Journal of Transportation Management最新文献

{"title":"Trip patterns in Akure, Nigeria: A land-use analytical approach","authors":"A. Owolabi","doi":"10.22237/JOTM/1285891560","DOIUrl":"https://doi.org/10.22237/JOTM/1285891560","url":null,"abstract":"Data on trips in land use parcels of Akure, a developing capital city in Nigeria, were collected and analyzed. Distance of each land use area from the central business district (CBD) was found to have played a significant role in trip attraction to it, while residential density was a major determinant of trip generation. Average numbers of daily work trips generated per capita ranged between 0.97 and 2.0, which compares with 0.8 to 2 specified in literature for developing cities. Total daily trips per capita for Akure-Nigeria (2.56) is higher than that of Mumbai-India (1.81), Chennai-India (2.08), and Harare-Zimbabwe(2.19). Availability, convenience, cost and promptness were found to be the major determinants of modal choice in the study area.","PeriodicalId":242296,"journal":{"name":"Journal of Transportation Management","volume":"32 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2010-10-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"122575249","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}

{"title":"Using artificial neural networks for transport decisions : managerial guidelines","authors":"R. Cook, L. Jenicke, B. Gibson","doi":"10.22237/JOTM/1285891380","DOIUrl":"https://doi.org/10.22237/JOTM/1285891380","url":null,"abstract":"One information technology that may be considered by transportation managers, and which is included in the portfolio of technologies that encompass TMS. is artificial neural networks (ANNs). These artificially intelligent computer decision support software provide solutions by finding and recognizing complex patterns in data. ANNs have been used successfully by transportation managers to forecast transportation demand, estimate future transport costs, schedule vehicles and shipments, route vehicles and classify earners for selection. Artificial neural networks excel in transportation decision environments that are dynamic, complex and unstructured. This article introduces ANNs to transport managers by describing ANN technological capabilities, reporting the current status of transportation neural network applications, presenting ANN applications that offer significant potential for future development and offering managerial guidelines for ANN development.","PeriodicalId":242296,"journal":{"name":"Journal of Transportation Management","volume":"96 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2010-10-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115650591","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}

{"title":"Benchmarking and evaluating the comparative efficiency of urban paratransit systems in the United States: A data envelopment analysis approach","authors":"Hokey Min, T. Lambert","doi":"10.22237/JOTM/1285891500","DOIUrl":"https://doi.org/10.22237/JOTM/1285891500","url":null,"abstract":"The Americans with Disabilities Act (ADA) of 1990 encouraged public transit authorities to reassess the way they serve aging populations and physically-handicapped individuals requiring door-to-door services. As the demand for paratransit services rose dramatically the last few years due to a growing number of aging baby-boomers and injured Iraq-Afghanistan War veterans, many public transit authorities have been faced with the dilemma of meeting the grow ing demand while controlling costs in times of ongoing budget crises. To help public transit authorities better cope with such a dilemma, this paper evaluates the comparative operating efficiency of 75 selected paratransit agencies in the United States using data envelopment analysis (DE A) and then identifies the best-practice paratransit systems. Lagging paratransit agencies can use such systems as benchmark reference points to evaluate their performance against other systems. Finally this paper develops a profile of both efficient and inefficient paratransit agencies to discern a host of factors influencing the operating efficiency of paratransit systems.","PeriodicalId":242296,"journal":{"name":"Journal of Transportation Management","volume":"76 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2010-10-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115812036","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}

