Journal of Transportation Management最新文献_第10页

Establishing a motor carrier research agenda 建立汽车运输船研究议程

Journal of Transportation Management Pub Date : 2006-09-01 DOI: 10.22237/JOTM/1157069040

Carlo D. Smith, J. Kent

引用次数: 0

Suggested research agenda for the railroad industry 建议铁路行业的研究议程

Journal of Transportation Management Pub Date : 2006-09-01 DOI: 10.22237/JOTM/1157069160

B. Jennings

引用次数: 0

Evaluating the comparative efficiency of eleven states' highway expenditures 评估11个州高速公路支出的相对效率

Journal of Transportation Management Pub Date : 2006-09-01 DOI: 10.22237/JOTM/1157069220

Hokey Min, T. Lambert

引用次数: 7

Smooth Sailing or Rough Seas: The Future of International Liner Shipping 风平浪静还是波涛汹涌:国际班轮运输的未来

Journal of Transportation Management Pub Date : 2006-09-01 DOI: 10.22237/JOTM/1157069100

David A. Menachof

引用次数: 0

From the Special Edition Editor 来自特别版编辑

Journal of Transportation Management Pub Date : 2006-09-01 DOI: 10.22237/JOTM/1157068860

J. Kent

引用次数: 0

What do third party logistics buyers really want? An empirical analysis utilizing benefit based market segmentation 第三方物流买家真正想要的是什么?基于效益的市场细分实证分析

Journal of Transportation Management Pub Date : 2006-03-22 DOI: 10.22237/JOTM/1143849720

H. L. Sink

{"title":"What do third party logistics buyers really want? An empirical analysis utilizing benefit based market segmentation","authors":"H. L. Sink","doi":"10.22237/JOTM/1143849720","DOIUrl":"https://doi.org/10.22237/JOTM/1143849720","url":null,"abstract":"During the last decade the third party logistics market has grown significantly in the United States. While a degree of uncertainty continues regarding the definition of third-party logistics, a reasonable consensus of the concept has been described as a relationship between a shipper and third party which, compared with basic services, has more customized offerings, encompasses a broader number of functions and is characterized by a longer-term, more mutually beneficial relationship (Afrik and Calkins, 1994). Competitive conditions have forced many firms to revise their priorities and focus resources on a limited number of key activities. Business process redesign has revealed the in-house Currently there exists a paucity of empirical research concerning the intrinsic drivers underlying the purchase of third party logistics services. The identification of market segments and the design of successful marketing strategies rely on understanding the benefits desired by existing and potential customers. provision of logistical services to be less than critical in the creation of customer value for a growing number of organizations. Thus, the U.S. third party logistics market now accounts for $85 billion of the $1.015 trillion total market for transportation, warehousing, and related supp-ort services (Langley, van Dort, Ang, and Sykes, 2005). The level of interest in logistics outsourcing can be further gauged by recent survey responses from chief logistics executives of the 500 largest American manufacturers. The participants currently reported spending 40 percent, on average, of their entire annual logistics budget with third party logistics providers. A consensus of the respondents indicated an expectation to increase this amount to 46 percent within three years (Lieb and Bentz, 2005). Past research has found the benefits derived from products and services to be prominent discriminatory vari-ables in market segmentation (Haley, 1968; Wind, 1978). The principle underlying benefit-based segmentation is that buyers are not seeking a product or service per se, but the value represented by the acquisition. In other words, how does the product help meet needs or provide benefits? The present literature does not reveal an attempt to empirically determine the benefits sought by firms seeking to outsource logistics or whether homogeneous buyer segments exist in this market. Further, suppliers appear deficient in their understanding of the inherent value industrial buyers are seeking from the acquisi-tion of third party logistics services. Current marketing strategies use broad based approaches in an attempt to reach potential customers based upon traditional measures of in-dustrial segmentation, i.e., geographical location, decision making process, SIC code or industry, etc. Thus, these shortcomings highlight the need to determine the benefits desired by the purchase of third party logistics services and whether the buyers of these services can be segmente","PeriodicalId":242296,"journal":{"name":"Journal of Transportation Management","volume":"8 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2006-03-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"122136118","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 1

