An internal assessment of logistics value.docx

An internal assessment of logistics value.docx

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Aninternalassessmentoflogisticsvalue

Aninternalassessmentoflogisticsvalue

Novack,RobertA, Rinehart,LloydM, Langley,CJohnJr. JournalofBusinessLogistics. OakBrook:

1994.Tomo15, Nº 1;  pg. 113, 40 pgs

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Esteartículonopuedetraducirsedebedoasulongitud.

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Artículossimilares-Encontrardocumentossimilares

Materias:

Valueadded,  Studies,  Regressionanalysis,  Qualityofservice,  Logistics,  Executives,  Customerservices,  Attitudesurveys

Códigosdeclasificación

9190 UnitedStates,  9130 Experimental/theoreticaltreatment,  5320 Qualitycontrol,  5160 Transportationmanagement,  2400 Publicrelations,  2130 Executives

Lugares:

US

Autor（es）:

Novack,RobertA 

  Rinehart,LloydM 

  Langley,CJohnJr

Títulodepublicación:

JournalofBusinessLogistics. OakBrook:

 1994. Tomo 15, Nº 1;  pg. 113, 40 pgs

Tipodefuente:

Periodical

ISSN/ISBN:

07353766

CódigodedocumentodeProQuest:

573936

Númerodepalabraseneltexto:

9570

URLdeldocumento:

Resumen

Variousresearchendeavorsinthepasthaveattemptedtoidentifythelevelofimportancecustomersgivetologisticsservice.Whattheseresearchattemptshavenotidentified,however,iswhatimportancelogisticsexecutivesplaceonlogisticsservicetocustomers.Theperceptionthatlogisticsexecutives,orserviceproviders,haveabouttheimportanceoflogisticsservicewillaffectwhattypesandwhichlevelsofservicewillbeoffered.Anattemptismadetoidentifyandmeasuretheperceptionthatlogisticsexecutiveshaveconcerningtherelationshipbetweenlogistics,logisticsquality,andlogisticsvalue,andhowthecustomerreactstotheseinthemarketplace.Theresultsimplythatlogisticsexecutivesperceivethatlogisticsaddsvaluethroughserviceperformancebutnotthroughproductivityimprovements.Theresultsalsoshowthatlogisticsexecutivesdonotperceivethattheidentificationandmeasurementoftheelementsofqualityareimportanttothecustomer.

Textocompleto （9570 palabras）

CopyrightCouncilofLogisticsManagement1994

Throughoutthelastfortyyearsoftheevolutionofthelogisticsdiscipline,therehavebeenanumberofsignificantattemptstoidentifyandmeasuretheimportanceoflogistics.Theseeffortsincludetheon-goingfindingsoftheOhioStateUniversityresearchonlogisticscareers.Thisresearchhashighlightedtheincreasingnumberoforganizationsthathaveinitiatedseniormanagementpositionswithlogisticsresponsibilities.

（1）The"LeadingEdge"logisticsresearchatMichiganStateUniversityintroduceddifferingorganizationalformatsthathelptoeffectivelymanagelogisticsprocesses.

（2）Theannualreportsonthe"StateoftheLogisticsIndustry"byRobertDelaneyofCassLogisticshavealsoprovidedsignificantsupportandunderstandingoftheimpactsoflogisticswithintheeconomy.（3）Variousstudieshavealsobeenundertakentoassesstheimportanceofcustomerservicetoafirm'sproductsanditscompetitivepositioning.（4）

Ingeneral,theseeffortshavefocusedonlogisticsperformancebuthavenotincludedlogisticsexecutives'perceptionsofthevaluethatlogisticsintheirorganizationscreatesfortheirexternalcustomers.Additionally,previousresearchhasnotattemptedtoidentifytherelationships,ifany,amongtheperformanceoflogisticsactivities,quality,andvalue.Thisresearchwilladdressthisgapbyexaminingtherelationshipsbetweenlogisticsactivitiesperformedbythefirm,theleveloflogisticsqualityattainedthroughtheperformanceofthoseactivities,andthelogisticsexecutive'sperceptionofvaluecreatedthroughthelogisticsactivities.

CONCEPTUALIZINGTHEDEVELOPMENTOFTHELOGISTICSVALUEPROCESS

Thelogisticsdisciplinehaswitnessedanevolutionintheuseofterminologyrelatedtothecustomer.Initially,thedisciplineintroducedtheconceptofcustomerservice,whichrepresentedthecombinedoutputofthelogisticsfunctions.（5）Today,however,theterm"customerservice"appliestoalloftheserviceofferedbyafirmtoitscustomers,notjustlogisticsservices.Assuch,whereappropriate,thisresearchwillusetheterm"logisticsservice"todescribethoseoutputstraditionallyidentifiedwithlogisticsprocesses,suchasproductavailabilityandordercycletime.Thentheoutputofmarketingandlogisticsactivitieswerelinkedthroughcustomerservicetocreatealevelofcustomersatisfaction,whichisthecustomer'sperceptionoftheserviceprovidedbythesupplier.（6）Mostrecently,theconceptofcustomersuccesshasbeenintroducedtolinktheserviceprovidedbythefirmnotonlywiththesatisfactionofthecustomer,butwiththesuccessthatthecustomerrealizesinattainingitsorganizationalobjectives.（7）

