Advertisement

Setting the International Logistics Strategy: Empirical Investigation of Its Evolutionary Stages

Conference paper
  • 2.5k Downloads
Part of the IFIP Advances in Information and Communication Technology book series (IFIPAICT, volume 438)

Abstract

A company may face the international challenge by tackling several issues, such as international sales and marketing, international sourcing, and foreign direct investments (FDI). The academic literature firstly focused on the reasons behind company internationalisation and then adopted the above-mentioned issues related to the international challenge as perspectives in the investigation of the company internationalisation process. However, the literature review showed that the internationalisation process from a logistics perspective has not been fully investigated so far. Specifically, the relationship between company internationalisation choices and international logistics strategies has not adequately taken into account. This paper represents a first attempt to fill this gap by studying the relationship between the evolutionary stages of the company internationalisation and the key variables defining its international logistics strategy by providing empirical-based evidence.

Keywords

Sales Internationalisation Logistics Strategy Case Studies 

References

  1. 1.
    Hennart, J.-F.: A Theory of Multinational Enterprise. University of Michigan Press, Ann Arbor (1982)Google Scholar
  2. 2.
    Monczka, M., Trent, J.: Achieving Excellence in Global Sourcing. Sloan Manage Rev. 47(1), 24–32 (2006)Google Scholar
  3. 3.
    Peterson, K.J., Frayer, D.J., Scannel, T.V.: An Empirical Investigation of Global Sourcing Strategy Effectiveness. J of Supply Chain Manage 36(2), 29–38 (2000)CrossRefGoogle Scholar
  4. 4.
    Straube, F., Ma, S., Bohn, M.: Internationalisation of Logistics Systems – How Chinese and German Companies Enter New Markets. Springer, Heidelberg (2008)Google Scholar
  5. 5.
    Johanson, J., Vahlne, J.E.: The Internationalisation Process of the Company – A Model of Knowledge Development and Increasing Foreign Market Commitments. J. Int. Business Stud. 8(1), 305–322 (1977)CrossRefGoogle Scholar
  6. 6.
    Jonsson, P., Rudberg, M., Holmberg, S.: Centralised Supply Chain Planning at IKEA. Supply Chain Manage Int. J. 18(3), 337–350 (2013)CrossRefGoogle Scholar
  7. 7.
    Loppacher, J.S., Cagliano, R., Spina, G.: Key Factors in Global Supply Headquarters-subsidiary Control Systems. J. Manuf. Technol. Manage. 21(7), 794–817 (2010)CrossRefGoogle Scholar
  8. 8.
    Buckley, P.J., Casson, M.: The Future of the Multinational Enterprise. Holmes & Meier, New York (1976)Google Scholar
  9. 9.
    Dunning, J.H.: Toward an Eclectic Theory of International Production: Some Empirical Tests. J. Int. Business Stud. 11(1), 9–31 (1980)CrossRefGoogle Scholar
  10. 10.
    Barkema, H.G., Bell, H.J., Pennings, J.M.: Foreign Entry, Cultural Barriers, and Learning. Strategic Manage J. 17(2), 151–166 (1996)CrossRefGoogle Scholar
  11. 11.
    Bello, D.C., Barksdale, H.C.: Exporting at Industrial Trade Shows. Ind. Market Manag 15(3), 197–206 (1986)CrossRefGoogle Scholar
  12. 12.
    Luo, Y., Peng, M.: Learning to Compete in a Transition Economy: Experience, Environment and Performance. J. Int. Business Stud. 30(2), 269–295 (1999)CrossRefGoogle Scholar
  13. 13.
    Johanson, J., Wiedersheim-Paul, F.: The Internationalization of the Company: Four Swedish Cases. J. Man. Studies 12(3), 305–322 (1975)CrossRefGoogle Scholar
  14. 14.
    Sezen, B.: Relative Effect of Design, Integration and Information Sharing on Supply Chain Performance. Supply Chain Manage. Int. J. 13(3), 233–240 (2008)CrossRefGoogle Scholar
  15. 15.
    Pero, M., Rossi, T., Noé, C., Sianesi, A.: An Exploratory Study of the Relation Between Supply Chain Topological Features and Supply Chain Performance. Int. J. Prod. Econ. 123(2), 266–278 (2010)CrossRefGoogle Scholar
  16. 16.
    Chopra, S., Meindl, P.: Supply Chain Management: Strategy, Planning and Operations. Prentice Hall, Upper Saddle River (2004)Google Scholar
  17. 17.
    Creazza, A., Dallari, F., Melacini, M.: Evaluating Logistics Network Configurations for a Global Supply Chain. Supply Chain Manage Int. J. 15(2), 154–164 (2010)CrossRefGoogle Scholar
  18. 18.
    Melacini, M., Creazza, A., Perotti, S.: Analysis of Supply Chain Planning Centralisation for Multinational Companies. Int. J. Logistics Systems Manage 9(4), 478–500 (2011)CrossRefGoogle Scholar
  19. 19.
    Forget, P., D’Amours, S., Frayret, J.M.: Multi-behavior Agent Model for Planning in Supply Chains: An Application to the Lumber Industry. Robot Cim-Int. Manuf. 24(5), 664–679 (2008)CrossRefGoogle Scholar
  20. 20.
    Pirttila, T., Niemi, P.: Generic Organizational Choices for Logistics in Decentralized Organizations: Implications for inventory management. Int. J. Prod. Econ. 45(3), 195–202 (1996)CrossRefGoogle Scholar
  21. 21.
    Rudberg, M., West, B.M.: Global Operations Strategy: Coordinating Manufacturing Networks. Omega: Int. J. Manag. Sci. 36(1), 91–106 (2008)CrossRefGoogle Scholar
  22. 22.
    Zeng, Z.: Global Sourcing: Process and Design for Efficient Management. Supply Chain Manage Int. J. 8(4), 367–379 (2003)CrossRefGoogle Scholar
  23. 23.
    Colicchia, C., Dallari, F., Melacini, M.: Increasing supply chain resilience in a global sourcing context. Prod Plan Control 21(7), 680–694 (2010)CrossRefGoogle Scholar
  24. 24.
    David, P.A., Stewart, R.D.: International Logistics: the Management of International Trade Operations. Cengage Learning (2010)Google Scholar
  25. 25.
    Eisenhardt, K.M.: Building Theories from Case Study Research. Acad. Manage Rev. 14(4), 532–550 (1989)Google Scholar

Copyright information

© IFIP International Federation for Information Processing 2014

Authors and Affiliations

  1. 1.Department of Management, Economics and Industrial EngineeringPolitecnico di MilanoMilanoItaly

Personalised recommendations