物流成本的管理和控制外文翻譯-其他專業(yè)-文庫(kù)吧資料
2025-01-27 03:33本頁(yè)面
【正文】 riven Inter merce firms (ICFs) – retailers and other anizations that market products over the Web – to increasingly share market demand data with other firms so as to enrich the order fulfillment services they offer to customers (Frohlich and Westbrook, 2021). Along these efforts, ICFs have started seeking logistics service providers to tap into resources and skills that could improve their fulfillment capabilities (Dutta and Segev, 1999). These logistics service providers are not simply variants of transportation panies, and as such, they are not to be confused with what are known nowadays as third party logistics (3PL) firms. They offer logistics services, of course, but they could also enable ICFs to leverage other distribution parties’ logistical resources and skills in order to fulfill their customer orders more effectively. They may use their assets to take care of product returns, for instance, or work with established carriers on ―lastmile‖ deliveries. Or their value may be primarily in managing order information shared among distribution parties—., centralizing inventory data, especially when products are being shipped directly from upstream echelons in the distribution channel. Logistics service providers such as Parcel Direct, for instance, participate in this kind of activity to ultimately assist ICFs in consolidating orders for dropshipping to their customers. Past research has identified the relationships with these logistics service providers in offline settings and has positioned them within logistics triads (Larson and Gammelgaard, 2021) and extendedenterprise logistics systems (Stock et al., 2021). Yet, what is groundbreaking about these relationships for an ICF is that they are driven by their potential to (1) generate low transaction costs, (2) bundle plementary logistics services, and (3) expand the availability of those services across customers, vendors, and ―lastmile‖ delivery panies, such as UPS (Amit and Zott, 2021). The goal of this study is to conceptualize and empirically assess how these drivers shape ICF management39。s decisions to develop mechanisms to form and manage dyadic exchanges between their firms and focal anizations offering logistics services in outbound distribution channels. Prior literature has used the term ―governance‖ to define these mechanisms (Barney, 1999, p. 138) and has delineated governance decisions through which a firm can infuse order in exchanges with a focal provider where potential conflicts threaten to undo or upset opportunities to realize economic gains (Williamson, 1999, p. 1090). These decisions center on the extent to which firms rely on a particular governance mode for a service. Since our research context focuses on outbound distribution channels, we define such reliance as the proportion of Inter orders for which a governance mode is used for a service supporting the fulfillment of those orders. This definition is consistent with that used by John and Weitz (1988) for distribution in an offline setting. Our conceptualization and empirical assessment are unique because they recognize that governance in an exchange between an ICF and
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