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Michael A. Mcginnis - One of the best experts on this subject based on the ideXlab platform.
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An empirically derived framework of Logistics management Strategy
Journal of Transportation Management, 2016Co-Authors: Michael A. Mcginnis, Ali Kara, Leslie I WolfeAbstract:The purpose of this paper is to present an empirically derived framework for Logistics Management and discuss how it integrates organization’s short-term objectives with the need to respond to the complex external environment. Organizational theory, strategic planning and Logistics management literature were reviewed carefully in identifying the conceptual support for the derived framework of Logistics management and organizational competitiveness. The proposed generalized framework demonstrates that Logistics Management Strategy has the strongest positive effect on Organizational Competitiveness when it is mediated by Logistics Coordination Effectiveness and Customer Service Commitment. Overall Logistics Strategy is a necessary, but not sufficient, condition for increased organizational competitiveness. If the Overall Logistics Strategy is accompanied by (a) effective Logistics coordination and (b) customer service commitment then organization competitiveness is likely to be greater. This conceptual study contributes to the field by presenting a generalized framework to improve researcher and practitioner understanding of the role Logistics Management in Organizational Competitiveness. This study integrates previous research and thought domains to develop a generalized framework that guides our understanding of the role of Logistics Management and its consequences on Organizational Competitiveness.
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An empirical assessment of Logistics/supply chain management in two Latin American Countries
Journal of Transportation Management, 2016Co-Authors: John E. Spillan, César Antúnez De Mayolo, Michael A. Mcginnis, Ali Kara, Gustavo JaraAbstract:The Bowersox Daugherty (1987) Logistics Strategy typology (Process Strategy, Market Strategy, and Information Strategy) is an important conceptual framework for studying Logistics/supply chain management Strategy and its role on Logistics/supply chain management outcomes. The purpose of this research is to empirically apply the typology in Peru and compare the findings with the previous research conducted in Guatemala. The three Bowersox/Daugherty dimensions are used to define the construct Overall Logistic Strategy (OLS), and then, the OLS was used to measure Organizational Competitiveness (COMP) through two intervening variables LCE (Logistics Coordination Effectiveness) and CSC (Customer Service Commitment). The results indicate that generally the Logistics Strategy in Peru is fundamentally similar to Guatemala’s. In other words, the direction of the relationships among the conceptualized constructs tested in the SEM model was significant and explained a sizable variation in COMP in both countries. This provided additional support for the robustness of the structural model in different cultural environments. However, some differences are apparent. First, the importance of the three independent variables and three dependent variables appear to be greater to the Peruvian respondents than Guatemalan respondents. Second, on closer inspection Peruvian Logistics data indicates relatively greater emphasis on information, coordination, customer service, and relatively less emphasis on cost efficiency, than Guatemalan managers. Managerial insights and suggestions for future research and discussed.
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An empirical cross cultural assessment of a Logistics/supply chain management typology
Journal of Transportation Management, 2013Co-Authors: Michael A. Mcginnis, Ali Kara, John E. SpillanAbstract:This manuscript compares the three dimensions (Process Strategy, Market Strategy, and Information Strategy) of the Bowersox Daugherty (1987) Logistics Strategy typology among five disparate countries by integrating the findings of previous empirical research. The appropriateness of the three Bowersox/Daugherty dimensions when combined into the construct Overall Logistic Strategy (OLS) are assessed. The role of OLS impact on Organizational Competitiveness (COMP) through two intervening variables LCE (Logistics Coordination Effectiveness) and CSC (Customer Service Commitment) is evaluated. The findings indicate that OLS is an appropriate descriptor of Logistics/ supply chain management in a wide range of cultures and that the integration of OLS, LCE, and CSC is useful in explaining COMP across cultures. The findings of this research are discussed in the context of earlier perspectives on organizational Strategy and overall Logistics Strategy.
