Performance Of Distributed Services Research Articles

A Routing Model for Hybrid Hub-and-Spoke with Time Windows

Currently, the company competition is getting tighter. Distribution companies need to provide excellent service to their customers to maintain their competitiveness. Distribution service performance could be measured with lead time. However, Reducing lead times may increase costs. This problem could be solved using freight consolidation and reducing backhaul. Freight consolidation can be done by using a hub-and-spoke network with a combination of inbound and outbound distribution. This study developed a route model for hybrid hub-and-spoke with time windows. This model determined the routes for shipping goods to consumers and taking products to suppliers using the same vehicle to reduce the backhaul. This model also conducted freight consolidation at the hub. The decision variables in this model included the routes of delivery to consumers, the collection of goods at the suppliers, the number of products distributed through the hub and direct shipping, and the excellent distribution route. This model was implemented into the problems. Besides, a sensitivity analysis of the model was carried out.

Accounting for external turbulence of logistics organizations via performance measurement systems

Purpose This paper aims to investigate the role of upper management in designing performance measurement systems (PMS) that account for external turbulence of the organization and to show how this PMS design for turbulence impacts organizational resilience and distribution service performance. Design/methodology/approach Hypotheses are developed by integrating management accounting and strategic management perspectives into supply chain management and subsequently tested based on data from 431 logistics organizations (i.e. both logistics companies and internal logistics departments of manufacturing and retailing companies). Findings Attention focusing usage type of the PMS by the upper management fosters incorporating the element of risk into the PMS of the company. Further, PMS design for turbulence enhances organizational resilience, and, indirectly, this also leads to improved distribution service performance. Originality/value This paper is the first to introduce the concept of PMS design for turbulence to the literature and to show that it is relevant for supply chain risk management by fostering the capabilities and the performance of logistics organizations. Further, it is shown that a seemingly detached issue such as the general PMS use focus of the upper management impacts supply chain risk management.

Improving Distribution Service Performance Through Effective Production and Logistics Integration

Current empirical research on logistics' relationships with other departments has mostly neglected the interface with production. On the basis of data from 387 manufacturing companies, we answer a recent call for research and extend the literature by examining effective working relationships and achieved integration between the production and logistics functions regarding their performance impacts and their antecedents. With respect to the former, we take a resource‐based perspective, showing that integration achieved between the production and logistics functions drives distribution service performance by serving as a pivotal capability element in the resource–capability–value chain. Within this chain, effective working relationships constitute the underlying resources and prove to be a strong driver of achieved integration. With respect to antecedents, we employ the theory of cooperation and competition and identify positive goal interdependence to substantially improve working relationships between production and logistics. Furthermore, we find this effect to be amplified via formalized performance measurement systems.

Physical distribution service performance and Internet retailer margins: The drop-shipping context

In this paper, we investigate the relationship between Internet retailer margins and retailer promises regarding product distribution service. We focus particularly on Internet retailing in a drop-ship context, because this model provides a purer separation of these activities and the related costs and constitutes a critical context for the empirical examination of the relationship between retailer margins and promises. Drawing upon retailer and consumer perspectives, we articulate and justify a set of propositions regarding the relationships among different Internet retailer margins and promised product distribution service performance. We examine a sample comprising over 2000 retail transactions with customers and find partial empirical support for the set of propositions. Specifically, the results show that product margins and the margins on shipping and handling are inversely proportional. We also find a direct relationship between promised product distribution service performance and shipping and handling margins even after key product characteristics known to influence the cost side of the margin equation are controlled for. These results confirm an intuitively logical view of the relationships among pricing and promised product distribution service performance. The study also offers insights for practitioners regarding the opportunity to enhance performance in this domain and demonstrates the benefit and power of employing objective measures drawn from the vast array of information captured via online transactions.

Quality Carriers: Critical Link in Supply Chain Relationship Development

More beneficial supply chain relationships develop when carrier performance is employed to establish long - term competitive advantages rather than used primarily as an area for cost reduction. Moreover, carrier service quality is becoming increasingly critical to a larger number and a wider variety of shippers. Accordingly, service provided by carriers is instrumental in developing new customers as well as maintaining established accounts. Shippers committed to exceeding consignee or customer expectations in terms of distribution service performance need to take a closer and more in - depth look at the role and relevance of the carrier in the management of supply chains.

Improving Marketing/Logistics Cross-Functional Collaboration in the Supply Chain

Currently, little is known about the internal (intrafirm) behaviors that may positively affect collaborative marketing/logistics integration, or about the benefits that may be associated with making these considerable investments. In short, what should firms be doing to promote marketing/logistics collaborative integration? What is the potential payoff? This paper addresses these questions by examining relationships between the organization's evaluation and reward system, cross-functional collaboration, effective marketing/logistics interdepartmental integration, and distribution service performance.