Paras, Aliana Rose P.

IE166 / EO1
Tejero, Patricia

Strategic Planning in Logistics and Supply Chain Management

Google Drive Link of Articles and Journals

https://drive.google.com/drive/folders/1Niq8wRId-tbrUtAmMDVJR7h5WHUCQCBS

Annotated Bibliography
Gary P. Moynihan, Pravin S. Raj, Jay U. Sterling, William G. Nichols (1995). Decision support
system for strategic logistics planning. Computers in Industry 26 (1995) 75-84

The study describes the design and development of a microcomputer based DSS
for logistics planning that can be used to analyze both strategic and operational
issues. It employs a "what-if" simulation approach to model all the aspects of a
marketing and distribution system that is essential to effective strategic planning.

SarahFink, Franziska Benz (2019). Flexibility planning in global inbound logistics. Procedia
CIRP Volume 79, 2019, Pages 415-420

In this paper, logistics flexibility, as one dimension of supply chain flexibility, is

discussed with a process-based view, including multiple network stages from a
multi-project perspective. Building on existing research, an approach for the
measurement and continuous planning of logistics flexibility on a tactical level is
deducted.

Ravi Kaina, Ajay Verma (2017). Logistics Management in Supply Chain – An Overview. 7th
International Conference of Materials Processing and Characterization.

The research makes an attempt to understand the importance of logistics,

Logistics issue and then to present a conceptual methodology for logistics issue.
The objective of this study are- (1) to understand the concepts of logistics and
logistics management in supply chain. (2) To highlight the logistics issue in current
logistics system. (3) To highlight various issue in logistics industry. (4) To present
a conceptual methodology for related issue.
Eleonora Bottani, Antonio Rizzi (2006). Strategic management of logistics service: A fuzzy
QFD approach. Int. J. Production Economics 103 (2006) 585–599

This study is composed of four successive matrices (the customer requirement

planning matrix, the product characteristics deployment matrix, the process and
quality control matrix and the operative instruction matrix), which are applied in as
many phases of the product design process. The research focused on the
customer requirement planning matrix which has been used to develop the model
for strategic customer service management

Lisa M. Ellram, Monique L. Ueltschy Murfield (2019). Supply chain management in industrial
marketing–Relationships matter. Industrial Marketing Management 79 (2019) 36-45

The research focused on supply chain management encompasses the planning

and management of all activities involved in sourcing and procurement,
conversion, and all logistics management activities. Importantly, it also includes
coordination and collaboration with channel partners, which can be suppliers,
intermediaries, third party service providers, and customers. In essence, supply
chain management integrates supply and demand management within and across
companies.

Manal Munir, Muhammad Shakeel Sadiq Jajja, Kamran Ali Chatha, Sami Farooq (2020).
Supply Chain Risk Management and Operational Performance: The Enabling Role of
Supply Chain Integration. International Journal of Production Economics (2020),
https://doi.org/10. 1016/j.ijpe.2020.107667

This study endeavors to contribute to the literature by identifying the supply chain
antecedents and performance consequences of SCRM. Although the existing
literature recognizes various strategies and frameworks for identifying, analyzing
and mitigating risks in supply chains, there is a relative dearth of research on
factors that influence their adoption and implementation.

Ramazan Erturgut (2012). The future of supply chain and logistics management in the
strategic organizations: contractor companies and new generation suppliers. Procedia -
Social and Behavioral Sciences 46 (2012 ) 4221 – 4225.

In logistics, the affordability of the augmentation of human sources and supplier

demand with skilled labor make it already necessary to deal the supply-chain and
 logistics management in a strategic dimension. In this study, a set of determination
and proposals about the supply-chain in the strategic organizations and logistics
management activity requirements are presented.

Xuelian Qin, Zhixue Liu, Lin Tian (2019). The Strategic Analysis of Logistics Service Sharing
in an E-commerce Platform. Omega (2019), doi:
https://doi.org/10.1016/j.omega.2019.102153

The research analyzes the impact of logistics service sharing. The analysis shows
that the economic implications of logistics service sharing crucially depend on the
TPLP’s logistics service level and the magnitude of the product’s market potential.
The e-tailer will benefit from logistics service sharing when the TPLP’s logistics
service level or the market potential is very high. This rationale hinges on the
trade-off between the lost competitive edge in logistics service and the improved
pricing power.

Christopher S. Tang, Lucas P. Veelenturf (2019). The strategic role of logistics in the industry
4.0 era. Transportation Research Part E 129 (2019) 1-11

The research examines the strategic role of logistics and transportation services
for creating economic, environmental and social values.

Lars Huemer (2012). Unchained from the chain: Supply management from a logistics service
provider perspective. Journal of Business Research 65 (2012) 258–264.

The basic rationale of the study is that mainstream supply chain management
essentially builds on the strategies, structures and resource combinations that
seem appropriate for manufacturers and retailers; that is, the organizations that
are traditionally the supply chain's primary actors (cf. Lambert, Cooper & Pagh,
1998). The literature has not directed sufficient attention to the so-called support
actors, such as logistics service providers, and their view of supply management.
Research Gap
Previous studies in this area were focused on the importance of Information
Technology (IT) to help decision makers to make more efficient decisions. Especially,
previous researchers highlight the benefits of using computer-based systems to support
logistics management, especially in transportation and warehousing. As Supply Chain
Management (SCM) emphasizes on seeing the whole supply chain as one system,
current research examines the benefits of using computer-based systems to maintain
logistics management, especially in transportation and warehousing (Accorsi et al.,
2014; Moynihan et al., 1995). Previous surveys were focused on the technical aspect of
the DSS development and they did not take into consideration the strategic one (Fanti
et al., 2015; Kondratenko et al., 2013; Sansone, 2014; Songbai et al., 2010; Wong
2012). This research will propose a strategic framework which combines both the
strategic management process and the Strategic Information Systems Planning (SISP)
process to provide a holistic approach to effective decision making in the logistics
sector.
 Theoretical Framework

Environment Support
Subsystem

Goal Determining

Subsystem

The framework is based on previous Strategic Information Systems and combines the phases
of SISP process in order to suggest a complete model for strategic decisions in the logistics sector.
This model involves four subsystems. The first one, named “Environment Support Subsystem”, is
used for gathering information related with inventory, production, marketing, industry, raw
materials, human resources, financial resources,
Decision Support market, technology, economic conditions,
government and culture necessary for Subsystem
forecasting and projecting both the external and internal
business environment.

Managers analyze strengthsStrategic

and weaknesses
Information
concerning economic conditions, logistical
structure and logistical costs, inventory management, transportation, warehousing, IS and
Planning Subsystem
materials handling. The second subsystem is the “Goal Determining Subsystem” which involves a
model base which generates alternatives models. One or more of them are selected according to
identified goals and objectives of SCM. The main objectives which have to be identified are related
to customer service, transportation, order processing, inventory management and warehousing.
Third subsystem, the DSS model base includes models which are useful for the solution of
strategic problems. Thus, managers can gather, store and reclaim the necessary information about
external and internal environment and historical data (e.g. about transportation or supplier
selection and evaluation), which will help them to create alternative scenarios. Then, managers will
evaluate this information and they will select the best choice, which will be developed in the next
subsystem. The last subsystem is the “Strategic Information Systems Planning Subsystem”, in
which the decision maker identifies, evaluates, and selects alternative strategies. Then, manager
implements the selected strategy, and he evaluates based on information provided by the decision
support subsystem.