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An empirical study comparing Guatemalan and United States Logistics strategies
The International Journal of Logistics Management, 2012Co-Authors: Michael A. Mcginnis, John E. Spillan, Nicholas VirziAbstract:Purpose – This manuscript aims to empirically examine Logistics Strategy in Guatemalan firms and compare the findings to recent research into Logistics Strategy research of USA firms.Design/methodology/approach – Data on Logistics strategies and Logistics outcomes were gathered from Guatemalan Logistics managers and then compared with empirical data gathered from US Logistics managers.Findings – While the fundamentals of Logistics Strategy in Guatemala were similar to those of USA firms, it was found that Guatemalan Logistics managers place somewhat less importance on process Strategy but greater importance on market Strategy and information Strategy to achieve Logistics coordination effectiveness, customer service commitment, and organization competitive responsiveness. Possible reasons for these differences include culture and size of the economy.Practical implications – The results suggest that Logistics strategies in different countries may be affected by differences in culture, the size of an economy...
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Cross-cultural validation of the factorial structure of a Logistics Strategy model : a three-country study
Journal of Transportation Management, 2011Co-Authors: Michael A. Mcginnis, Ali Kara, Talha Harcar, John E. SpillanAbstract:In 2011, McGinnis, Kohn, and Kara reported the effects of overall Logistics Strategy (OLS) on Logistics coordination effectiveness, customer service effectiveness, and organizational competitive responsiveness. This manuscript empirically compares the three dimensions of the Bowersox Daugherty typology to Logistics strategies among U.S., Turkish, and Guatemalan companies. US, Turkish, and Guatemalan subjects (Logistics managers) were chosen to test the underlying factor structure and measurement equivalences of the scales used. Using confirmatory factor analysis (CFA), findings indicate that the three dimensions of the Overall Logistics Strategy (OLS) - Process Strategy, Market Strategy, and Information Strategy - hold in all three country environments studied. However, structural equation modeling shows nonequivalent relationships between OLS and independent variables; Logistics coordination effectiveness, customer service commitment, and organizational competitiveness for one of the three countries. We evaluate these findings in light of recent research into Logistics Strategy research on U.S. firms. Insights for those interested in comparative Logistics strategies are provided.
Tauno Kekäle - One of the best experts on this subject based on the ideXlab platform.
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The influence of modularity and industry clockspeed on reverse Logistics Strategy: Implications for the purchasing function
Journal of Purchasing and Supply Management, 2005Co-Authors: Isabel Fernández, Tauno KekäleAbstract:Abstract Environmental policies and recent take-back legislation pose new management challenges and require many companies to come up with new strategies and corresponding processes for recovering their products. Some leading firms have already succeeded in a field marked by ever-greater levels of uncertainty and material flows. However, simply mimicking the example of these leading companies does not seem to be suitable for all companies. A configurational approach is needed to understand why this is the case. This paper therefore considers two case studies to analyze the effects of industry clockspeed and product architecture on recovery options involving repair, refurbishing, or reuse. Its findings suggest that the recovery and reuse of key components is an economically viable reverse Logistics Strategy in a high-modularity case; in contrast, scrapping or recycling of materials is often the most viable Strategy for integrated architectures. Different strategies must also be employed for high and low clockspeed situations. The demands that recovery activities place on a company's purchasing function is also illustrated in the second part of the paper.
Joseph Sarkis - One of the best experts on this subject based on the ideXlab platform.
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strategic analysis of Logistics and supply chain management systems using the analytical network process
Transportation Research Part E-logistics and Transportation Review, 1998Co-Authors: Laura Meade, Joseph SarkisAbstract:Abstract This paper explores and illustrates an analytical framework to assess an organization’s Logistics Strategy. The optimum logistical system is evaluated based on three primary levels: the organizational/supply chain relationship involved, the principles of Logistics required, and the attributes of these principles. The principles of Logistics are defined and developed as strategies for achieving coordination and integration of the Logistics network and supply chain. The analytic network process, a systemic analytical model, will be utilized to evaluate Logistics strategies for an organization that seeks to be adaptive to dynamic competitive environments.
John E. Spillan - One of the best experts on this subject based on the ideXlab platform.
