Suchergebnisse

Before distribution managers can effectively manage customer service, they must be able to determine how sales respond to various levels of service. The potential for customer service to contribute to a company's sales is generally acknowledged and has received considerable attention in the literature over the past several years. Much of the work, however, has been of a theoretical nature. Empirical studies have been confined largely to analyses of data collected by surveys which measure respondents' opinions regarding varying levels of logistics service. Hence, conclusions are based on sales expectations or purchase intentions of sellers and buyers, respectively. It is not suggested that respondents would misrepresent their concern for service levels, but little work has been done to confirm the proposed sales‐service relationships through analysis of historical data. If expectations and/or intentions indeed become actions, the impact should be observable in sales patterns over time.

PurposeEffective and efficient supply chain management is critical to the success of firms engaging in e‐commerce. The purpose of this paper is to examine the impact of logistics capability and logistics outsourcing on firm performance in an e‐commerce market environment.Design/methodology/approachThis research examines the relationship between firm's logistics capability, logistics outsourcing and its performance. Multiple‐item constructs are used to measure the strength of logistics capability and firm performance. The use of logistics outsourcing is represented by a dichotomous variable. Data obtained via a survey were analyzed to investigate relationships among constructs and various hypotheses were tested.FindingsStudy results revealed logistics capability to be positively related to firm performance in the e‐commerce market. However, counter‐intuitively, logistics outsourcing and firm performance were not found to be positively linked. Further, the association between logistics capability and outsourcing was not supported. Finally, the interactive effect of logistics outsourcing on the relationship between logistics capability and firm performance was not sustained.Research limitations/implicationsResearch findings are constrained, as the study was limited to the computer and consumer electronics retailing industry. However, the importance of logistics capability was confirmed in the e‐commerce supply chain for this segment. And the benefit of using third‐party logistics (3PL) to enhance firm performance was not fully established.Practical implicationsLogistics capability is critical for superior firm performance in e‐commerce. However, study findings lead to the presumption that firms should avoid logistics outsourcing if performance is predicated on competitive advantage due to internally strong logistics capability and competencies.Originality/valueThis research contributes to the study of logistics capability and 3PL in e‐commerce. The development of a logistics capability measurement construct in e‐commerce originated with this research. Also the impact of logistics outsourcing on firm performance is tested for the first time in an e‐commerce market environment.

The advent of the Internet and electronic communications has enabled companies to be more responsive to their customers. However, the same technological advancements are changing the marketplace and providing an impetus for changes in strategic alliance and partnership structures. Successful leaders of the future will have to understand how to operate in the new marketplace and within the evolving organizational structures where alliances and partnerships are changing. The purpose of this article is to shed light on the current and future organizational structures in the logistics industry. Toward that end, traditional supply chain management (SCM), electronic supply chain management (eSCM), and the resulting impact on strategic alliances and partnerships will be explored. Additionally, considering the inherent ability of the eSC to be dynamic and adaptable, the new type of leader that is likely to be most successful in this new structure is discussed.