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By Tobias Kihlen.
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Additional resources for On logistics in the strategy of the firm
With a number of cases as examples the authors argue for closer co-operation in supply chains. Rather than operating with arm’s length agreements the authors are of the opinion that there is money to be saved by operating what they term consensus systems organised through co-operation between channel members. It is not in the interest of this thesis to in depth describe the, largely operative, concepts of Andries and Gelders (1995), and Gill and Allerheiligen (1996). Instead, they serve as examples of research on new operative requirements and changes in planning and control posed on logistics as the competitive situation changes.
The market environment for this strategy is moderately hostile and fairly predictable. In the 1997 and 2002 articles, see (Kohn and McGinnis, 1997b; 1997a; 2002), the earlier surveys are followed up. The findings include the conclusion that logistics strategy is two-dimensional differing between the degree of logistics integration and the degree of logistics efficiency. It is also stated that during the time period the authors have studied logistics strategy (1989-1994) logistics strategy in the studied firms has not changed significantly.
According to Persson (1997), these three factors determine the patterns in logistics coordination. Persson argues that an organisation with low logistics task predictability and few logistics decision elements should be co-ordinated by mechanisms of informal and functional rather than floworiented character. With an increasing number of logistics decision elements, the flow-orientation of the firm should increase (ibid). Further, the existence of autonomous logistics decision areas influences the degree of flow orientation within a divisionalised organisation (ibid).