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An empirical assessment of Logistics/supply chain management in two Latin American Countries
Journal of Transportation Management, 2016Co-Authors: John E. Spillan, César Antúnez De Mayolo, Michael A. Mcginnis, Ali Kara, Gustavo JaraAbstract:The Bowersox Daugherty (1987) Logistics Strategy typology (Process Strategy, Market Strategy, and Information Strategy) is an important conceptual framework for studying Logistics/supply chain management Strategy and its role on Logistics/supply chain management outcomes. The purpose of this research is to empirically apply the typology in Peru and compare the findings with the previous research conducted in Guatemala. The three Bowersox/Daugherty dimensions are used to define the construct Overall Logistic Strategy (OLS), and then, the OLS was used to measure Organizational Competitiveness (COMP) through two intervening variables LCE (Logistics Coordination Effectiveness) and CSC (Customer Service Commitment). The results indicate that generally the Logistics Strategy in Peru is fundamentally similar to Guatemala’s. In other words, the direction of the relationships among the conceptualized constructs tested in the SEM model was significant and explained a sizable variation in COMP in both countries. This provided additional support for the robustness of the structural model in different cultural environments. However, some differences are apparent. First, the importance of the three independent variables and three dependent variables appear to be greater to the Peruvian respondents than Guatemalan respondents. Second, on closer inspection Peruvian Logistics data indicates relatively greater emphasis on information, coordination, customer service, and relatively less emphasis on cost efficiency, than Guatemalan managers. Managerial insights and suggestions for future research and discussed.
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An empirical cross cultural assessment of a Logistics/supply chain management typology
Journal of Transportation Management, 2013Co-Authors: Michael A. Mcginnis, Ali Kara, John E. SpillanAbstract:This manuscript compares the three dimensions (Process Strategy, Market Strategy, and Information Strategy) of the Bowersox Daugherty (1987) Logistics Strategy typology among five disparate countries by integrating the findings of previous empirical research. The appropriateness of the three Bowersox/Daugherty dimensions when combined into the construct Overall Logistic Strategy (OLS) are assessed. The role of OLS impact on Organizational Competitiveness (COMP) through two intervening variables LCE (Logistics Coordination Effectiveness) and CSC (Customer Service Commitment) is evaluated. The findings indicate that OLS is an appropriate descriptor of Logistics/ supply chain management in a wide range of cultures and that the integration of OLS, LCE, and CSC is useful in explaining COMP across cultures. The findings of this research are discussed in the context of earlier perspectives on organizational Strategy and overall Logistics Strategy.
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An empirical study comparing Guatemalan and United States Logistics strategies
The International Journal of Logistics Management, 2012Co-Authors: Michael A. Mcginnis, John E. Spillan, Nicholas VirziAbstract:Purpose – This manuscript aims to empirically examine Logistics Strategy in Guatemalan firms and compare the findings to recent research into Logistics Strategy research of USA firms.Design/methodology/approach – Data on Logistics strategies and Logistics outcomes were gathered from Guatemalan Logistics managers and then compared with empirical data gathered from US Logistics managers.Findings – While the fundamentals of Logistics Strategy in Guatemala were similar to those of USA firms, it was found that Guatemalan Logistics managers place somewhat less importance on process Strategy but greater importance on market Strategy and information Strategy to achieve Logistics coordination effectiveness, customer service commitment, and organization competitive responsiveness. Possible reasons for these differences include culture and size of the economy.Practical implications – The results suggest that Logistics strategies in different countries may be affected by differences in culture, the size of an economy...
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Cross-cultural validation of the factorial structure of a Logistics Strategy model : a three-country study
Journal of Transportation Management, 2011Co-Authors: Michael A. Mcginnis, Ali Kara, Talha Harcar, John E. SpillanAbstract:In 2011, McGinnis, Kohn, and Kara reported the effects of overall Logistics Strategy (OLS) on Logistics coordination effectiveness, customer service effectiveness, and organizational competitive responsiveness. This manuscript empirically compares the three dimensions of the Bowersox Daugherty typology to Logistics strategies among U.S., Turkish, and Guatemalan companies. US, Turkish, and Guatemalan subjects (Logistics managers) were chosen to test the underlying factor structure and measurement equivalences of the scales used. Using confirmatory factor analysis (CFA), findings indicate that the three dimensions of the Overall Logistics Strategy (OLS) - Process Strategy, Market Strategy, and Information Strategy - hold in all three country environments studied. However, structural equation modeling shows nonequivalent relationships between OLS and independent variables; Logistics coordination effectiveness, customer service commitment, and organizational competitiveness for one of the three countries. We evaluate these findings in light of recent research into Logistics Strategy research on U.S. firms. Insights for those interested in comparative Logistics strategies are provided.