{"title":"Forward Positioning and Consolidation of Strategic Inventories","authors":"Joseph B. Skipper, J. E. Bell, W. Cunningham, Daniel D. Mattioda","doi":"10.22237/JOTM/1270080180","DOIUrl":"https://doi.org/10.22237/JOTM/1270080180","url":null,"abstract":"INTRODUCTION The forward placement of inventory in the supply chain in order to save time and cost in \"anticipation\" of future demand is a strategic decision, which can save delivery time, and also cut transportation costs. *, ** Similarly, the consolidation of inventory creates pooling effects, improves standardization, and can increase control and visibility of key stocks. But how should this type of consolidation be made in an existing logistics network and what sort of metric should be used to measure the efficiency of such a consolidation of strategic inventory? These are questions which managers must understand as they consider forward positioning strategic inventory in the supply chain, especially in the face of uncertain demand with extremely high stockout costs, as exist in wartime, humanitarian aid operations, and other emergency response environments. This decision to forward position inventory in the supply chain may also help support critical maintenance activities necessary to sustain geographically isolated operations or to protect valuable personnel and resources when the unavailability of such inventory poses significant risk and costs. The U.S. military faces the problem of deciding how and where to pre-position such anticipation inventory in the face of uncertain demand and is also highly sensitive to shipping time and stockout costs. In one particular problem, the U.S. Air Force at Randolph Air Force Base Texas is responsible for the management of a variety of Security Force's' War Readiness Material (WRM) equipment packages that are shipped overseas for conflicts. This equipment is divided into several different Unit Tasking Codes (UTCs) and the packages are positioned at twelve Air Force bases in the U.S. As a result of this decentralized storage, inconsistencies in management of the assets often exist and the timeliness of their deployment to overseas locations is often lacking. How and where to best manage this inventory prior to shipment overseas is a question whose answer may provide efficiencies and increased savings for the military. Additionally, the methods used in this study and the similar forward positioning of strategic inventories in the supply chain may hold similar advantages and savings in other logistics operations where delivery time is critical. LITERATURE REVIEW Although the elimination of inventory has the potential to achieve significant cost savings, the need for strategic inventory buffers is still an accepted practice to account for variability in demand, even in \"lean\" supply chains (Womack and Jones, 1996; Christopher and Towill, 2000). The concept of advanced placement of inventory in the supply chain has been considered in a handful of previous studies (Sampson et al., 1985; Teulings and van der Vlist, 2001). More recently, the advanced or forward placement or prepositioning of such inventories referred to as \"floating stock\" has been studied by Dekker et al. (2009). They showed that using interm","PeriodicalId":242296,"journal":{"name":"Journal of Transportation Management","volume":"21 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2010-03-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"131830947","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}

{"title":"ADAPTING BAUMOL'S INVENTORY THEORETIC TO LANDED COST DECISIONS","authors":"S. Brady, P. Swan, R. R. Young","doi":"10.22237/JOTM/1270080300","DOIUrl":"https://doi.org/10.22237/JOTM/1270080300","url":null,"abstract":"Major U.S. corporations have been importers for over 200 years. A significant impetus for “offshoring” has been reducing costs—usually labor costs. Often, other costs were overlooked. There has been a growing disenchantment with sourcing goods overseas, especially when there may be domestic alternatives as other costs begin to dominate. Baumol and Vinod’s Inventory Theoretic model was useful in adding transportation considerations. However, Baumol leaves out several important costs that unless considered in offshoring decisions can lead to suboptimal solutions. This paper extends that model, providing a prescriptive model that could be operationalized by firms to evaluate offshore sourcing decisions.","PeriodicalId":242296,"journal":{"name":"Journal of Transportation Management","volume":"23 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2010-03-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"134410779","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}

{"title":"A study of logistics strategies in small versus large U.S. manufacturing firms","authors":"John E. Spillan, J. Kohn, M. A. Mcginnis","doi":"10.22237/JOTM/1270080240","DOIUrl":"https://doi.org/10.22237/JOTM/1270080240","url":null,"abstract":"INTRODUCTION Smaller businesses frequently make an assortment of logistics-related decisions, relating to purchasing, customer service, warehousing, inventory management, order management, transportation etc. (Murphy, Daly and Dalenberg, 1995). While larger organizations make these same decisions, there are continued questions about whether there are any similarities or differences between the two (Evans, Feldman and Foster, 1990). Larger companies generally have a variety of people who are trained in supply chain or logistics management. (Evans, Feldman and Foster, 1990). Smaller businesses, on the other hand, may have only one person who has logistics management responsibilities and other functions to perform (Harrington, 1995). As such, logistics management personnel at smaller companies may have less formal logistics training, and may be less experienced than at larger organizations. Whether this situation causes increased logistics costs and/ or less responsiveness in small firms has not been adequately addressed. The majority of the logistics literature focuses on large companies. A review of the literature identified two articles on small company logistics. Halley and Guilhon (1997) investigated the logistics strategies of small businesses using both anecdotal and primary data. The results revealed that among small businesses there were no good or bad logistics strategies. However, two key factors associated with small business logistics strategy development were identified. They were the role of the owner-manager involvement and the company's dependency on other firms. In another study of selected logistics practices of small businesses engaged in international trade, Murphy, Daley, and Dalenberg (1995) found different types of distribution departments among the firms studied. The idea that small and large firms have similar logistics management practices is probably something that the average manager would not expect given firm size and economies of scale (Harrington, 1995). However, Pearson and Ellram (1995) discovered that there were no statistically significant differences between small and large electronic companies in their selection and evaluation of suppliers. Similarly, Calof (1993) maintained that business size is not an obstacle to internationalization nor is it a constraint in selecting a country in which to do business. Despite the fact that logistics strategy has been widely discussed in the literature (Clinton and Closs, 1997), the research reported in this paper focuses on a typology that has been examined over the last two decades. This typology, proposed by Bowersox and Daugherty (1987), focuses on three forms of \"advanced organizational structures\" comprised of \"process strategy\", \"market strategy\", and \"information strategy\". While support for the Bowersox and Daugherty typology has been shown empirically in large firms (Clinton and Closs, 1997; McGinnis and Kohn, 1993, 2002 and 2010; and Kohn and McGinnis, 1990 and 19","PeriodicalId":242296,"journal":{"name":"Journal of Transportation Management","volume":"6 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2010-03-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"132589796","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}

