...first year of my doctorial studies. This dissertation benefits tremendously from their combined input. ABSTRACT In an ecommerce industry third party logistics have taken control and charge of the industry. Third party logistics have taken complete control of the logistic design; logistic deliver, transportation and storage in a supply chain with the professional and complete value added services and delivery of goods and services. According to a study third party logistic is a set of basically a relationship between buyers, sellers and logistic service providers in the supply chain. They provide a clear between third party logistics providers and the service providers. As per the research the term logistic service provider has been used as the interchangeable denote for the external suppliers that have been performing a part of logistic function within a company. The relationship between third party logistic companies and ecommerce has been a force which has driven the company towards constant growth and success of the various companies in the electronic commerce industry. The research study indicates that the impact or the importance of third party logistic companies has been of great support to the ecommerce industry. Along with this, many research studies have indicated that with the outsourcing of third party logistics companies as the supply chain management of the ecommerce companies have been a strong element of this industry. With a quiet and simple way, ecommerce from...
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...chain management. Define Customer Service (logistic perspective) “A customer service program must identify and prioritize all activities required to meet customers logistical requirements as well as, or better than competitors.” And in a “cost effective manner”. Bowersox The three elements of basic Logistics Customer Service are: availability, operational performance and service reliability Customer Satisfaction (logistical perspective) delighting the customer and turning the satisfied customer into a loyal customer Customer Success Philosophies (logistical perspective) Similarities * Customer “A focus on customer success represents a major commitment toward accommodating customers” Bowersox * Good customer service scores are typically given if the customer is responsive to the customer – this in turn could equate to high customer satisfaction. * Customer Satisfaction is tied to the success of the customer. Differences * “The difference between customer service and customer satisfaction is that one is a cause, while the other is the effect or result of that cause.” e-how http://www.ehow.com/about_6700664_difference-customer-service-customer-satisfaction.html * Customer satisfaction results when customer expectations have been met, this is not necessarily the case in Customer Service. Why does the contemporary view of procurement as a strategic activity differ from the more traditional view of "purchasing?" The contemporary view...
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...E-Thematic IST–2001-37056 Thematic Network on e-Fulfilment THEMATIC Final Report Report Version: 1 Preparation Date: March 2006 Contract Start Date: 22 July 2002 Duration: 44 months Project Coordinator: Buck Consultants International Partner: ERTICO Members: Allagraf, ECG, ILIM, Neckermann, BTC, S&H, Shipserv, Thomas Miller Project funded under the “Information Society Technologies” Programme (19982002) of the European Union e-Thematic Final Report, March 2006 - e-Fulfilment Future opportunities - Contents Page Chapter 1 3 1.1 1.2 1.3 1.4 1.5 Chapter 2 Introduction 3 3 4 6 7 Defining the Stage 2.1 2.2 2.3 2.4 2.5 2.6 2.7 Chapter 3 Background The e-Thematic project Methodology The Research Consortium Report Supply chain integration and the Internet Traditional versus e-business focus e-Fulfilment Need for end-to-end e-Fulfilment solutions Software Standards Conclusions 8 8 9 11 12 13 15 17 18 3.1 3.2 3.3 3.4 3.5 3.6 Chapter 4 Differentiation in e-Business 18 19 21 24 25 33 Introduction B2B business models B2C business models Differences between B2B and B2C Regional differences in e-Business Concluding Remarks Best Practices and key issues in e-Fulfilment 35 4.1 4.2 4.3 35 37 42 Introduction Best Practices Key issues e-Thematic Final Report, March 2006 - e-Fulfilment Future opportunities - 1 Page Chapter...
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...HKU552 XIANGHUA LU DAQIING ZHENG E-BUSINESS TRANSFORMATION AT ME-ONLINE The development of Shanghai Me Mechanical and Electrical Equipment Chain Co. Ltd. (SHMEC), a traditional mechanical and electrical equipment distribution company, mirrored the agony and frustration experienced by many other small and medium-sized enterprises operating during China’s socio-economic transformation process, particularly as it faced the challenge brought by information technology. The company’s growth parallels a Chinese fairy tale “Fenghuang nie pan”, the story of a phoenix that, dissatisfied with its beauty, consumes itself by fire, but rises from the ashes with surpassing beauty. Capitalising on opportunities offered by the internet, the company established Me-online as a trading platform, using e-business to transform its business model. Me-online exemplifies a traditional company in China that effected strategic changes through e-business, offering insights into the opportunities and challenges encountered. Background The Industry The mechanical and electrical equipment distribution industry in China represents a huge sector, characterised by numerous types of products and low costs of entry. From 1949 to 1990, when China was a planned economy, this seller-driven market was mainly run by stateowned enterprises. Therefore, little attention was paid to the marketing or selling of products. The common perception was that if SHMEC established chain stores on the Huangpu River, customers...
