Please use this identifier to cite or link to this item:
|Title:||Strategic logistics management in Singapore||Authors:||Sum, C.-C.
|Issue Date:||2001||Citation:||Sum, C.-C., Teo, C.-B., Ng, K.-K. (2001). Strategic logistics management in Singapore. International Journal of Operations and Production Management 21 (9) : 1239-1260. ScholarBank@NUS Repository. https://doi.org/10.1108/EUM0000000005926||Abstract:||In today's highly competitive environment, many companies are going global to acquire market share and take advantage of higher production and sourcing efficiencies. A key determinant of business performance is the role of the logistics function in ensuring the smooth flow of materials, products and information throughout the company's supply chains. To compete effectively, companies must recognize the strategic importance of the logistics function. The strategic management of logistics and supply chain practices of companies in Singapore is examined. A framework is proposed to classify companies according to the extent that logistics is used as a competitive weapon. The practices and characteristics of the various strategic groups are then examined and analyzed. The best practices of companies with strategic logistics are also identified. The use of information technology (IT) and the factors that will shape the logistics industry in the future are also explored. Being one of the first major studies on the Singapore logistics industry, generates new insights and information for logistics managers and businessmen interested in the Singapore logistics landscape.||Source Title:||International Journal of Operations and Production Management||URI:||http://scholarbank.nus.edu.sg/handle/10635/45088||ISSN:||01443577||DOI:||10.1108/EUM0000000005926|
|Appears in Collections:||Staff Publications|
Show full item record
Files in This Item:
There are no files associated with this item.
checked on Aug 7, 2020
WEB OF SCIENCETM
checked on Jul 31, 2020
checked on Aug 3, 2020
Items in DSpace are protected by copyright, with all rights reserved, unless otherwise indicated.