An empirical study comparing Guatemalan and United States logistics strategies

Abstract

PurposeThis manuscript aims to empirically examine logistics strategy in Guatemalan firms and compare the findings to recent research into logistics strategy research of USA firms.Design/methodology/approachData on logistics strategies and logistics outcomes were gathered from Guatemalan logistics managers and then compared with empirical data gathered from US logistics managers.FindingsWhile the fundamentals of logistics strategy in Guatemala were similar to those of USA firms, it was found that Guatemalan logistics managers place somewhat less importance on process strategy but greater importance on market strategy and information strategy to achieve logistics coordination effectiveness, customer service commitment, and organization competitive responsiveness. Possible reasons for these differences include culture and size of the economy.Practical implicationsThe results suggest that logistics strategies in different countries may be affected by differences in culture, the size of an economy, and possibly other considerations.Originality/valueThese findings should be considered as a point of departure for those conducting research into cross‐cultural logistics and supply chain management strategies.