Journal of Business Logistics · 2004 · 220 citations · 0 references
ManagementStrategic ManagementStrategyCompetitive StrategyLogistics ManagementSupply Chain StrategyFirm CapabilitiesLogistics Performance ManagementOrganizational StrategyStrategic PositioningSupply Chain IntegrationThird-party LogisticsFlexibilityLogisticsLogistics CapabilityLogistics CollaborationStrategic OrientationSupply Chain Performance AlignmentSupply Chain Performance Trade-offsThird-party Logistics Performance
This study examines how two dimensions of strategic orientation (customer and competitor orientation) influence logistics and market performance. Two capabilities, operational flexibility and collaboration, are studied. Data were collected from manufacturers working with third party logistics providers. The findings suggest that customer and competitor orientations have different influences upon performance when leveraged through the capabilities. Competitor orientation, while having a detrimental direct effect on logistics performance, appears to be the better strategic approach, when supported with operational flexibility since it results in enhanced logistics (efficiency) and market (effectiveness) performance. Customer orientation, on the other hand, greatly improves logistics performance, i.e., internal efficiency.