{"title":"Developing Reverse Logistics Programs: A Resource Based View","authors":"S. Genchev, Tim Landry, P. Daugherty, A. Roath","doi":"10.22237/JOTM/1270080120","DOIUrl":"https://doi.org/10.22237/JOTM/1270080120","url":null,"abstract":"Previous research proposes a six-process model for reverse logistics (RL) program design and execution. This manuscript advances RL related knowledge by incorporating the previous model into a broader theoretical framework, namely, the Resource Based View (RBV) of the firm. The current research employs exploratory techniques to investigate the applicability of RBV and its main tenants within the RL context. Based on in-depth interviews with 16 executives from seven different companies, the relationships among resources, RL capabilities, and RL competencies are explored.","PeriodicalId":242296,"journal":{"name":"Journal of Transportation Management","volume":"39 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2010-03-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121859110","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}

{"title":"FUEL COSTS AND SUPPLY CHAIN DECISIONS","authors":"Cliff Welborn","doi":"10.22237/JOTM/1270080360","DOIUrl":"https://doi.org/10.22237/JOTM/1270080360","url":null,"abstract":"INTRODUCTION Individual consumers are well aware of the effects of rising fuel prices on their personal shopping experiences. Numerous news reports, magazine articles, and personal stories recount the sticker shock of seeing consumer goods escalate in price. Consumers, who were once oblivious to fuel surcharges, logistics, and transportation strategies, have discovered how this aspect of supply chain management affects their ability to purchase goods. Families are even struggling to purchase fuel to keep their personal automobiles operational. Gas prices, and even gas availability, has become a significant issue for many citizens. In the mid to late 1990's, the cost for a barrel of crude oil hovered around the $20 mark. However, in 2007 crude climbed to $150/barrel, and currently is priced in the $70-80 range. These crude oil prices translate to higher refined fuel prices. Not only do personal transportation vehicles rely on fuel, but also cargo jets, container ships, rail cars, and tractor trailers. These vehicles carry goods from manufacturers to the ultimate end customer. As crude oil prices escalate, fuel prices follow. As fuel costs increase, the cost to transport merchandise through the supply chain increases. Fuel surcharges, additional fees added to a standard freight charge, have become a matter of fact for many companies. Industrial buyers and consumers, who did not know or care where their products originated when transportation costs were low, are now becoming more aware of how the supply chain operates and how fuel costs affect the price of consumer goods. Supply Chain strategies that were once optimum are being challenged as transportation costs rise and become a larger percentage of a product's total delivered cost (Tirschwell, 2008). Supply Chain decisions related to outsourcing, transportation modes, and product design and packaging are dramatically influenced by the cost to move a product from one location to another. Manufacturers are trying to become more efficient in their business decisions when dealing with options that affect transportation costs. Consequently, there is a positive side effect of the rising cost of fuel. Businesses are becoming more energy conscious and energy efficient when dealing with decisions that affect transportation costs. Manufacturers are actively seeking strategies to become more efficient in terms of transportation costs. Three key areas being targeted for improvements are outsourcing decisions, modes of transportation, and product design and packaging techniques. Manufacturers are taking a close look at their outsourcing decisions. They are comparing the savings associated with low cost labor in foreign countries with the transportation cost required to bring products back to the U.S. for sale. When moving products from one point to another, manufacturers consider different transportation modes, such as marine, rail, truck, and air freight. Each option has its own advantages and disadvantages i","PeriodicalId":242296,"journal":{"name":"Journal of Transportation Management","volume":"26 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2010-03-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"125284677","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}

