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Notes: Explores how firms can use time-based strategies within theirdistribution operations. Exploratory results are presented detailingstrategic distribution responses employed to meet competitive challengesand gain competitive advantages. These firms have proactively worked tomake their operations more flexible and allow them to respond morequickly to customer requests. They have developed capabilities tocustomize or tailor services to specific market segments in a timelymanner, learned to prioritize requests and respond with differentiatedservice programs, and strategically exploited information capabilitiesin order to substitute "information for inventory" in acost-effective manner. The research results emphasize the important roledistribution/logistics plays in supporting manufacturing and marketingefforts.

Notes: Just-in-time (JIT) systems have evolved from a few selectedimplementations in the automobile industry into a widespread businesspractice. Early understanding of JIT models indicated that JIT canreduce inventory in the production system through the elimination ofwasteful activities. This understanding led some researchers to suggestthat JIT warehousing or JIT logistics are contradictions in terms sinceJIT's purpose is to eliminate warehousing by delivering components justas they are needed. However, more recent studies of JIT practicesindicate that an opportunity exists to use JIT benefits. Discusses thebenefits of outsourcing logistics functions to external suppliers inorder to enhance JIT performance. Additionally, a survey of servicesprovided by JIT logistics suppliers is presented as well as criteria forselecting the "best" logistics supplier.

Notes: The impact of information exchange on suppliers' performance is investigated in the context of trade relationships formed between manufacturers and third party providers of international logistics services. A conceptual model that predicts the important linkages among information exchange, responsiveness and performance is introduced and tested. The research shows that information exchange positively affects customers' perceptions of third party logistics providers' performance; information exchange also positively affects logistics providers' service responsiveness; and logistics provider responsiveness affects customers' perceptions of the providers' performance. These linkages provide a fuller understanding of why and how information exchange influences manufacturers' perceptions of the performance of third party logistics providers. Logistics providers that used information obtained from trading partners to develop more responsive operations were viewed as better performers.

Notes: Purpose - Aims to provide empirical evidence of the relationships between and among reverse logistics, resource commitment, and innovation. Design/methodology/approach - Mail surveys were sent to members of the Automobile Aftermarket Industry Association, a large trade association. Factor level results followed by between-item results, as typically reported in general linear modeling and mediated regression, are developed using a split sample methodology. Ultimately, Resource-Advantage Theory provided the framework for examining the impact of developing innovative reverse logistics-related dynamic capabilities. Findings - Resource commitment makes reverse logistics programs more efficient and more effective. However, the resources must be used in such a manner as to develop innovative capabilities/approaches to handling returns. Resource commitment was not found to be significantly related to innovation in reverse logistics at smaller firms. This is likely to be related to the level of resources available. Larger firms can commit greater resources and, thus, enjoy superior performance compared with smaller firms in the survey group. Research limitations/implications - The focus is somewhat narrow. New research should extend beyond the one industry examined. Future research should also expand to include more members of the supply chain and employ methods that allow examination of network relationships. Practical implications - Reverse logistics deserves special attention in terms of resource commitment. Resources related to labor, i.e. allocating sufficient personnel to reverse logistics programs, are especially critical. Innovation in reverse logistics programs was found to be related to operational service quality at both small and large firms. Originality/value - The research provides empirical evidence of the relationships between resource commitment and innovation - and how reverse logistics program performance is influenced. This has important implications with respect to customer relations. It can also be used to provide rationale for securing adequate resource commitment for reverse logistics programs.

Notes: Many firms are placing greater emphasis on managing returned product. Reverse logistics programs are being used to recover assets that would otherwise be lost. Research results are presented covering reverse logistics programs in the electronics industry, specifically among firms selling through catalogs. The paper looks at how reverse logistics performance and satisfaction with reverse logistics service are influenced by industry, firm size/sales volume, and internal or external assignment of responsibility for disposition. The results are mixed. Performance is significantly impacted by sales volume, while industry effects significantly impact satisfaction. Neither performance nor satisfaction was significantly influenced by location of responsibility for disposition.

Notes: Benchmarking has become more commonplace in recent years as managers sought to improve their firms' operations by examining strategic practices of leading companies. The focus of the current research is the benchmarking of logistics among United States manufacturers. The researchers explore the relationships between benchmarking practices and selected organizational variables. Benchmarking relates to size, internal and supplier performance measurement, organizational formalization, and technology adoption.

Notes: Functional areas within a firm must effectively interact and work together to plan, coordinate, and implement strategic initiatives. Interfunctional integration is believed to be directly related to a firm's competitiveness and profitability. The current research was undertaken to gain a greater understanding of the association between interdepartmental integration and performance. Results of a recent survey examining the marketing/logistics interface are reported. Analysis provided support for positive associations between the frequency of collaborative integration between marketing and logistics departments and logistics managers' perceptions of the effectiveness of the relationship between departments, as well as, departmental performance relative to competitors.

Notes: In Today's increasingly complex business environment, many firms are working more closely and sharing greater information with trading partners. The utilization of automatic replenishment programs (ARPs) for inventory management represents an example of how firms are cooperating to improve overall efficiency and service. However, ARP is still a relatively new phenomenon, and ARP-related benefits cannot be realized without changes to working practices that require considerable time and financial commitment. Whether such commitments are warranted has yet to be established. Little empirical work is available detailing ARP performance to date. This research examines the implementation of ARP components, firms' effectiveness at achieving ARP-related goals and associations between firms' level of involvement with ARP and ARP-related performance. Findings suggest that more extensive involvement with ARP is beneficial. Firms that handle a larger proportion of their sales volume with ARPs reported greater success in terms of profitability and trading partner relationships.

Notes: Organizational structure significantly influences firm performance. A recent survey of logistics professionals revealed that centralized structures accommodated logistics system integration better than decentralized structures. Also, centralized firms spent a lower percentage of net sales on logistics costs and information system support costs than decentralized firms. On the other hand, no signficiant differences were identified between centralized and decentralized firms in terms of information system performance. Information system support needs were addressed comparably regardless of organizational structuring. However, while centralized and decentralized firms exhibited similar capabilities in terms of effectiveness (reaching goals), centralized firms appeared to be more efficient (resource utilization).

Notes: Trade promotions have become an important instrument in accomplishing supply chain objectives. The extensive use of trade promotions does not appear likely to fade in the immediate future. Results of a recent survey of independent grocery retailers are presented. The research examines the importance of customer service in influencing which vendor's trade promotions are accepted. Customer service was found to be highly important in promotion selection decisions.