Do logistics and marketing understand each other? An empirical investigation of the interface activities between logistics and marketing

Structural model of perishable food supply chain quality (PFSCQ) to improve sustainable organizational performance

Purpose

The purpose of this paper is to examine the concept of perishable food supply chain quality (PFSCQ) and to suggest a structural model that counts the influence of PFSCQ practices on organizational sustainable performance.

Design/methodology/approach

On the basis of comprehensive literature review, PFSCQ highly significant practices were examined and designated. These practices were classified into four dimensions: upstream quality (supplier quality), downstream quality (customer focus), internal quality (process and logistics quality) and support practices (top management leadership and commitment to quality, quality of human resource, quality of information and supply chain integration). The measurement instrument of organizational sustainable performance was also build on, containing three aspects: economic, environmental and social performance.

Findings

An inventive conceptual model that specifies a comprehensive image cover up core dimensions of PFSCQ and various aspects of organizational sustainable performance was suggested. This conceptual model can be used as “a directive” for theory developing and measurement instrument development of PFSCQ practices and organizational sustainable performance. More prominently, on the road to achieving additional insight, an extensive structural model that makes out direct and indirect relationships between PFSCQ practices and organizational sustainable performance was also developed. Practitioners can apply this model as “a path plan” for implementing PFSCQ practices to improve organizational sustainable performance.

Originality/value

The integration of quality and supply chain even now remains inadequate in the literature. Consequently, it is required to have a more focused approach in assessing quality issues inside the upstream, internal and downstream of the supply chain. This study concentrates on the practices which make better quality aspects of the supply chain, known as PFSCQ practices. Suggested research models in this paper contribute to conceptual frameworks for theory building in PFSCQ and sustainable organizational performance. It is also expected that this research can suggest a useful direction for determining and implementing PFSCQ practices as well as make possible further studies in this arena.

Internal coordination to enable high load factor

Purpose

The purpose of this paper is to clarify how activities may be coordinated within shippers’ organisations to enable high load factor (a key aspect of transport efficiency).

Design/methodology/approach

A multiple-case study involving three shippers was conducted, in which the logistics or transport managers of each company were interviewed. The cases were analysed according to which activities were coordinated to achieve high load factor, interdependencies between the activities, and the coordination mechanisms that shippers adopted.

Findings

A matrix is developed to show the differences in applying various coordination mechanisms in eight categories, according to intrafunctional or interfunctional coordination, sequential or reciprocal interdependencies, and the number of activities (dyadic or multiple). For example, coordination mechanisms aimed at exerting control are more suitable for intrafunctional than interfunctional interaction; interfunctional coordination relies more on mechanisms that aim to increase the understanding of transport-related issues among non-logistics activities.

Research limitations/implications

The study is based on data from three Swedish companies.

Practical implications

Managers are provided with suggestions for coordinating activities when their goal is to improve load factor. These findings are of interest for reducing costs and emissions.

Originality/value

In response to suggestions in the earlier literature that shippers could improve their internal coordination to improve their load factor, this paper articulates several mechanisms for performing such coordination in eight situations.

Characteristics of cross-functional integration processes

Purpose

– The purpose of this paper is to characterize the cross-functional integration processes between marketing and logistics, while considering five basic elements: boundary spanning activities, integration factors, level of integration, formality/informality and impacts of integration.

Design/methodology/approach

– After an extensive literature review, five case studies were performed and in-depth interviews conducted. Both within-case and cross-case analysis was performed to better understand the cross-functional integration processes between marketing and logistics.

Findings

– A characterization of cross-functional integration in the form of a managerial framework was proposed. This framework presents the elements in a process view, instead of disconnected parts of the integration processes. The framework and process perspective helps to explain the integration process, the roles and impacts of integration within organizations, while considering cultural formality and informality.

Research limitations/implications

– Qualitative data collection and analysis methods cannot achieve amplitude with respect to sampling nor generalize results. In spite of this, the implications revealed by the propositions may be applied not only to Brazilian companies, but organizations in other countries as well, due to the high level of heterogeneity of the sample, and the fact that they represent multinational organizations. Therefore, further research using broad-based survey data could test the correlations between the elements of cross-functional integration processes.

Practical implications

– The identification of the cross-functional integration processes within organizations can help managers to facilitate the efforts of integration between marketing and logistics, reducing conflicts and improving business performance.

Originality/value

– Case studies focussing specifically on five Brazilian organizations help provide evidence for an initial definition of cross-functional integration processes by analyzing five key elements according to their characteristics and respective roles. This research provides a strong foundation for future broad-based survey research.

Service-dominant logic for managing the logistics-manufacturing interface

Purpose

– The purpose of this paper is to investigate the management of the logistics-manufacturing interface between the manufacturer and its logistics service provider from the perspective of the service-dominant (S-D) logic.

Design/methodology/approach

– The approach adopted is that of abductive reasoning through case study: data are primarily gleaned from semi-structured in-depth interviews. Field visits and secondary documentation are used to ensure data validity.

Findings

– The results show that the interface can be categorized into three levels: design interface between products and logistic services, process interface between manufacturing processes and service-offering processes, and information interface between manufacturing information systems and logistics information systems. The results also indicate that ten foundational premises of S-D logic, especially service-focussed, customer-oriented and rational views can be applied in defining and managing these interfaces.

Research limitations/implications

– This research contributes not only to the theory of S-D logic and managing interface, but also provides managers with guidelines of applying S-D logic to build a service-focussed, customer-oriented and relational logic to effectively manage the logistics-manufacturing interface. However, the research is limited to the context of automotive and logistics industries.

Originality/value

– Three levels of logistics-manufacturing interface, including design, process and information are identified, and S-D logic is applied to identify and manage the interface.