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a longitudinal study of Logistics Strategy 1990 2008
Journal of Business Logistics, 2010Co-Authors: Michael A. Mcginnis, Jonathan W Kohn, John E. SpillanAbstract:For over 45 years, the roles of Logistics in the firm have been a topic of interest to practitioners, teachers, and researchers. In the 1970's, Logistics' role in organizational Strategy emerged as a topic of discussion. During the 1980's, Bowersox and Daugherty (1987) presented a typology which postulated three dimensions of Logistics Strategy: process; market; and information. Their typology has inspired a stream of empirical research over the last two decades which examined it from different perspectives. The analysis and findings reported in this article focus on the Bowersox and Daugherty typology and provides insights into Logistics Strategy over an 18 year period. This typology was selected because it has been the subject of multiple empirical research studies, and has a reasonable level of credibility and acceptance. The research reported in this manuscript discusses the stability of Logistics Strategy over time in United States manufacturing firms, alternate Logistics strategies, the effects of alternate Logistics strategies on three outcome assessments, and implications for practitioners, teachers, and researchers.
Ali Kara - One of the best experts on this subject based on the ideXlab platform.
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Role of Logistics Strategy, coordination and customer service commitment on Chinese manufacturing firm competitiveness
Asia Pacific Journal of Marketing and Logistics, 2018Co-Authors: John Spillan, Alma Mintu-wimsatt, Ali KaraAbstract:The purpose of this paper is to assess the robustness of the three (Bowersox and Daugherty, 1987) dimensions (process, market and information strategies) of Logistics Strategy in a Chinese manufacturing environment. In addition, the impact of the three dimensions, coordination and customer service on the organizational competitiveness of Chinese manufacturers firms is explored.,The authors conducted an online survey hosted at Sojump.com and disseminated to members of a manufacturing trade association. A total of 513 completed responses were generated. Confirmatory factor analysis (CFA) and structural equation model (SEM) were used to test the hypothesized relationships in the conceptual model.,The findings suggest that the three dimensions of the Bowersox and Daugherty (1987) were relevant to the Chinese manufacturing environment. The authors also found that the overall Logistics Strategy measured by the three dimensions as well as coordination and customer service effectiveness positively influenced Chinese manufacturing firms’ competiveness.,Further research into Logistics and supply chain management may benefit from expanding the understanding to include antecedents and moderating factors (e.g. competition, market turbulence and differences in business environment) into the model. Future studies on cross-cultural Logistics/supply chain management Logistics may benefit from the application of Strategy-structure-process (SSP) approaches similar to those discussed in this manuscript.,This study attempted to provide a robust conceptual framework to increase the understanding of the role of Logistics/supply chain management Strategy and provide insights to managers seeking to improve firm competitiveness. An essential implication of the conceptual model presented in this manuscript is the dynamics of Logistics Strategy as a competitive tool.,The findings provide an understanding of how business and manufacturing are operating in various locations in China with opportunities for employment and socio-economic gain among the population of these geographic locations. Having employment can provide a better quality of life and assist the community in developing its opportunities for other groups.,As the current Chinese administration seeks to achieve its goal of generating higher value-added production through its “Made in China 2025” initiative, the results the authors represent are quite timely and insightful. Examining manufacturing firms’ Logistics strategies (i.e., OLS), coordination and customer service could provide state planners (SOEs) and/or privately owned Chinese manufacturers insights on how to move closer towards their aforementioned goal and achieve global competitiveness.
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An empirically derived framework of Logistics management Strategy
Journal of Transportation Management, 2016Co-Authors: Michael A. Mcginnis, Ali Kara, Leslie I WolfeAbstract:The purpose of this paper is to present an empirically derived framework for Logistics Management and discuss how it integrates organization’s short-term objectives with the need to respond to the complex external environment. Organizational theory, strategic planning and Logistics management literature were reviewed carefully in identifying the conceptual support for the derived framework of Logistics management and organizational competitiveness. The proposed generalized framework demonstrates that Logistics Management Strategy has the strongest positive effect on Organizational Competitiveness when it is mediated by Logistics Coordination Effectiveness and Customer Service Commitment. Overall Logistics Strategy is a necessary, but not sufficient, condition for increased organizational competitiveness. If the Overall Logistics Strategy is accompanied by (a) effective Logistics coordination and (b) customer service commitment then organization competitiveness is likely to be greater. This conceptual study contributes to the field by presenting a generalized framework to improve researcher and practitioner understanding of the role Logistics Management in Organizational Competitiveness. This study integrates previous research and thought domains to develop a generalized framework that guides our understanding of the role of Logistics Management and its consequences on Organizational Competitiveness.
