logistics management

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Harrison and van Hoek, Logistics Management and Strategy: Competing Through the Supply Chain, 4th Edition, © Pearson Education Limited 2011

Part Two: Leveraging logistics operations

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Harrison and van Hoek, Logistics Management and Strategy: Competing Through the Supply Chain, 4th Edition, © Pearson Education Limited 2011

Chapter 4:
Managing logistics internationally

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Harrison and van Hoek, Logistics Management and Strategy: Competing Through the Supply Chain, 4th Edition, © Pearson Education Limited 2011

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Harrison and van Hoek, Logistics Management and Strategy: Competing Through the Supply Chain, 4th Edition, © Pearson Education Limited 2011

Figure 4.1 Decision framework for international logistics

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Harrison and van Hoek, Logistics Management and Strategy: Competing Through the Supply Chain, 4th Edition, © Pearson Education Limited 2011

Table 4.1 The fourth-generation global shift in Europe

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Harrison and van Hoek, Logistics Management and Strategy: Competing Through the Supply Chain, 4th Edition, © Pearson Education Limited 2011

Table 4.2 Dimensions of different internationalism strategies
(Source: Based on Yip, 1989, and Bartlett and Ghoshal, 1989)

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Harrison and van Hoek, Logistics Management and Strategy: Competing Through the Supply Chain, 4th Edition, © Pearson Education Limited 2011

Figure 4.2 The international logistics pipeline

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Harrison and van Hoek, Logistics Management and Strategy: Competing Through the Supply Chain, 4th Edition, © Pearson Education Limited 2011

Table 4.3 Characteristics of the international pipeline

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Harrison and van Hoek, Logistics Management and Strategy: Competing Through the Supply Chain, 4th Edition, © Pearson Education Limited 2011

Figure 4.3 (a) Focused markets: full-range manufacture for local markets

(b) Focused factories: limited range manufacturing for all markets

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Harrison and van Hoek, Logistics Management and Strategy: Competing Through the Supply Chain, 4th Edition, © Pearson Education Limited 2011

Figure 4.4 Inventory centralisation against logistics costs and service dimensions

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Harrison and van Hoek, Logistics Management and Strategy: Competing Through the Supply Chain, 4th Edition, © Pearson Education Limited 2011

Figure 4.5 Delivery strategies in a global network

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Harrison and van Hoek, Logistics Management and Strategy: Competing Through the Supply Chain, 4th Edition, © Pearson Education Limited 2011

Table 4.4 Three different delivery strategies

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Harrison and van Hoek, Logistics Management and Strategy: Competing Through the Supply Chain, 4th Edition, © Pearson Education Limited 2011

Figure 4.6 Comparison of domestic and international logistics pipelines

(Source: After van Hoek, 1998)

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Harrison and van Hoek, Logistics Management and Strategy: Competing Through the Supply Chain, 4th Edition, © Pearson Education Limited 2011

Figure 4.7 The trade-off between cost and lead time for international shipping

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Harrison and van Hoek, Logistics Management and Strategy: Competing Through the Supply Chain, 4th Edition, © Pearson Education Limited 2011

Figure 4.8 Location of Asian facilities

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Harrison and van Hoek, Logistics Management and Strategy: Competing Through the Supply Chain, 4th Edition, © Pearson Education Limited 2011

Figure 4.9 Phases in the location selection process

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Harrison and van Hoek, Logistics Management and Strategy: Competing Through the Supply Chain, 4th Edition, © Pearson Education Limited 2011

Table 4.5 Trade-offs between two locations
Key: Score on a five-point scale ranging from poor to excellent

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Harrison and van Hoek, Logistics Management and Strategy: Competing Through the Supply Chain, 4th Edition, © Pearson Education Limited 2011

Figure 4.10 Changing role of distribution centres

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Harrison and van Hoek, Logistics Management and Strategy: Competing Through the Supply Chain, 4th Edition, © Pearson Education Limited 2011

Table 4.6 Differences in reconfiguration processes for companies depending upon starting point (global or local)

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Harrison and van Hoek, Logistics Management and Strategy: Competing Through the Supply Chain, 4th Edition, © Pearson Education Limited 2011

Figure 4.11 Stages in the implementation of postponed manufacturing: local starting
point

(Source: van Hoek, 1998)

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Harrison and van Hoek, Logistics Management and Strategy: Competing Through the Supply Chain, 4th Edition, © Pearson Education Limited 2011

Figure 4.12 Stages in the implementation of postponed manufacturing: global

starting point

(Source: van Hoek, 1998)

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Harrison and van Hoek, Logistics Management and Strategy: Competing Through the Supply Chain, 4th Edition, © Pearson Education Limited 2011

Figure 4.13 Example of physical infrastructure set-up with LLP origin in Asia

(Source: Leeman, 2007)

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Harrison and van Hoek, Logistics Management and Strategy: Competing Through the Supply Chain, 4th Edition, © Pearson Education Limited 2011

Figure 4.14 SCM tools and trade-offs in the supply chain

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Harrison and van Hoek, Logistics Management and Strategy: Competing Through the Supply Chain, 4th Edition, © Pearson Education Limited 2011

Table 4.7 Comparing forward and reverse logistics
(Source: Reverse Logistics Executive Council, http://www.rlec.org)

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Harrison and van Hoek, Logistics Management and Strategy: Competing Through the Supply Chain, 4th Edition, © Pearson Education Limited 2011

Figure 4.15 CSR practices in the supply chain

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Harrison and van Hoek, Logistics Management and Strategy: Competing Through the Supply Chain, 4th Edition, © Pearson Education Limited 2011

Table 4.8 NEC CSR supplier requests

(Source: NEC Group CSR Guideline for Suppliers, http://www.nec.co.jp/purchase/pdf/sc_csr_guideline_e.pdf)

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Harrison and van Hoek, Logistics Management and Strategy: Competing Through the Supply Chain, 4th Edition, © Pearson Education Limited 2011

Table 4.8 NEC CSR supplier requests (Continued)

(Source: NEC Group CSR Guideline for Suppliers, http://www.nec.co.jp/purchase/pdf/sc_csr_guideline_e.pdf)