Pure pallets : effectiveness and efficiency impacts on the defense transportation system 纯托盘:对国防运输系统的有效性和效率的影响

Journal of Transportation Management Pub Date : 2006-03-22 DOI: 10.22237/JOTM/1143849780

Michael B Mongold, Alan W. Johnson

{"title":"Pure pallets : effectiveness and efficiency impacts on the defense transportation system","authors":"Michael B Mongold, Alan W. Johnson","doi":"10.22237/JOTM/1143849780","DOIUrl":"https://doi.org/10.22237/JOTM/1143849780","url":null,"abstract":"The views expressed are those of the authors and do not represent the official policy or positions of the United States Air Force, Department of Defense, or the U.S. Government. BACKGROUND Initial analyses show that the defense transportation system has not yet fully learned the logistics lessons of the 1991 Gulf War. A December 2003 Government Accountability Office (GAO) report investigating the preliminary effectiveness of Operation Enduring Freedom identified what it termed as \"substantial logistics support problems\" (Solis 2003). In particular, the GAO identified \"[i]nsufficient and ineffective theater distribution capability\" as a major problem. They state \"[t]he distribution of supplies was also delayed because cargo arriving in shipping containers and pallets had to be separated and repackaged several times for delivery to multiple units in different locations\" (Solis, 2003, p. 3). In 1993, the defense transportation system stakeholders also recognized that improvements to the supply chain were critical to expedite the flow of material to the warfighter and to relieve congestion at the aerial ports of debarkation during Operation Iraqi Freedom (Kuntz, 2004). Prior to Operation Iraqi Freedom, improvements in the supply chain focused primarily on the link between the factory and the ports of debarkation. The rapid movements by combat forces during the Iraq war taught military logisticians the critical need to streamline the flow from the debarkation ports to the warfighter--\"the last tactical mile\" as well (Bivona et al., 2004, p. 76). Establishing the Pure Pallet Process In July 2003, a Defense Distribution Center representative visited Kuwait to review Central Command's distribution system and assist in identifying areas of improvement. It was discovered that the method employed to consolidate material and build pallets in the U.S.-based consolidation and containerization points was creating a substantial backlog of pallets upon arrival at the debarkation ports and theater distribution center due to the high volume of material and excessive handling requirements of pallets arriving into the theater. An important consequence of the saturation was the substantial increase in the warfighter's wait time for supplies at the \"point of the spear\" (Hornung, 2004). A more alarming concern was that soldiers were unnecessarily being placed in harm's way--the process of breaking down, sorting, and rebuilding pallets made soldiers vulnerable to attack (Diamond, 2004; Imberi, 2004; Merriweather, 2005). In October 2003, Defense Distribution Center staff sponsored a meeting among the defense transportation system supply chain stake-holders. The team determined that requisitioned material should be held as far back in the supply chain as possible where the infrastructure was in place to efficiently hold and consolidate it. The ideal locations to position the cargo were determined to be the U.S.-based containerization points: the Defense Distribution Depot ","PeriodicalId":242296,"journal":{"name":"Journal of Transportation Management","volume":"108 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2006-03-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"124671912","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 4

Working toward a seamless supply chain: an exploratory analysis of the impact of supply chain on company performance 迈向无缝供应链:供应链对公司绩效影响的探索性分析

Journal of Transportation Management Pub Date : 2006-03-22 DOI: 10.22237/JOTM/1143849960