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An empirical assessment of Logistics/supply chain management in two Latin American Countries
Journal of Transportation Management, 2016Co-Authors: John E. Spillan, César Antúnez De Mayolo, Michael A. Mcginnis, Ali Kara, Gustavo JaraAbstract:The Bowersox Daugherty (1987) Logistics Strategy typology (Process Strategy, Market Strategy, and Information Strategy) is an important conceptual framework for studying Logistics/supply chain management Strategy and its role on Logistics/supply chain management outcomes. The purpose of this research is to empirically apply the typology in Peru and compare the findings with the previous research conducted in Guatemala. The three Bowersox/Daugherty dimensions are used to define the construct Overall Logistic Strategy (OLS), and then, the OLS was used to measure Organizational Competitiveness (COMP) through two intervening variables LCE (Logistics Coordination Effectiveness) and CSC (Customer Service Commitment). The results indicate that generally the Logistics Strategy in Peru is fundamentally similar to Guatemala’s. In other words, the direction of the relationships among the conceptualized constructs tested in the SEM model was significant and explained a sizable variation in COMP in both countries. This provided additional support for the robustness of the structural model in different cultural environments. However, some differences are apparent. First, the importance of the three independent variables and three dependent variables appear to be greater to the Peruvian respondents than Guatemalan respondents. Second, on closer inspection Peruvian Logistics data indicates relatively greater emphasis on information, coordination, customer service, and relatively less emphasis on cost efficiency, than Guatemalan managers. Managerial insights and suggestions for future research and discussed.
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An empirical cross cultural assessment of a Logistics/supply chain management typology
Journal of Transportation Management, 2013Co-Authors: Michael A. Mcginnis, Ali Kara, John E. SpillanAbstract:This manuscript compares the three dimensions (Process Strategy, Market Strategy, and Information Strategy) of the Bowersox Daugherty (1987) Logistics Strategy typology among five disparate countries by integrating the findings of previous empirical research. The appropriateness of the three Bowersox/Daugherty dimensions when combined into the construct Overall Logistic Strategy (OLS) are assessed. The role of OLS impact on Organizational Competitiveness (COMP) through two intervening variables LCE (Logistics Coordination Effectiveness) and CSC (Customer Service Commitment) is evaluated. The findings indicate that OLS is an appropriate descriptor of Logistics/ supply chain management in a wide range of cultures and that the integration of OLS, LCE, and CSC is useful in explaining COMP across cultures. The findings of this research are discussed in the context of earlier perspectives on organizational Strategy and overall Logistics Strategy.
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Cross-cultural validation of the factorial structure of a Logistics Strategy model : a three-country study
Journal of Transportation Management, 2011Co-Authors: Michael A. Mcginnis, Ali Kara, Talha Harcar, John E. SpillanAbstract:In 2011, McGinnis, Kohn, and Kara reported the effects of overall Logistics Strategy (OLS) on Logistics coordination effectiveness, customer service effectiveness, and organizational competitive responsiveness. This manuscript empirically compares the three dimensions of the Bowersox Daugherty typology to Logistics strategies among U.S., Turkish, and Guatemalan companies. US, Turkish, and Guatemalan subjects (Logistics managers) were chosen to test the underlying factor structure and measurement equivalences of the scales used. Using confirmatory factor analysis (CFA), findings indicate that the three dimensions of the Overall Logistics Strategy (OLS) - Process Strategy, Market Strategy, and Information Strategy - hold in all three country environments studied. However, structural equation modeling shows nonequivalent relationships between OLS and independent variables; Logistics coordination effectiveness, customer service commitment, and organizational competitiveness for one of the three countries. We evaluate these findings in light of recent research into Logistics Strategy research on U.S. firms. Insights for those interested in comparative Logistics strategies are provided.
