Logitrans 2000 Strategiutvikling hos logistikkaktrer Hgskolen I Molde 2' november 2000 Gran Persson

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Logitrans 2000Strategiutvikling hos
logistikkaktørerHøgskolen I Molde2. november
2000 Gøran Persson Helge VirumHandelshøyskol
en BI
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En serie forskningsprosjekter
Nettverk
Logistics networks in the new economy
Forsyningskjeder
Four perspectives on five supply chains
Allianser
Logistics service providers and supply chain
alliances
Logistikkaktører
Growth strategies for logistics service
providers
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The Process Model
Strategic Mapping
Strategic Choices
Initiation Relational Strategy
Processing
Reevaluation
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Logistikk aktører

• Analyser
• Kjerne
• Posisjon
• Strategisk retning

• Resultater
• Klassifisering av aktører
• Mønster I strategivalg

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Klassifisering av logistikk aktører
Third party logistics operator
Logistics integrator
Needs based position
Logistics operator
Logistics agent
Variety based positionL
Physical asset based position
Non-physical asset based position
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Allianser

• Analyser
• Leveranseprosesser
• Ressurser
• Aktører
• Relasjoner
• Komplementaritet

• Resultater
• Type allianser
• Forutsetninger for allianser
• Effektive forsyningskjeder

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Analysis and conclusions

• The individual actors roles and position in the
  supply chain
• Pre-requisites for supply chain alliances to
  occur
• Practical implications for the formation of an
  effective supply chain

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Roles and position

• Can not provide a complete supply process based
  on own assets
• Different but overlapping cores
• Several relationships
• Operational rather than strategic alliances

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Andre leverandører
Produsenten
Kunde- service
Lager
Nasjonal transport
Henting/ Nasjonal Lagring/
Internasjonal Reparasjon Levering transport
konsolidering transport
Lager- bedriften
Distribu- tøren
Andre leverandører
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Pre-requisites for supply chain alliances

• By dedicating assets one has to obtain a
  differentiated product/service
• One or several participants have to obtain
  economies of scale
• Expected benefits have to match dedicated assets
• Reasonable protection
• Suppliers do not dedicate assets

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Practical implications

• Configuration
• Core business
• Cost driving actors an advantage based on
  economies of scale
• Advantage based on economies of governance
• Need for process integration balanced by
  mechanisms for integration

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A proposed theoretical foundations for SCM

• Strategy
• collaborative strategy
• the management of relationships
• creating competitive advantage through
  cooperation
• the rational for cooperation is not given
• Networks
• interorganizational interaction and exchange
  processes
• complex and differing networks rather than chains
• relationships between relationships
• social processes of major importance

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Theoretical - cont.

• Logistics and information technology
• interorganizational information systems as driver
  and enabler
• the design and management of logistics supply
  networks and processes a major challenge
• Implementation process
• Process improvement Logistics processes,
  innovation, product development, organizational
  learning, and other key processes
• Reengineering methodology
• Managing change a major challenge

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SCM - a research model
Strategies of cooperation
Network theory
Implementation processes
Inter- organisational Information Systems
Logistics and supply networks