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...management Soo Wook Kimà College of Business Administration, Seoul National University, San 56-1, Sillim-dong, Kwanak-gu, Seoul, Republic of Korea Accepted 12 July 2006 Available online 26 September 2006 Abstract The objective of this paper is to suggest a set of best organization structures for efficient supply chain management. For this, this paper derives organization types for supply chain management according to the formalization and centralization level of an independent department responsible for supply chain management (SCM) activities, and hierarchical relationship in organizational position and operational responsibility between the SCM department and existing other functional departments. And then, this paper identifies organizational characteristics, which have significant influences on SCM performance by investigating the difference in performance across the proposed organization types. From the results of empirical test, this paper finds that even though too excessive formalization and centralization of the SCM department within a firm may interrupt complete SC integration and performance improvement, a certain range of control by the SCM department is inevitable to build the fundamentals of integrated supply chain management, and thus the temporary pursuit of intensive control focused organization type such as integrated line organization may be considered depending on firm characteristics and environmental change. However, the empirical results further indicate that...
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...chain management. Define Customer Service (logistic perspective) “A customer service program must identify and prioritize all activities required to meet customers logistical requirements as well as, or better than competitors.” And in a “cost effective manner”. Bowersox The three elements of basic Logistics Customer Service are: availability, operational performance and service reliability Customer Satisfaction (logistical perspective) delighting the customer and turning the satisfied customer into a loyal customer Customer Success Philosophies (logistical perspective) Similarities * Customer “A focus on customer success represents a major commitment toward accommodating customers” Bowersox * Good customer service scores are typically given if the customer is responsive to the customer – this in turn could equate to high customer satisfaction. * Customer Satisfaction is tied to the success of the customer. Differences * “The difference between customer service and customer satisfaction is that one is a cause, while the other is the effect or result of that cause.” e-how http://www.ehow.com/about_6700664_difference-customer-service-customer-satisfaction.html * Customer satisfaction results when customer expectations have been met, this is not necessarily the case in Customer Service. Why does the contemporary view of procurement as a strategic activity differ from the more traditional view of "purchasing?" The contemporary view...
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...International Journal of e-Education, e-Business, e-Management and e-Learning, Vol. 1, No. 3, August 2011 Case Study of Online Retailing Fast Fashion Industry Wei Zhenxiang and Zhou Lijie Abstract—The study investigates into the fast fashion industry worldwide, specifically on Zara, H&M and UNIQLO with respect to efficient supply chain management, scarce value creation, low costs promotions and positioning strategy, supported by comparisons between several typical well-known fast fashion brands. Through the overall analysis of B2C apparel online retailing in China, statistics show an enormous space for online retailing fast fashion industry to explore but a far way to catch up with the leading enterprises in the world in terms of e-commerce scale. The next main part demonstrates a case of a Chinese fast fashion online retailer-Vancl, analyzing its keys to success in aspects of proper product positioning, brand positioning, business mode, marketing strategy, products and services, user experience, logistics and team management. In addition, relevant suggestions for further prosperity are proposed in the end of the paper. Index Terms—fast fashion industry, e-commerce, B2C, online retailing retailers to acknowledge that designs move from catwalk to store in the fastest time to capture current trends in the market. The apparel products are designed and manufactured quickly and cheaply to allow the mainstream consumer to take advantage of current clothing styles at a lower...
