Search

Abstract While the Association to Advance Collegiate Schools of Business (AACSB) International conducts an annual survey of business school faculty and administrative salaries, the standard reporting does not specify salary [...]

Abstract While the Association to Advance Collegiate Schools of Business (AACSB) International conducts an annual survey of business school faculty and administrative salaries, the report does not specify salary, figures [...]

Some supply chain interruptions happen unexpectedly. Others come with some forewarning. Chopra and Sodhi report most companies develop plans to protect against recurrent, low-impact risks in their supply chains. Many, [...]

Private fleets account for approximately 75 percent of the trucks operating on U.S. highways, representing 4.5 million of the approximately 6 million trucks moving freight, and include roughly 50 percent [...]

Although transportation has been extensively deregulated since the late 1970s, some bastions of economic regulation remain. Three surviving regulations serve primarily to limit competition among carriers at key airports and [...]

Academics and historians trace the beginnings of deregulation to the 1961 Doyle Report. On June 26, 1961, the United States Senate Committee on Commerce issued a staff report on National [...]

Abstract Professional organizations frequently use recertification as a tool to maintain the integrity of their professional certification and to ensure the proficiency of their certified members. A survey of the [...]

As Supply Chain Management has evolved, doctoral programs have struggled to produce enough new people with doctorate degrees to keep up with demand and to replace tenure-track faculty who leave for various reasons. Accurate salary data is required by both potential candidates and recruiting institutions. The Association to Advance Collegiate Schools of Business (AACSB) International conducts an annual survey of faculty and administrative salaries for member schools. Each school self-reports salary figures. This reporting is subjective to how each reporting university defines faculty residency. Many reported salaries for Transportation, Logistics, and Supply Chain Management (SCM) are co-mingled with "Management," "Marketing," or "Operations" faculty and are not included under the correct classification. To address the limitations of the AACSB salary report, the authors developed a survey to collect data on SCM/Logistics and Transportation. Faculty salaries focused on the US-based faculty for public, private, AACSB-accredited and non--AACSB-accredited institutions. This article examines the impact of factors such as faculty rank, primary field of practice, years in the present rank, work allocation, and accreditation on academic salaries in the fields of SCM/Logistics and Transportation. This information is of immense use for both career and hiring decisions. [ABSTRACT FROM AUTHOR]

Management seeks ways to hasten salespeople towards greater productivity. Sales training is a common avenue for enhancing salespersons' performance. However, relatively little formal knowledge exists concerning how salespeople perceive and transfer formal training materials. This study proposes and examines complementary models intended to shed light on how training attitudes and transfer are determined and how they relate to salespersons' performance. The models are evaluated using a single company sample of domestic industrial salespeople. Initial findings support significant and strong relationships between transfer of training and sales performance. Further, transfer of training appears related to individual traits and beliefs. Added findings fail to support a direct relationship between training attitudes and performance. [ABSTRACT FROM AUTHOR]

While aerial delivery drones capture headlines, the pace of adoption of drones in warehouses has shown the greatest acceleration. Warehousing constitutes 30% of the cost of logistics in the US. The rise of ecommerce, greater customer service demands of retail stores, and a shortage of skilled labor have intensified competition for efficient warehouse operations. This takes place during an era of shortening technology life cycles. This paper integrates several theoretical perspectives on technology diffusion and adoption to propose a framework to inform supply chain decision-makers on when to invest in new robotics technology. [ABSTRACT FROM AUTHOR]

Traffic: Why We Drive the Way We Do (and What It Says About Us), by Tom Vanderbilt. Alfred A Knopf, a division of Random House of Canada Limited Toronto, ISBN [...]

The Gulf War was a war of high-tech weapons having pinpoint accuracy and a well trained all-volunteer military that carried out their mission with precision. Victory in the Gulf War [...]

Purpose - The development of strategic supply chain mapping techniques has been slowed by four critical issues. The purpose of this paper is to answer a call to address supply chain mapping techniques and issues. It offers recommendations for more readable and useful strategic supply chain maps. Design/methodology/approach - The paper utilized executive MBA, traditional MBA, and graduating logistics undergraduates' applied economic input/output data to refine mapping techniques. Findings - The paper addresses strategic supply chain mapping issues to serve as the next step in advancing the evolution of strategic supply chain mapping techniques. It utilizes geovisualization to provide useful guidance to individuals trying to map their current supply chain and seeking potential improvements. Research limitations/implications - The paper is limited in that strategic supply chain mapping is in its infancy. Future research may consider use of the technique comparing alternative approaches to a supply chain, as well as the application of Pareto analysis and other metrics to focus on critical components for mapping. Practical implications - The use of input/output analysis initiates mapping at the macro industry level as a key starting point. Geovisualization techniques allow those mapping to offer a great amount of detail in a simple, easy-to-read format to identify the critical components of the specific supply chain. Originality/value - This paper is the critical next step to help further advance the evolution of strategic supply chain mapping techniques by both practitioner and academic. [ABSTRACT FROM AUTHOR]

