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Maquiladora operations have become increasingly
popular during the past 10 years. The driving force
behind this popularity has been the dramatic
devaluation of the Mexican peso, which has made
Mexican labour among the lowest cost in the world.
However to take full advantage of maquiladora
operations additional logistics costs are incurred in
supporting the Mexican production/assembly
facilities. The logistics/manufacturing cost trade‐offs
inherent in maquiladora operations are explored
empirically. While logistics costs were found to
increase and logistics performance decreased, most
of the firms involved in maquiladora operations
considered their operations to be highly successful
based on product cost savings.

Suggests that much of the competitive dilemma experienced by US and
European firms in recent years is a result of a persistent failure to
manage the firm as a cohesive value‐added system. The complexity of the
interactions among the firm′s value‐added abilities underlies this
challenge of integrating the firm′s value‐added activities. Presents a
paradigm of the firm that provides both a rationale and a starting point
for the integration of the firm′s value‐added materials management
activities. Suggests a framework, the essence of which is that customer
value is added by the functional areas only when consistency exists
among decisions made in each of four major decision areas. Addresses
information and measurement issues as facilitators which link the
decisions areas and bridge the gaps among the functional areas.

ABSTRACTStorytelling has always been a powerful form of teaching and continues to be a compelling way to build and communicate theory. Storytelling brings learning to life, helping students grasp the intricacies and nuances of today's challenging decision‐making environment. One form of classroom storytelling involves the use of guest speakers. Carefully selected guest speakers bring a unique credibility to the classroom. However, integrating guest speakers into the curriculum is not without challenges. For example, although they possess valuable experience, not all guest speakers are (1) engaging, (2) familiar with the course content and learning objectives, and (3) versed in effective pedagogy. According to student feedback, poorly planned guest speaker interactions can actually diminish the learning experience. Bringing greater structure to the guest speaker's visit can help mitigate these challenges and make the most out of precious class time and guest speaker experience. Structured storytelling via guest‐speaker‐specific case studies perform this role.
A picture is worth a thousand words,A metaphor is worth a thousand pictures.           —Daniel Pink, A Whole New Mind

Two of the most pervasive trends in purchasing management during
the 1980s were the increased usage of global sourcing and the
development of JIT sourcing. Both practices have become quite popular
because of the significant competitive benefits they provide to the
firms that successfully implement them. Despite their increasingly
widespread adoption, these two sourcing strategies have traditionally
been viewed as incompatible; therefore, most firms have not sought to
integrate them in their efforts to enhance competitive position.
Explores the potential of using logistics to facilitate the concurrent
usage of global and JIT sourcing. Combines a conceptual discussion with
an empirical study to understand better the opportunities to develop
integrated global/JIT materials.

The complexity, uncertainty, and diminished control found in global operations hinder the development of world‐class competencies. For example, as a firm rationalizes manufacturing, logistical challenges increase. As a result, cost advantages achieved through production sharing are often offset by higher logistics costs. This multi‐method explores the cross‐functional development of quality and cost competencies in an international production sharing setting. Overall, the study found that information and planning capabilities are vital antecedants to cost and quality competencies. The impact of cost on a firm's performance is direct, while the impact of quality is indirect, through productivity enhancements.

The development of co‐ordinated global manufacturing is an
important approach to enhancing competitiveness. However, global
manufacturing strategies provide the greatest competitive advantage when
they are appropriately supported through key value‐added logistics and
purchasing activities. Examines the relationship between global
manufacturing and strategic advantage, emphasizing the need to establish
adequate logistics and purchasing support. Presents a conceptual
overview of the topic and reports the results of a survey‐based
empirical study. Objectives are to examine the state of current
logistics and purchasing practice as they relate to supporting the
global network, and to evaluate the performance of these key activities
as they support global operations.