Mostofthislogisticsserviceresearchhasfocusedontheexternalcustomer,orconsumer.However,thelogisticsexecutivehasthreelevelsofcustomerstosatisfy,asrepresentedinFigure1.（Figure1omitted）Twoofthesecustomergroupsareinternaltothefirm.Functionalcustomers,likemarketingandmanufacturing,requirecertainlogisticsservicesinorderforthemtobeabletoaccomplishtheirgoals.Executivecustomers,likethepresidentorCEOofthefirm,requirecertainlogisticsservicessoprofitorrevenuegoalscanbeachieved.Theexternalcustomer,orconsumer,obviouslyrequireslogisticsservicesinordertoreceivetheproductattherightplace,attherighttime,intherightquantity.Theeffectstheselogisticsserviceshaveoneachcustomergroupcannotbeseparatedi.e.,howlogisticsperformsinmeetingfunctionalcustomerrequirementswillaffecthowitperformsfortheothercustomergroups.Whatcanbedifferent,however,ishoweachcustomergroupperceivestheperformanceofthelogisticsservice.Valueiscreatedbylogisticsservicebasedonthecustomer'sperceptionsoftherelationshipbetweentheserviceperformedandtheservicereceived.（8）

Zeithaml,Berry,andParasuramanhaveidentifiedfivegapsthatoccurbetweenprovidersandconsumersofservicethatimpactperceptionsofservicequality,（9）alsoshowninFigure1.Gap1isthedifferencebetweencustomerexpectationsandmanagementperceptionsofcustomerexpectations.Gap2isthedifferencebetweenmanagementperceptionsofcustomerexpectationsandservicequalityspecifications.Gap3isthedifferencebetweenservicequalityspecificationsandtheserviceactuallydelivered.Gap4isthedifferencebetweenservicedeliveryandwhatiscommunicatedabouttheservicetocustomers.Gap5isthedifferencebetweencustomerexpectationsandperceptions.Thisresearchwilladdresstheperceptionsofthelogisticsexecutiveconcerningtherelationshipoflogisticsservicetothevalueofthatserviceperceivedbytheexternalcustomer,orGap1.

Tounderstandtherelationshipsamongcustomerservice,quality,andvalue,aconceptualmodelofthelogisticsvalueprocessisintroducedinFigure2.（Figure2omitted）Thismodelprovidestheunderlyingconceptualstructureforthedevelopmentoftheconstructstobeanalyzedinthisresearch.Logisticsfunctions,alsoknownaslogisticsactivities,providethebasisforperforminglogisticsservice.Examplesincludesalesforecasting,purchasing,inventorymanagement,transportation,andwarehousing.Thesefunctionsarecombinedinlogisticsprocessestofulfilllogisticsservicerequirements.Meetingcustomerspecificationsresultsinthecreationofwhathasbeencalledmechanistic,orobjective,quality.（10,11）Humanistic,orperceivedquality,iscreatedwhenthereceiveroftheservicerecognizesthatthepredeterminedspecificationshavebeenmet.（12,13）Whenobjectivequalityisconsistentwithperceivedquality,valuehasbeencreatedforthecustomer.（14）ThisrelationshiphasalsobeenhypothesizedandtestedinrecentresearchconductedbyBoltonandDrew.（15）Traditionalresearchhasexaminedtherelationshipbetweenqualityandvaluefromtheperspectiveofthecustomer.Thisresearchaddressesthisrelationshipfromtheperspectiveofthelogisticsexecutive,orproviderofservice.Examiningwhetherornotthelogisticsexecutiveperceivesvaluehasbeencreatedisimportantbecauseitisthisperceptionthatisusedasaninputtothecontrolmechanismofthefirmtodetectwhethercustomerexpectationsweremetandwhetherchangesinserviceofferingsarenecessary.Transaction-specificcustomersatisfactionoccurswhenvaluehasbeencreated;satisfactionisaresultofconfirmationordisconfirmationofexpectations.（16）

Therelationshipsamongquality,value,andsatisfactionhavebeenhypothesizedtobetransactionspecific.（17）Reoccurringincidentsofsatisfactionovertimewillresultinanoverallcustomerperceptionofservicequality.（18）Currentresearchhassuggestedthatthisoverallperceptionofservicequalityisthesameasanattitudetowardtheserviceprovider.（19）Thisattitudewillimpact,eitherpositivelyornegatively,thecustomer'sfuturerelationshipswiththeserviceprovider.Figure2,then,attemptstodescribetherelationshipsthatoccuronatemporalbasisandfromaninternal/externalperceptualbasisbetweenlogisticsserviceandcustomerattitudetowardsthelogisticsserviceprovider.（Figure2omitted）Thisisdonetohypothesizethatlogisticsservicedoesaffectcustomerattitudesandfirmrevenuesthroughthecreationofvalueandtransactionspecificcustomersatisfaction.

AMODELOFTHELOGISTICSEXECUTIVE'SPERCEPTIONOFVALUE

Theresearchinthispaperassessesthelogisticsexecutive'sperceptionsofthecreationofvalueforthecustomer.Figure3representsspecificrelationshipsthatarehy