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...Dissertations from the International Graduate School of Management and Industrial Engineering, IMIE No.93, Licentiate Thesis Linköping Studies in Science and Technology Thesis No. 1180, LiU-TEK-LIC 2005:35 Logistics Collaboration in Supply Chains – A Survey of Swedish Manufacturing Companies Erik Sandberg Logistics Management Department of Management and Economics Linköpings universitet, SE-581 83 Linköping © Erik Sandberg, 2005 LiU-Tek-Lic-2005:35, Thesis No. 1180 ISBN: 91-85299-80-4 ISSN: 0280-7971 ISSN: 1402-0793 Printed by: UniTryck, Linköping Distributed by: Linköpings universitet Department of Management and Economics SE-581 83 Linköping, Sweden Tel: +46 13 281000, fax: +46 13 281873 Abstract The purpose of this thesis is to describe logistics collaboration in supply chains. During the past two decades, a new trend towards integration and collaboration in supply chains has been recognised among researchers as well as among business practitioners. This philosophy is called supply chain management and has received enormous attention in logistics research. Collaboration based on supply chain management is expected to reduce total cost and improve service towards the supply chain’s end customers at the same time. The argumentation in existing literature is however seldom underpinned by more rigorous empirical material and becomes therefore conceptual and superficial. Furthermore, it is incongruous about what actually is done when companies collaborate and...
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...Running Head: Military SCM & JIT Military Supply Chain Management and Just-In-Time Lionel O. Wright Integrated Logistics Management – LGMT682 February 15, 2011 Professor Joseph Garmon [pic] TABLE OF CONTENTS Abstract ……………………………………………………………………………………. 3 Introduction …………………………………………………………………………………4 Traditional Military Supply Chains …………………………………………………………4 Military Supply Chains and the New Environment …………………………………………6 Why Move Towards Lean (JIT) Initiatives? ……………………………………………….16 What is JIT Management? ………………………………………………………………….20 Military Supply Chains since JIT ….………………………………………………………..23 Adopting an Integrated Approach …………………………………………………………..26 Conclusion…………………………………………………………………………………...31 References…………………………………………………………………………………...34 ABSTRACT According to Van Creveld, “Strategy, like politics, is said to be the art of the possible; but surely what is possible is determined not merely by numerical strengths, doctrine, intelligence, arms and tactics, but, in the first place, by the hardest facts of all: those concerning requirements, supplies available and expected, organization and administration, transportation and arteries of communication…before a commander can even start thinking of maneuvering or giving battle, of marching this way and that, of penetrating, enveloping, encircling, of annihilating or wearing down, in short of putting into practice...
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...THE CONCEPT OF REVERSE LOGISTICS. A REVIEW OF LITERATURE1 Isabel Fernández Quesada2 ABSTRACT This paper aims at providing a review of Reverse Logistics concept from a broad set of articles, published mainly in the last decade. From their reading, the author has detected the lack of a desirable largely accepted consensus on what constitutes Reverse Logistics, either on what the range of activities should be included within its scope or how to denominate each of its options in a not fuzzy way. The clarification of the concept matters for several reasons. On the one hand, most of the so called, environmental regulations -which have been passed in a growing manner, in recent years and in many parts of the world- usually mention some objectives to be reached in certain periods of time, in relation to some of the Reverse Logistics activities (being perhaps the most common one, recycling targets). Given that not only consumers, but also both companies and municipalities are committed with these goals, it would be handy and desirable to have a clear idea of what is meant by each denomination and the implications that each one may have. On the other hand, having a definite guideline of this conceptual framework would allow for some comparative studies about the different levels of implementation within the members of the chain or between different channels, being more accurate and reliable. On the previous literature review basis, the paper concludes by providing a reasoned characterization...
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...Propositions for Research in Supply Chain Management, Logistics, and Quality Management∗ Xiande Zhao Department of Decision Sciences and Managerial Economics, Chinese University of Hong Kong, Shantin, NT Hong Kong, e-mail: Xiande@baf.msmail.cuhk.edu.hk Barbara B. Flynn† Kelley School of Business, Indiana University, 801 W. Michigan St., BS 4010, Indianapolis, IN 46033, e-mail: bbflynn@iupui.edu Aleda V. Roth Department of Management, College of Business and Behavioral Sciences, Clemson University, 343A Sirrine Hall, Clemson, SC 29634, e-mail: aroth@clemson.edu ABSTRACT As China becomes increasingly important to the global economy, it is critical to conduct high-quality research on important decision sciences issues there. This article provides an extensive review and critique of the extant China-based literature on supply chain management, logistics, and quality management, based on the foundation established by Zhao, Flynn, and Roth (2006). In general, decision sciences research in China is in its infancy. Although there have been some very interesting and well-executed articles, the majority are descriptive and focus on status updates. We provide a set of propositions to guide future research in logistics, supply chain management, and quality management in China, as well as guidelines for dealing with some of the unique challenges of conducting empirical research in China. Subject Areas: China research, Logistics, Quality Management, Supply Chain Management. INTRODUCTION ...