Carol J. Johnson, Lidiya Sokhnich, Charles Ng

{"title":"Working toward a seamless supply chain: an exploratory analysis of the impact of supply chain on company performance","authors":"Carol J. Johnson, Lidiya Sokhnich, Charles Ng","doi":"10.22237/JOTM/1143849960","DOIUrl":"https://doi.org/10.22237/JOTM/1143849960","url":null,"abstract":"INTRODUCTION Supply chain management has become an important topic to both practitioners and researchers alike. Practitioner definitions of supply chain management are numerous and emphasize different aspects of firm relationships. For example, the definition may emphasize meeting the \"real needs of the end customer\" (Wisner, Leong and Tan, 2004) or it may emphasize logistics-type processes as suggested by the Supply Chain Council definition: Managing supply and demand, sourcing raw materials and parts, manufacturing and assembly, warehousing and inventory tracking, order entry and order management, distribution across all channels, and delivery to the customer (Wisner, Leong and Tan, 2004). Yet another definition (Council of Supply Chain Management Professionals, 2006) emphasizes the strategic nature of supply chain across firms but does not mention the end customer: Supply Chain Management is the systemic, strategic coordination of traditional business functions within a particular company and across businesses within the supply chain, for the purposes of improving the long-term performance of the individual companies and the supply chain as a whole. None of these definitions mentions firm performance yet supply chain management has firm performance as an implicit goal. In the academic Literature, supply chain management emphasizes both cost reduction and increased customer value (Brewer and Speh, 2000) leading to sustainable competitive advantage (Mentzer et al., 2001). More recently, a survey of supply chain professionals was undertaken in an attempt to better define supply chain management (Gibson, Mentzer, and Cook, 2005). Yet even this most recent work suggests that \"only time wiU teU if it [CSCMP definition] becomes the consensus definition of SCM.\" Perhaps because of lack of a consensus definition and a lack of consistent management understanding, there remains a question of the connection between a high-performing supply chain and individual company performance. The lack of adequate understanding is likely due to the multifaceted and complex nature of supply chain relationships and the lack of firm-spanning metrics with which to measure these relationships. Cooper, Lambert, and Pagh (1997) suggest a conceptual supply chain framework consisting of business processes, management components, and supply chain structure and further suggest how to operationalize the framework using case studies (Lambert, Cooper, and Pagh, 1998). While managing the supply chain from point of origin to point of consumption is indeed a difficult task, the introduction of technology that improves information flow may help with firm integration across the supply chain (Walton and Miller, 1995). Further, many executives believe that profitability could increase if key business processes are linked and managed across multiple companies (Lambert, Cooper, and Pagh, 1998). The present research explores the importance of business processes, including customer service, b","PeriodicalId":242296,"journal":{"name":"Journal of Transportation Management","volume":"36 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2006-03-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121197969","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

Plant supply logistics : balancing delivery and stockout costs 工厂供应物流:平衡交货和库存成本

Journal of Transportation Management Pub Date : 2006-03-22 DOI: 10.22237/JOTM/1143849900

Jennifer A. Pope, J. A. Pope

{"title":"Plant supply logistics : balancing delivery and stockout costs","authors":"Jennifer A. Pope, J. A. Pope","doi":"10.22237/JOTM/1143849900","DOIUrl":"https://doi.org/10.22237/JOTM/1143849900","url":null,"abstract":"INTRODUCTION Transporting raw materials to a production facility would seem to be almost trivial when the final product requires only one primary raw material. While the process is not as involved as a multi-level bill of materials system, there are still a number of variables with which one must deal, particularly in the logistics system. In this case, the raw material, peanuts, are transported from a sheller near Columbus, Georgia, to Portsmouth, Virginia, to be converted into peanut butter. The transportation is via railroad--a distance of about 700 miles. The manufacturer is currently required to lease rail cars, which are then moved from Georgia to Virginia full of raw, shelled peanuts, and returned to Georgia empty. The question the plant manager faces on a regular basis is how many rail cars to lease? Analytically, the system faced by the plant manager is a circular queueing system. As explained in Appendix A, this is a special case of a Jackson network (see Figure 1). In the usual queueing process, customers enter the system, are served and leave the system. In our case, the rail cars leased by the company moved in a continuous loop. The rail cars are \"served\"' in Georgia when they were loaded with peanuts, in Virginia when they are unloaded at the plant and en route in both directions. Appendix A describes briefly the analytical construction of the problem. [FIGURE 1 OMITTED] There are numerous examples in the literature of analytic solutions to rail car scheduling (Cordeau, Soumis, and Derosiers, 2000; Luub-becke and Zimmermann, 2003; and Sherali and Maguire, 2000). Although the objective here was to solve for the optimal number of rail cars, an analytical solution was not a practical option for several reasons. The first is the limitation of Jackson networks for predictive purposes (see Appendix A); the second is the nature of the data. The probability distributions of service times were empirical distributions. Using theoretical distributions would have made the problem computationally more attractive, but less realistic. Third, the company did not want to release cost figures. Therefore, results could only be stated as trade-offs in terms of numbers of rail cars and number of days the plant would be shut down. Given the results, however, the company could easily calculate the corresponding total costs. Finally, the company wanted the flexibility to test easily a variety of scenarios. For these reasons, it was decided to use simulation as the method of dealing with The travel time between the sheller and the plant (and the return trip) varied widely. The rail cars were sent from the sheller to a rail yard, where they waited until a northbound the problem. It was also easier to explain the process and results to the plant manager. Further, the plant manager could watch the outcomes develop as the simulation was running and could run the simulation with various scenarios. THE PROBLEM The peanut butter manufacturer in Virginia (VA) requi","PeriodicalId":242296,"journal":{"name":"Journal of Transportation Management","volume":"82 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2006-03-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"129425266","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

