Bridging the gap between academic responsibilities and practical application in logistics

The paper presents a model inspired by the success of innovative logistics programs that have enhanced the relevance of academic programs by developing closer ties with logistics and transportation practitioners. Discussion focuses on examples that illustrate implementation of the model. The intent is to provide a blueprint for academics to enhance cooperation at locations that do not currently have such programs in place

SUPPLY CHAIN INTEGRATION IN THE FOOD AND CONSUMER GOODS INDUSTRIES

The interorganizational structures necessary to implement and achieve the logistical performance improvements identified in the Efficient Consumer Response (ECR) initiative and related supply chain management concepts are difficult to develop. Firms continue to struggle to implement integrated programs and techniques, particularly with respect to changing operating structures, relationships, and mindsets to facilitate true supply chain integration. This research explores the logistical strategies and structures used by selected food and consumer goods firms to integrate their supply chains. It illustrates effective integration strategies and identifies critical success factors and barriers to successful ECR implementation. A framework is used to guide managers in developing the competencies essential to integrating the supply chain and to establishing the relationships necessary to operate in an ECR environment. The framework, entitled Supply Chain 2000, depicts supply chain value creation as achieving synchronization and coordination across four critical supply chain flows: product/service; market accommodation; information; and cash.Industrial Organization,

Interactions between operational and relational capabilities in fast food service delivery

Operational and relational capabilities Service delivery

The impact of operating environment on the formation of cooperative logistics relationships

Increased outsourcing of logistical services by manufacturers has prompted reconsideration of traditional relationships between manufacturers and third party logistics firms. Firms are moving away from single transaction business arrangements and forming cooperative relationships with third party providers characterized by cooperative transactions occurring over time. Analysis of data collected from a random sample of manufacturing executives identifies operating conditions in the manufacturers' operating and strategic environment that are best suited for cooperative relationship formation in an international logistics setting.