M. Bixby Cooper

Logistics Performance Measurement and Customer Success

Abstract Performance measurement is critical to the success of almost any organization because it creates understanding, molds behavior, and leads to competitive results. World-class firms recognize the central role measurement plays in their success and are therefore compulsive about their performance measurement efforts. This research presents findings from a longitudinal empirical study of logistics performance measurement practice. In addition to the survey results, findings from over 100 interviews with leading companies worldwide are discussed. The bottom line is that world-class performance requires superior process measurement both within the firm and across organizational boundaries.

Organizational commitment and governance for supply chain success

Purpose – To examine the nature and extent of commitment to supply chain collaboration. Also, to explore the state of supply chain governance structures.Design/methodology/approach – A multi‐method survey and in‐depth interview methodology was employed to gather data. Content analysis was then used to identify the types and extent of managerial support for supply chain initiatives.Findings – Four types of managerial support are needed to achieve the highest levels of supply chain success: top management support, broad‐based functional support, channel support, and infrastructural/governance support. None of the interview companies have put all four types of support in place. Leading‐edge governance relies on cross‐functional/inter‐organizational teams, executive governance councils, customer advisory boards, supplier advisory councils and a modified reporting structure that overseas all value‐added activities from product conceptualization to customer relationship management. Again, none of the interview ...

Furthering the integration of marketing and logistics through customer service in the channel

Recent emphasis on customer service in both the academic and trade literature reveals a growing but confusing body of knowledge. Both the marketing and logistics disciplines have offered varying definitions of customer service, but have failed to offer a comprehensive framework which represents customer service and its related marketing and logistics issues. This article offers the viewpoint that customer service is a conceptual unifying factor for integrating marketing and logistics. The channel system is introduced as the vehicle by which buyer/seller relationships must be analyzed to understand formation of buyer expectations, interaction of marketing and logistics activities, and subsequent customer service performance. The institutional, behavioral, and physical dimensions of channel activity influence many of the marketing and logistics decisions made by management. The framework offered in this article differs from previous efforts in that customer service is the output of the unified activities of marketing and logistics. It considers marketing and logistics decisions jointly, re-evaluates and expands the production function in logistics, and ties customer service to customer satisfaction or dissatisfaction.

How a customer mission statement affects company performance

Abstract This article examines the role of a written customer service mission statement in manufacturers, industrial service firms, and consumer service firms. A survey of customer service managers reveals that firms with a customer service mission statement are more likely to survey customers and are more likely keep specific quanitative measures of customer service performance. In addition, the total number of customer service performance related activities that are monitored is greater for firms having a customer service mission statement, regardless of whether the firm is a manufacturer, industrial service firm, or consumer service firm.

Strategic intent, measurement capability, and operational success: making the connection

Discusses how many competitive initiatives have been implemented in the quest for competitive advantage; however, these initiatives have frequently failed to yield the sought after improvements in firm competitiveness. Part of the implementation problem is that strategic initiatives often lack the organizational support needed for success. To understand the linkage better between strategic intent and value‐added performance, looks at the relationships that exist between strategy, measurement, and operational performance. Reveals that significant gaps exist between selected strategic priorities and both measurement capabilities and performance. Suggests expanding measurement horizons to include a broader range of non‐traditional measures. By increasing strategic alignment companies can expect to increase their competitive performance.

Product warranties and post‐purchase service: a model of consumer satisfaction with complaint resolution

Focuses on a group of unsatisfied carpet owners. Examines the roles of the carpet warranty and the post‐purchase service received during the complaint process in terms of their effects on customers′ satisfaction with complaint resolution. Presents some suggestions for customer service policies, complaint handling procedures, and warranty fulfilment service.

Process integration for competitive success: Benchmarking barriers and bridges

Managers at leading companies recognize that the key to competitive success is to meet the real needs of customers better than the competition. These companies have adopted well‐crafted strategies that have driven a revolution of restructuring and reengineering. The objective of these initiatives has been to develop “core competencies” that will lead to higher levels of customer satisfaction. Fundamental to competency development is the notion of process integration. When focused on delivering value to customers, process integration is considered by many analysts to hold the key to future competitive success. This paper discusses the findings of a large‐scale empirical study, highlighting the barriers and bridges to more effective process integration.

How buyers and operations personnel evaluate service

Abstract This article examines the differences between buyers and operations personnel in their perceptions of the importance of service criteria in the evaluation of suppliers. The differences found reflect the objectives of the two functional areas. Interview data suggest that integration of these functional areas may be an important future marketing and service approach.

A factor analytic comparison of outshopping behavior in larger retail trade areas

Three patronage factors appear to motivate outshopping behavior across larger retail areas. The results are supported by research which has typically concentrated on smaller retail trade areas. This correspondence suggests a generalized outshopping behavior which may be attributable to the inability of retailers to completely satisfy all dimensions related to the shopping experience.

Moments of angst: A critical incident approach to designing customer-experience value systems

Purpose – Competitive dynamics are placing greater emphasis on customer experience, making the management of the last 100 meters of the supply chain critical to differential performance. Traditionally, supply chain design has emphasized two processes: new product development and order fulfillment. Today, a third process must be designed and managed for competitive advantage. That is, the authors need to learn to design service value systems to enhance the customer experience and promote loyalty and lifetime streams of profit. This research informs the enduring challenge that underlies the delivery of high levels of customer satisfaction by enriching theory related to the design and provision of distinctive customer experience. The paper aims to discuss these issues. Design/methodology/approach – The critical incident technique (CIT), an inductive method, is employed to explore two core dimensions of expectancy theory and to identify the phenomenological and underlying systems design factors that bring abo...