Management guidelines for third-party logistics 第三方物流管理指引

Journal of Transportation Management Pub Date : 2006-03-22 DOI: 10.22237/JOTM/1143849840

Michael J. Maloni

{"title":"Management guidelines for third-party logistics","authors":"Michael J. Maloni","doi":"10.22237/JOTM/1143849840","DOIUrl":"https://doi.org/10.22237/JOTM/1143849840","url":null,"abstract":"INTRODUCTION Third-party logistics (3PL) has become an effective tool for supply chain management. Synonymous with logistics outsourcing, 3PL involves external providers supplying multiple logistics functions to a user (Capgemini, Langley, and FedEx Supply Chain Services, 2003). Since its emergence in the 1980's, the concept has continued to grow as companies constantly seek to drive greater value from logistics in the form of lower costs and improved service levels (Lynch, 2004). Capgemini et al. (2004) indicate significant benefits from logistics outsourcing, including average reductions of 15 percent in costs, 16 percent in fixed assets, 7 percent in inventory, 5.4 days (from 12.2) in order cycle times, and 2.4 days (from 22.2) in cash cycles. The 3PL industry is still rapidly expanding and maturing. Recent estimates put the North American 3PL market at around $65-$70 billion annually (\"The North American 3PL Market,\" 2004). Multiple surveys indicate that approximately 80 percent of companies outsource at least some logistics functions, averaging 40 percent of their logistics expenditures (Capgemini et al., 2004; Lieb and Bentz, 2004a). It is clear that 3PL has established a strong foothold in industry. Academic research in 3PL has also expanded over the last few decades, providing contributions across key topics of logistics outsourcing including drivers, services, success factors, and performance measurement. Despite this wealth of 3PL research, it is not easy to navigate, accumulate, and summarize the findings. 3PL relationships are too multi-faceted and complex to completely survey in a single study, so research projects tend to examine individual pieces of the 3PL puzzle. Some papers address reasons to outsource (Rao and Young, 1994; Bienstock and Mentzer, 1999), while others will investigate success factors or performance measures (Tate, 1996; Knemeyer and Murphy, 2004). Some examine service provider (i.e., seller) perspectives (Leahy, Murphy, and Poist, 1995; van Hoek, 2000), while others concentrate on user (i.e., buyer) views (Daugherty, Stank, and Rogers, 1996; Boyson, Corsi, Dresner, and Rabinovich, 1999). Even works that align in research focus do not always address the same variables due to the extent of potential considerations. OBJECTIVES AND METHODOLOGY Given the breadth and fragmentation of the 3PL literature, it is difficult to gain comprehensive insight into 3PL without a rigorous literature review. This potentially compromises the impact and usability of the 3PL research and may not effectively serve the needs of industry practitioners who look to the literature for assistance with exploring, building, or improving 3PL opportunities. To address this problem, this article reviews and organizes more than 75 3PL published articles. It provides a structured summary of this previous research, organizing it by focus and findings to provide logistics managers with a centralized guide for exploratory consideration of key outsourcin","PeriodicalId":242296,"journal":{"name":"Journal of Transportation Management","volume":"23 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2006-03-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116375186","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 2