{"title":"Avoiding shipper/consignee double payment liability","authors":"Roger F Huff","doi":"10.22237/jotm/1254355560","DOIUrl":"https://doi.org/10.22237/jotm/1254355560","url":null,"abstract":"\"Double, double, toil and trouble, fire burn and cauldron bubble\"--from the three witches' chorus, Wm. Shakespeare's Macbeth. It is now beyond question that shippers and consignees face potential double payment liability to motor carriers for freight transportation charges. Three federal court cases, two of them being 2008 \"cases of first impression\" in the 9th and 11th Federal Judicial Circuits, have recently imposed \"double payment liability\" upon an innocent shipper or consignee. Double payment liability for non-brokered shipments was imposed upon consignee Kawasaki Motors in the 8th Circuit case of Harms Farms Trucking v. Woodland Container and Kawasaki Motors Manufacturing Corp. U.S.A., 2006 WL 3483920 (D. Neb.2006); double payment liability for brokered shipments was imposed upon shipper and consignee Sears Roebuck in the 9th Circuit (Oak Harbor Freight Lines v. Sears, Roebuck & Co. et al, 513 F.3d 949 (9th Cir., 2008)); and consignees Peters Hospitality and Polaroid Electronics were found doubly liable for loads passing through a freight forwarder in the 11th Circuit (Spedag Americas, Inc. v. Peters Hospitality and Entertainment Group LLC et al., 2008 WL 3889551 (S.D.Fla. 2008)). These cases illustrate the breadth of potential double payment liability which may arise any time a load moves--regardless of whether or not a transportation intermediary such as a freight broker or freight forwarder is involved. The cases also underscore the importance of shipper/consignee preventative up-front due diligence. As a practicing attorney, your author is reluctant to exercise the literary license of simile by comparing the decisions in Harms Farms, Oak Harbor, and Spedag to Shakespeare's three witches' chorus; nonetheless, a legal cauldron of \"double, double, toil and trouble\" awaits an unwary shipper or consignee. The purpose of this article is neither to engage in an overly technical legal analysis nor to disparage motor carriers who bring \"double liability\" claims against financially viable shippers/consignees; after all the trucking company has performed a valuable service and is simply trying to be paid \"once\" for that service even though the financially viable shipper or consignee may have to pay twice with the bankrupt/insolvent third party absconding. The purpose of this article is generally to provide some \"front-end\" practical suggestions to shippers/consignees in how to avoid being in court on one of these claims in the first place and more specifically how to do so by exercising due diligence in selecting a freight broker for transportation needs. In the Harms Farms case no broker or freight forwarder was involved, rather consignee Kawasaki Motors directly contracted with shipper Woodland for delivery of 90 shipments of pallets to Kawasaki. Shipper Woodland verbally contracted with motor carrier Harms Farms to deliver the pallets and the motor carrier did so. Shipper Woodland billed consignee Kawasaki for Harms' freight charges. Kawasaki p","PeriodicalId":242296,"journal":{"name":"Journal of Transportation Management","volume":"42 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2009-10-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"122957512","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}

{"title":"A Longitudial Study of Private Warehouse Investment Strategies","authors":"J. Kohn, M. A. Mcginnis, John E. Spillan","doi":"10.22237/JOTM/1254355620","DOIUrl":"https://doi.org/10.22237/JOTM/1254355620","url":null,"abstract":"INTRODUCTION During the last decade of the 20th century, conventional purchasing and logistics functions expanded into a broader strategic approach to include materials and distribution management known as supply chain management (Tan, 2001). Warehousing, as part of this larger system, enables companies to store purchases, work-in-progress, and finished goods while simultaneously performing break bulk and assembly activities. The ability to complete these functions rapidly results in providing faster delivery and better customer service (Wisner, et al 2009). The consequence of this capability is the establishment of a competitive edge in the marketplace. Traditionally, manufacturers fabricated products for storage in warehouses and then sold from inventory. Several warehouses were required to maintain inventory levels of 60 to 90 days supply in order to meet productions needs, customer needs, and avert stock outs. Warehousing of the past appeared to be an inescapable cost center that functioned like a large stock-keeping unit (Coyle et al, 2003). According to De Koster (1998) strong global competition that has emerged caused warehousing to assume a considerably more important competitive role in delivering high quality customer service, in a timely fashion, and within budget allocations. Warehouses have been redesigned and automated for high speed, high throughput rate, and high productivity in order to shrink processing and inventory carrying costs. With the arrival of innovative management ideas such as just-in-time inventory control, strategic alliances, and integrated logistical supply chain thinking in the 1990s, the function of warehousing changed to facilitate the goals of a shorter cycle times, lower inventories, lower costs, and better customer service. At present, warehouses are less likely to be long-term storage facilities. They are more than likely to be high-speed technologically equipped facilities with greater attention focused on high levels of stock turnover and meeting customer service objectives. The contemporary approach to the movement of goods allows product to remain in a warehouse for only a few hours or days, at most (Nynke et al, 2002). Extra emphasis is now directed towards flow-through warehouses where products stay in the warehouse for a short period of time and then move on to their destination (Nynke et al, 2002). Another area of warehouse management that has become an important focus of supply chain management is financial performance. Stock and Lambert (2001) use a Strategic Profit Model, which highlights the importance of logistics/supply chain management as an important part of organizational financial performance. They show the impact of investments in inventory, warehouse assets, fixed and variable costs, and cost of goods sold on return on net worth. In this context, one of the management decision's that can affect a firm's financial performance is whether to use private or for-hire (public or contract) ware","PeriodicalId":242296,"journal":{"name":"Journal of Transportation Management","volume":"345 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2009-09-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116551149","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}