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Lao PDR, as the sole land‐locked country in South East Asia, is dependent upon available infrastructure in neighbouring countries for fast and efficient import of goods. The validity of a cost model for multimodal transport, which was originally proposed by Beresford and Dubey (1990) and developed by Beresford (1999), is tested against a real case in international logistics, namely the import of wine from Marseilles in France to Vientiane in Lao PDR. The main elements of the model are as follows: cost, time, distance, transport mode and intermodal transfer. The model is tested using real data over a series of alternative routes between Marseilles and Vientiane. The selection of appropriate international logistics system will have a direct impact on the efficiency of Lao PDR import channels. The research findings clearly demonstrate that the "sea‐road" combination via Danang Port in Vietnam is the most competitive in terms of costs while the "sea‐rail‐road" option via port Klang in Malaysia and through Thailand offers the fastest transit time.

PurposeThe purpose of this paper is to qualitatively investigate how product recovery management (PRM) activities affected the strategic design and implementation of a closed‐loop supply chain for a fast‐moving consumer good.Design/methodology/approachThe paper employs a case study approach with in‐depth interviews and structured observation of PRM processes at the focal company.FindingsThe focal company was able to design an efficient and effective product recovery and recycle manufacturing system by standardizing high‐quality raw materials, using a modular structure for the product and maintaining control over the entire process and bypassing the temptation to use third‐party collectors and processors.Research limitations/implicationsPrimary research relates to the single case study and the focal company; however, the findings may not generally apply to other fast‐moving consumer goods (FMCG).Practical implicationsThe comparison of the focal company's processes to an extant product recovery model provides firms with a structured way of implementing product recovery and recycling.Originality/valueThis paper adds to our knowledge of PRM and closed‐loop supply chain design by investigating its practical application to a fast‐moving consumer good; this topic has not previously received much attention by academics and practitioners.

PurposeThe purpose of this paper is to provide a framework for the development of emergency logistics response models. The proposition of a conceptual framework is in itself not sufficient and simulation models are further needed in order to help emergency logistics decision makers in refining their preparedness planning process.Design/methodology/approachThe paper presents a framework proposition with illustrative case study.FindingsThe use of simulation modelling can help enhance the reliability and validity of developed emergency response model.Research limitations/implicationsThe emergency response model outcomes are still based on simulated outputs and would still need to be validated in a real‐life environment. Proposing a new or revised emergency logistics response model is not sufficient. Developed logistics response models need to be further validated and simulation modelling can help enhance validity.Practical implicationsEmergency logistics decision makers can make better informed decisions based on simulation model output and can further refine their decision‐making capability.Originality/valueThe paper posits the contribution of simulation modelling as part of the framework for developing and refining emergency logistics response.

PurposeThe purpose of this paper is to examine the uptake of supply chain integration (SCI) principles internationally and the resultant integration maturity.Design/methodology/approachA rigorous supply chain diagnostics methodology called the Quick Scan is used to assess the integration maturity of 72 value streams located in New Zealand, Thailand and the UK.FindingsThe majority of the organisations studied are struggling to turn the SCI concept into reality. Supply chains on average are poorly integrated. However, there exist a handful of exemplar cases that provide guidance; levels of integration maturity appear not to differ internationally.Research limitations/implicationsOnly three nations are compared, hence the sample is not fully representative of all countries and industries. There is a significant gap between supply chain rhetoric and practice; clear guidance on how to enable effective integration is required. National settings do not appear to affect the extent of application of supply chain management concepts.Practical implicationsSCI is a very difficult undertaking. Indifferent practice is the norm. If organisations can attain even the middle ground of internal integration they will outperform many of their competitors.Originality/valueThe paper presents an international benchmark of SCI maturity involving three triangulated measures of supply chain performance.