{"title":"美国大型制造企业与小型制造企业的物流策略研究","authors":"John E. Spillan, J. Kohn, M. A. Mcginnis","doi":"10.22237/JOTM/1270080240","DOIUrl":null,"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 1997) and across industries (Autry, Zacharia, and Lamb, 2008) it is not yet clear whether the typology is relevant to small firms. The purpose of the research presented in this manuscript is to identify similarities and differences in logistics strategies of large and small U.S. manufacturing firms. This research compares logistics strategies and assesses logistics strategy outcomes of large and small manufacturing firms. Levels of logistics strategy intensity (emphasis on process, market, and information) and outcomes (logistics coordination effectiveness, customer service commitment, and competitiveness) are compared. Insights and implications for logistics practitioners, researchers, and teachers are provided. The remainder of the paper is organized into six sections starting with the literature review. This discussion is followed by sections on research questions variables, and hypotheses; methodology, analysis, findings, and conclusions. …","PeriodicalId":242296,"journal":{"name":"Journal of Transportation Management","volume":"6 1","pages":"0"},"PeriodicalIF":0.0000,"publicationDate":"2010-03-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"12","resultStr":"{\"title\":\"A study of logistics strategies in small versus large U.S. manufacturing firms\",\"authors\":\"John E. Spillan, J. Kohn, M. A. 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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. 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引用次数: 12
摘要
小型企业经常做出各种各样的物流相关决策,涉及采购,客户服务,仓储,库存管理,订单管理,运输等(墨菲,戴利和达伦伯格,1995年)。当更大的组织做出同样的决策时,关于两者之间是否有任何相似或不同的问题仍然存在(Evans, Feldman和Foster, 1990)。大公司通常有很多受过供应链或物流管理培训的人员。(Evans, Feldman and Foster, 1990)。另一方面,较小的企业可能只有一个人负责物流管理职责和其他职能(哈林顿,1995)。因此,小公司的物流管理人员可能没有接受过正规的物流培训,也可能没有大公司的经验丰富。这种情况是否会导致小公司的物流成本增加和/或反应能力下降还没有得到充分解决。大多数物流文献关注的是大公司。对文献的回顾确定了两篇关于小公司物流的文章。Halley和Guilhon(1997)使用轶事和原始数据调查了小企业的物流战略。结果显示,在小型企业中,物流战略没有好坏之分。然而,确定了与小企业物流战略发展相关的两个关键因素。它们是所有者-经理参与的角色和公司对其他公司的依赖。在另一项对从事国际贸易的小企业的选定物流实践的研究中,墨菲、戴利和达伦伯格(1995)发现,在研究的公司中,有不同类型的分销部门。小公司和大公司有相似的物流管理实践的想法可能是普通经理不会期望的,因为公司规模和规模经济(哈林顿,1995)。然而,Pearson和Ellram(1995)发现,小型和大型电子公司在选择和评估供应商方面没有统计学上的显著差异。同样,Calof(1993)认为,企业规模既不是国际化的障碍,也不是选择在哪个国家开展业务的限制。尽管物流战略在文献中被广泛讨论(克林顿和克洛斯,1997年),但本文所报道的研究侧重于过去二十年来研究的类型学。这种类型由Bowersox和Daugherty(1987)提出,重点关注由“过程战略”、“市场战略”和“信息战略”组成的三种“高级组织结构”形式。虽然对Bowersox和Daugherty类型学的支持在大公司中得到了实证证明(Clinton and Closs, 1997;McGinnis和Kohn, 1993,2002和2010;以及Kohn和McGinnis, 1990和1997)和跨行业(Autry, Zacharia, and Lamb, 2008),目前尚不清楚这种类型是否与小企业相关。本文提出的研究目的是确定美国大型和小型制造企业物流战略的异同。本研究比较了大型和小型制造企业的物流战略,并评估了物流战略的结果。比较了物流战略强度(强调过程、市场和信息)和结果(物流协调有效性、客户服务承诺和竞争力)的水平。为物流从业者、研究人员和教师提供了见解和启示。论文的其余部分分为六个部分,从文献综述开始。讨论之后是关于研究问题、变量和假设的部分;方法、分析、发现和结论。…
A study of logistics strategies in small versus large U.S. manufacturing firms
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 1997) and across industries (Autry, Zacharia, and Lamb, 2008) it is not yet clear whether the typology is relevant to small firms. The purpose of the research presented in this manuscript is to identify similarities and differences in logistics strategies of large and small U.S. manufacturing firms. This research compares logistics strategies and assesses logistics strategy outcomes of large and small manufacturing firms. Levels of logistics strategy intensity (emphasis on process, market, and information) and outcomes (logistics coordination effectiveness, customer service commitment, and competitiveness) are compared. Insights and implications for logistics practitioners, researchers, and teachers are provided. The remainder of the paper is organized into six sections starting with the literature review. This discussion is followed by sections on research questions variables, and hypotheses; methodology, analysis, findings, and conclusions. …