Purpose - The purpose of this paper is to show how firm financial management techniques may be used to improve over all supply chain profitability and performance. Design/methodology/approach - This paper uses a case-based approach to demonstrate how supply chain financial management techniques, such as cash-to-cash and shared weighted average cost of capital (WACC), can reduce the financial costs experience by a supply chain. Findings - This paper provides a methodology to identify and quantify the potential opportunities to increase profitability throughout the supply. Scenarios are offered that illuminate potential supply chain improvements gained by collaborative management of cash-to-cash cycles and sharing WACC with trading partners. Research limitations/implications - These financial techniques are readily available for use in collaborative supply chain structures. Practical implications - Coordinating financial management across the supply chain is a potential tool to align and improve the financial performance of collaborating firms. This method extends to the supply chain those historically firm-centric financial management concepts such as return on capital and cash flow. The impact is reduced overall cost generated by leveraging the financial strength of the entire supply chain. During economic downturns and times of tight credit proactively managing financials across the supply chain may be the only way some suppliers remain afloat. Originality/value - Two firm level financial management approaches are extended and they are adopted for use across the supply chain: cash-to-cash management; and leveraging a shared supply chain financing rate. This paper builds on the increasing body of research and practice that suggests trading firm-optimized for supply chain optimized performance reduces overall cost and improves customer value. [ABSTRACT FROM AUTHOR]

Purpose - To examine supply chain competences necessary to efficiently and/or effectively succeed in aftermarket support. Design/methodology/approach - Using the aerospace industry as a context, this paper provides a brief overview of aftermarket support practices and trends and discusses the broader implications for aftermarket supply chain managers. Findings - There are multiple approaches to aftermarket support. Which approach should be used depends on key variables including: technology, need for visibility and/or traceability, and need for collaborative product commerce. Research limitations/implications - This paper is a general review. Future research should examine resources necessary in individual industries, other forms of relationships, and the influence of new technologies. Practical implications - In many industries, there are significant opportunities for incremental profit in aftermarket support. Collaborative product commerce, alliances, a number of new technologies (e.g. web commerce), and security needs may play critical roles in determining whether or not a company's aftermarket support practices will be profitable. Firms without competences in these areas should seek help from trusted partners to fill competence gaps. Originality/value - This paper explores an often ignored but significant line of business - aftermarket support. Lessons demonstrated in this paper may be used in a number of industries that rely on aftermarket support for incremental profit [ABSTRACT FROM AUTHOR]

The cash-to-cash metric is important both from accounting and logistics management perspectives. For accounting purposes, the metric can be used to help measure liquidity and organizational valuation. This perspective tends to look internally at firm performance. A shorter cash conversion cycle results in a higher present value of net cash flows generated by the assets and therefore, a higher firm value. Moreover, a shorter cash conversion cycle, implying that fewer days cash is tied up in working capital not offset by trading partner financing in the form of deferred payments, results in more liquidity for the firm.

Defines how to calculate cash-to-cash (C2C). Importance of measuring C2C; Key leverage points that are necessary to manage C2C effectively; Future research questions that should prove useful in guiding the development of C2C as a usable metric.

This article provides a link between marketing theory and application in helping students utilize what is taught in the classroom to attain employment goals. Eight proposals drawn from basic marketing concepts taught in all principles of marketing courses are presented, along with practical ways to encourage students to begin early in seeing themselves as $5.3 million assets and marketing themselves accordingly. [ABSTRACT FROM AUTHOR]

Provides guidelines for faculty asked to review or help compile students' resumes. Development of a plan to address students' needs; Completion of a resume inventory sheet; Attainment of specific goals in education and employment.

The article focuses on high-speed ship technology needed for the 21st century by the maritime industry in the U.S. The Gulf War was a war of high-tech weapons having pinpoint accuracy and a well trained all-volunteer military that carried out their mission with precision. Victory in the Gulf War brought about the resurgence of the U.S. as a respected and credible military power after Vietnam and the failed Iranian hostage rescue attempt, Desert One. The stealth fighter, smart bombs, and cruise missiles mesmerized all as people sat in front of their television sets every evening during the war. The American people, as well as people from around the world, witnessed the power and resolve of the U.S. and its allies in protecting their vital interests and national security. By all accounts the Gulf War was a tremendous logistical success. At one point the build-up of forces was described as the equivalent of performing the Berlin Airlift every six weeks. The amount of personnel and equipment moved to the Gulf region would be the same as moving the entire population, cars, trucks, houses, food, and clothing of Oklahoma City.