The progressive integration of logistics across supply chains has had profound effects on business
practices. These include the following trends, noted by Scary (1999):
become the new reality of industry. Performance by an individual firm affects the
performance of all, and determines the ultimate performance of the network as a whole.
production and markets across national boundaries, invoking problems of time, distance,
cultures and diverse market preferences. It intensifies competition and increases the
complexity of supply by expanding product variety, searching for higher efficiency while
to concentrate on core competencies that offer the promise of unique value. Greater external
dependence therefore forces attention to inter-organisational relationships for co-ordinating
activities and processes. In some cases, the shift towards core business has led to the creation
of “virtual” organisations, where the majority of business operations have been outsourced to
external parties, including third and fourth party logistics.
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Transformation of organisational structure of the corporation from a hierarchy, in which the
manager dispenses knowledge and workers perform, to the point where knowledge is widely
diffused throughout the organisation and workers manage their own activities. This places
collaborative decisions closer to the point of action. In a logistics framework, it places a
premium on inter-organisational relationships through formal and informal contact, as well
as on data and information systems across organisational boundaries.
•
Changing the government environment, creating both problems and opportunities. Much of
the economic regulation of transport and telecommunications has been liberated, leading to
new market-based combinations of service providers who offer transport combined with
warehousing, telecommunications, product assembly and related services. Other forms of
regulations to cover consumer protection, environment and safety are replacing the former
economic restraints.
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