Richard F. Poist

Green perspectives and practices: a “comparative logistics” study

The present paper adds to the relatively limited empirical literature involving green logistics by comparing US and non‐US firms with respect to select propositions regarding environmental issues, practices, and strategies. For a majority of propositions evaluated, the study results indicate that US and non‐US firms tend to share similar perspectives and practices regarding the management of environmental logistics. The study results also tend to confirm literature suggestions that green concerns will broaden the scope of logistics as well as influence the way logistics managers do their jobs.

Role and relevance of logistics to corporate environmentalism

Public concern over resource depletion, congestion, waste disposal, and various types of pollution has focused increased attention on environmental issues. These environmental issues are expected to broaden the scope of logistics and influence the way in which logistics managers do their jobs. To date, there has been relatively limited empirical research looking at the relationship between environmentalism and logistics management. Reports the findings of a survey of US manufacturers and merchandisers dealing with the role and relevance of logistics to corporate environmental efforts.

Skill requirements of senior‐level logisticians: a longitudinal assessment

Purpose – The logistics discipline has been characterized by tremendous change since the early 1990s. One result is that the logisticians relevant skill set has likely changed as well. To this end, the present paper aims both to update, and to provide a longitudinal perspective of, a 1991 study that investigated the skill requirements of senior‐level logistics managers using the business, logistics, management (BLM) framework.Design/methodology/approach – Both studies used survey research of executive search firms to collect the relevant data. The surveys were transmitted via postal mail in the 1991 study and were transmitted electronically in the present study.Findings – The results from the current study reinforce the 1991 study, which suggested that logisticians should be managers first and logisticians second. Comparison between the earlier and current study suggest a high degree of similarity in terms of the most important logistics skills, with less similarity in terms of business and management sk...

Skill Requirements of Senior‐level Logisticians: Practitioner Perspectives

With logistics increasingly adopting a strategic orientation in many firms, senior‐level logisticians must possess certain skills in order to successfully manage the logistics function. This article argues that the contemporary senior‐level logistics manager needs to be proficient in three categories namely: business, logistics and management skills. The purpose of this research is to report the results of a survey of US logistics managers designed to assess the importance of business, logistics, and management skills. Management skills emerged as the most important of the three, followed by logistics and business skills. These findings suggest that contemporary senior‐level logistics executives must be managers first and logisticians second. In addition, the emphasis on management skills suggests that high‐ranking logistics executives may have the opportunity of rising to top management positions such as the Chief Executive Officer – a career path unheard of two decades ago.

Comparative views of logistics and marketing practitioners regarding interfunctional co‐ordination

Focuses on the logistics‐marketing interface and possible mechanisms for enhancing co‐ordination between the two functions. A comparison of both logistics and marketing practitioners reveals that there were minimal differences in the usage of 14 co‐ordination‐enhancing techniques. The results also suggest that improvements in the relationship between marketing and logistics can be made relatively quickly and at a relatively low cost. Concludes with a discussion of managerial implications.

North American inland port development: international vs domestic shipper preferences

Changes in US transportation policy and changing freight flows influenced by NAFTA have refocused the attention of interior states on their transportation infrastructure. Shippers in the landlocked Midwest of the USA have inquired into the feasibility of inland ports that better facilitate domestic and global commerce by providing shared facilities and services. As such, these inland ports represent one‐stop shopping for various transportation and logistics‐related services. The present study asked central Iowa shippers about their perceptions of and preferences for a proposed inland port. The respondents were categorized as either “international” (i.e. companies that export and/or import, and those planning to) or “domestic‐only” (firms with no international operations nor plans to export or import). The results will assist policy makers and investors to develop an implementation strategy for an inland port, and to identify potential customers for specific port features and services.

Preparation of Logistics Managers for the Contemporary Environment of the European Union

This study reports and analyzes a questionnaire administered to US and European logistics managers soliciting their perceptions regarding changes in background and skill preferences for logistics managers operating in the new European Union environment. The combined sample of respondents appeared to indicate the importance of being a manager first and a functional/technical specialist second. While no statistically significant differences between the two subgroups were found with regard to background preferences, there were eight statistically significant differences between the two subgroups with regard to preferred skill requirements in the contemporary environment. Possible explanations for this phenomenon are suggested. Finally, implications of the survey findings for employers, practitioners, educators, and students are discussed.

Skill requirements of senior‐level logisticians

With logistics increasingly adopting a strategic orientation in many firms, senior‐level logisticians must possess certain skills in order to successfully manage the logistics function. This article argues that the contemporary senior‐level logistics manager needs to be proficient in three categories namely: business, logistics and management skills. The purpose of this research is to report the results of a survey of US logistics managers designed to assess the importance of business, logistics, and management skills. Management skills emerged as the most important of the three, followed by logistics and business skills. These findings suggest that contemporary senior‐level logistics executives may have the opportunity of rising to top management postions such as the Chief Executive Officer ‐ a career path unheard of two decades ago.

The Logistics-Marketing Interface: Marketer Views on Improving Cooperation

Previous research has identified that the marketing and logistics functions come into conflict and disagreement on a number of issues. The present paper discusses marketer views for improving cooperation with the logistics function, and finds that the most frequently used cooperation techniques are top management support, information sharing, and a philosophy of cooperation. These are rather simple concepts, and their implementation can be accomplished at a relatively low cost and with minimal organizational disruption.

Career perspectives of women in distribution: congruency or contrast?

Discusses the results from an empirical study that investigated potential career frustrations and concerns of women in distribution, defined as female marketing and logistics professionals. In general, both groups of respondents have some reservations about career opportunities in their respective fields. Moreover, perceptions about career opportunities appear to be influenced by personal demographic characteristics such as education and managerial status. The results also suggest that education and continuous learning are crucial for a successful career in distribution.