in the two countries. Although the economic, political, and cultural dimensions of the two countries differed substantially, the relationships among the constructs used were similar. Data from both countries provided strong support for the dimensionality of the Overall Logistic Strategy (OLS). In addition, it was found that OLS, when combined with Logistics Coordination Effectiveness (LCE) and Customer Service Effectiveness (CSE), contributes to organizational effectiveness (COMP) in both the countries studied. This research provides insights into comparative logistics in two completely disparate economies and provides support for the Bowersox/Daugherty logistics/supply chain management typology. The manuscript also provides insights into comparative logistics/ supply chain management that have not been previously reported through empirical research.