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...opportunities and challenges are totally different and highly industry-dependent. Clearly, the issues facing a hi-tech firm are different than those facing a global consulting firm, software is a different ballgame than textile, etc. "Global operations" can refer to, among others, global sourcing, to having manufacturing or service or R&D facilities world-wide, or to supplying global markets, each of which have very different ramifications: Global sourcing Global manufacturing Global distribution . dealing with foreign . facility location . local content regulations suppliers . coordinating networks . managing global . managing international of plants distribution logistics . coordinating networks . managing risk . managing risk of R&D facilities . operations in other countries Page intentionally left blank. Class: 2a Type: Lecture Supply Chain Management & Service The goal in this part is to introduce the two main sections of the course, international manufacturing and international service. For manufacturing we start with the simple proposition that decisions about our company’s competitive strategy leads to a supply chain strategy which then leads to a supply chain structure. We provide a strategic framework that can be used to analyze design, planning, and operational decisions in a supply chain. This framework focuses on supply...
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...China 2015: Transportation and Logistics Strategies Leadership requires innovation, expansion and redesigned networks A s China’s economy grows, so grows its transportation and logistics industry. China is becoming a more mature and self-confident country and a driving force in the new global economic structure, and this is bringing new challenges and opportunities to the five sectors of the country’s transportation and logistics industry — express, road freight, air freight, contract logistics and international freight forwarding. How can Chinese companies improve the country’s transportation and logistics environment? Leadership in this industry requires innovation, expansion and redesigned networks. China’s extraordinary economic growth continues. Even as the global economy struggles to recover from the financial crisis, various statistics indicate that China’s economy has emerged resilient, with rapid growth expected to last into the foreseeable future. In this context, the transportation and logistics industry in China is also poised for major growth over the next five years, portending significant changes for its five main segments: express, road freight, air freight, contract logistics and international freight forwarding (see figure 1 on page 2). As the boundaries between these segments blur, consolidation will accelerate and network coverage and density will grow. At the same time, an increasing focus on sustainability will add new pressures to cost structures....
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... reduced process time, quality analysis and flexible supply chain. That is, verify the changes that occurred after the implementation of this method by checking its adaptability in relation to market changes. (Ballou, 2001) Currently logistics is showing a constant evolution, it remains one of the key elements in the company's competitive strategy. At first it was confused with the transport and storage of products. Today is the nerve centre of an integrated supply chain, working in close harmony with the modern management of the supply chain (supply chain management). She comes to all handling and storage activities that facilitate the flow of products from the point of acquisition of raw material to the point of final consumption, thinking up even in the way within the company, as well as information flows that put moving products, for the purpose of providing adequate service levels to customers at a reasonable cost. The management of logistics and information flow throughout the chain allows executives to assess strengths and weaknesses in its supply chain, helping make decisions that result in reduced costs, increased quality, among others, increasing product competitiveness and / or creating added value and differences in relation to competition. (SLACK, 2004) Through the information obtained through the supply chain, you can develop strategies that bring competitive advantage, which is nothing more than when the company performs one or more of its...
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...resiliency challenge The engineering and manufacturing sector (E&M) is the definition of diversity. The companies that make up the sector manufacture everything from jet engines and drilling rigs to simple fasteners and filters. Broadly speaking, though, E&M firms fall into a number of sub-sectors including Aerospace and Aviation and Industrial and Construction Equipment. The overall sector, like all industries, faces a myriad of issues around volatility, including dealing with natural disasters and supplier disruptions. But these issues aren’t the only ones that keep sector executives up at night. E&M CEOs also worry about how to transform their frequently large and conservative companies into agile enterprises capable of meeting new competition and opportunity head on with faster, leaner and more resilient operations. Global market dynamics are driving the need for transformation. As emerging markets grow and new markets emerge, demand is dispersing geographically. Demand is also fragmenting as a result of increasingly complex requirements from customers both for new product customization and post-sale support and service. Customers want – and expect – more choice on configuration options, faster cycle times, more frequent upgrades and robust aftersales service. All of this occurs in the face of mounting competition from new entrants, and intensifying cost pressures. Where in the past E&M companies earned healthy profits on selling equipment, growing...
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