Mats Abrahamsson

Performance measurements in the greening of supply chains

Purpose: In response to increasing demands on improved environmental performance, companies need to develop their capabilities in assessing the environmental performance of their operations. Knowle ...

Developing lean and agile health care supply chains

Purpose – The objective of this exploratory paper is to find out what is important to consider when developing a supply chain in health care, what is required in order to establish a supply chain o ...

Logistics platforms for improved strategic flexibility

In a dynamic business environment the most successful companies, in terms of profitability and growth, seem to be found among companies with the highest dynamic capabilities. From this follow increasing interaction between marketing and logistics and a development towards logistics considered as a platform and a resource base to support and be an enabler for new strategic moves on the market. The purpose of this article is to describe, define and exemplify the concept of the logistics platform with such a built-in strategic flexibility. From theories and best practice cases we defined a logistics platform as a homogenous part of the logistics system, which a logistics organisation centrally manages and controls, and has the power to design in a way that it is a resource base for new market positions. This includes concepts for logistics operations, a physical structure, processes and its activities as well as the information systems needed for design, operations and reporting.

The role of top management in supply chain management practices

Supply chain management (SCM) has been discussed by researchers as well as business practitioners for more than two decades now, but still surprisingly little of this philosophy can be seen in toda ...

Logistics capabilities for sustainable competitive advantage

The purpose of this paper is to explore how sustainable competitive advantage is generated in two Swedish best practice companies that successfully exploit logistics as a source for competitive advantage. Using a theoretical framework based on the resource-based view of the firm, this research elaborates on the links between operational and dynamic logistics capabilities and sustainable competitive advantage. The findings conclude that a sustainable competitive advantage is based on a combination of efficient and effective logistics operations and well-functioning, adjusted, in-house-developed IT systems. This operational capability is in turn sustained through five dynamic capabilities: managerial knowledge and presence, cross-functional teamwork, control, learning and supply chain relationships.

Structural Changes in the Supply Chain

Logistics is changing from a focus on cost reduction and service improvement at the firm level to an emphasis on supply chain restructuring and organizing to increase overall efficiency and effectiveness. In this article, we focus on structural changes in the supply chain, the results of which are the reengineering of materials management, physical distribution and sales activities. Using case studies, we identified five different structural changes which affected the organization of logistics, marketing and sales activities. By using modern information technology, it was possible to centralize physical and administrative activities and, at the same time, maintain a decentralized sales organization. Total distribution costs were reduced by 30‐50 per cent and customer service was significantly improved.

Evaluation of screening procedures for congenital cataracts

AIM To evaluate the efficacy of two different Swedish screening procedures for early detection of congenital cataracts in comparison with no screening. METHODS Children born between January 1992 and December 1998 in Swedish regions with an established eye-screening routine procedure, diagnosed with congenital cataract, and operated on before 1 y of age, were included in a retrospective study. Age at referral and age at time of the operation were compared between regions using different screening procedures: screening in the maternity wards (Region 1), at the well-baby clinics (Region 2) and one region without any screening (Region 3). RESULTS Seventy-two children were included in the study. Concerning early diagnosis and surgery, Region 1 differed significantly from Regions 2 and 3, which were more similar and were combined for further analysis. The difference in detected cases was greatest at 21 d of age (55% vs 18%; p < 0.001), but persisted even at 100 d of age (78% vs 64%; p < 0.02). Region 1 screening resulted in more and earlier cases detected than the other two regions (22 vs 15 per 100,000 births). In 72% of all cases, surgery was performed in response to referrals from either the maternity wards (36%), or the well-baby clinics (36%). However, half of the cases from the well-baby clinics were detected too late, i.e. at > 100 d. CONCLUSION Eye screening in the maternity ward is preferable to well-baby clinic screening and to no screening at all, since it leads to early detection. Screening should also be performed routinely at well-baby clinics within the period when successful treatment is possible.

Dynamic Effectiveness: Improved Industrial Distribution from Interaction Between Marketing and Logistics Strategies

Abstract Based on different observations, in theory as well as in practice, we have identified strategies and operations following two different tracks, striving in different directions, despite it being well known they should go hand in hand. For companies challenged by a more and more dynamic business environment with heavier market segmentation, additional marketing channels, increasing globalisation on supplier and customer side, and high pressure on profit margins, the result from this is competitive weakness. The purpose of this article is to switch focus from operational effectiveness and strategic positioning as static success concepts on how to improve industrial distribution, to dynamic challenges of how to continuously manage the interaction between marketing strategies and operations (e.g., logistics) under the influence of a dynamic business environment. From theories in market strategies, logistics, flexibility, and marketing channels together with empirical experience from a best practice case study, we are introducing a model for dynamic effectiveness, describing the different characteristics of a company and what to focus on in order to become more dynamic. In order to constantly move to new market positions, and at the same time, restructure logistics and improve operational effectiveness, we have identified the dynamic capabilities of an organisation to be the key to success in industrial distribution. We define dynamic effectiveness as “how fast-and-well a company can go from one strategic positioning and productivity frontier to another.” It tells that a frequent interaction between new strategic moves and actions for higher operational effectiveness is required to be in pace with the dynamic and changing business environment and to stay ahead of competition. As a part of this, best practice logistics performance makes it possible not only to be more agile to new strategic moves, but also to drive strategic development from a high operational level. This is achieved by designing logistics to be a resource base to support and be an enabler for new strategic moves on the market.

Distribution Channel Reengineering - organizational separation of distribution and sales functions in the European market

Distribution Channel Reengineering - organizational separation of distribution and sales functions in the European market

Characteristics of a Logistics-Based Business Model

In companies where excellence in logistics is decisive for the outperformance of competitors and logistics has an outspoken role for the strategy of the firm, there is present what we refer to here as a “logistics-based business model.” Based on a multiple case study of three Nordic retail companies, the purpose of this article is to explore the characteristics of such a logistics-based business model. As such, this research helps to provide structure to logistics-based business models and identifies a way forward for companies for whom logistics and distribution are a major concern for the overall strategy of the firm.