Assignment No. 1
Student Name: Taweesak Theppitak
DBA Intake: 6
ID. No. : 100009170
Topic Name: Enhancing Competitive Advantage through Using Logistics and
Supply Chain Technique: A Case of Thai Automotive Industry
1. Intended Journal :
1.1 An International Journal of Physical Distribution & Logistics Management
1.2 Supply Chain Management: An International Journal
2. Write an abstract for each of these articles.
2.1 Abstract for International Journal of Physical Distribution & Logistics Management
Abstract
The recognition of the logistics and SCM is a key and vital area. The research studies
show that companies fail to understand how to apply the logistics to their operations, and how to
change logistics and SC strategies into action. The aim of this study is to explore current status
and pattern for adoption of logistics and SC techniques and strategies in Thai automotive
companies, including evaluating factors affecting to logistics and SC strategy formulation and
implementation.
It collected data in three dimensions, literature review was primarily conducted. Secondly,
survey method was used to examine issues and relationships between studying variables. Finally,
in-depth interview was conducted to obtain more deep information from logistics managers of
Thai automotive companies. The population consisted of 115 automotive companies in Thailand.
Deploying random stratified sampling, questionnaires were distributed to 110 companies. After a
month, there were 89 questionnaires returned with 80.9 per cent response rate.
The research was contributed by original equipment manufacturers (OEM) and
replacement equipment manufacturers (REM). Most of respondents were the OEMs. The survey
revealed that companies have been using logistics functions related to material management (46.4
per cent), and physical distribution (34.5 per cent). They have currently employed at least one of
logistics and SC strategies (e.g. QR, JIT, MRP, and EOQ) in specific functions, not entire
organisation. Japanese-owned companies rely heavily on logistics system (JIT and KANBAN). On
the other hand, Thai-owned companies have adopted a logistics technique and strategy in less
degree. Their objective of adoption was to respond customers’ need, improving service level and
reducing total costs respectively.
This study identified factors affecting to logistics and SC strategy formulation and
implementation. They consisted of four major factors: people, system, process and culture.
Finally, it provided conclusions and recommendations for improving business performance and
organizational effectiveness of Thai automotive company.
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Keywords: Logistics, supply chain, strategy, Thai automotive, effectiveness, efficiency
2.2 Abstract for Supply Chain Management: An International Journal
The recognition of the logistics and SCM is a key and vital area. The research studies
show that companies fail to understand how to apply the logistics to their operations, and how to
change logistics and SC strategies into action. Under pressures, companies currently set a priority
for using logistics and SCM techniques, not only using in a function, but in an entire organisation.
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The aim of this study is to explore current status and pattern for adoption of logistics and
SC techniques and strategies in Thai automotive companies, including evaluating factors affecting
to logistics and SC strategy formulation and implementation. It also examines a degree of
effectiveness, after they have been implemented. The literature reveals that world class companies
have been widely using one of logistics and supply chain techniques, but there is too a few
research about automotive companies in Thailand. This study would positively encourage Thai
firms to establish and implement a logistics strategy.
The paper collected data in three dimensions, literature review was primarily conducted.
Secondly, survey method was used to examine issues and relationships between studying
variables. Finally, in-depth interview was conducted to obtain more deep information from
logistics managers of Thai automotive companies. The population consisted of 115 companies in
Amata Nakorn Industrial Estate in Chonburi province, Thailand. Deploying random stratified
sampling, questionnaires were distributed to 110 companies. After a month, there were 89
questionnaires returned with 80.9 per cent response rate.
The research was contributed by original equipment manufacturers (OEM) and
replacement equipment manufacturers (REM). Most of respondents were the OEMs. The survey
revealed that companies have been using logistics functions related to material management (46.4
per cent), and physical distribution (34.5 per cent). They have currently employed at least one of
logistics and SC strategies (e.g. QR, JIT, MRP, and EOQ) in specific functions, not entire
organisation. Japanese-owned companies rely heavily on logistics system (JIT and KANBAN). On
the other hand, Thai-owned companies have adopted a logistics technique and strategy in less
degree. Their objective of adoption was to respond customers’ need, improving service level and
reducing total costs respectively.
This study identified factors affecting to logistics and SC strategy formulation and
implementation. They consisted of four major factors: people, system, process and culture.
Finally, it provided conclusions and recommendations for improving business performance and
organizational effectiveness of Thai automotive company.
Keywords: Supply chain, strategy, Thai automotive, effectiveness, efficiency
3. Identify 2 targeted journals for each article
International Journal of Logistics Management
ISSN: 0957-4093
Full Text Online from 1975
Impact factor : 2.8
Aims and scope:
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To provide executives and teachers with reports of current developments in the field
of logistics and supply chain management.
To facilitate the interchange of information about logistics and supply chain
management among business planners and researchers on a world-wide basis.
To provide a platform for new thinking on the problems and techniques of logistics
and supply chain management.
Researchers and practitioners are invited to submit manuscripts that advance the
science and practice of logistics and supply chain management. While articles in any area
of logistics or supply chain management are welcomed, the editors are especially interested
in those dealing with managerial applications of theory and technique. Articles which
provide guidelines for framing, interpreting or implementing the logistics process in the
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supply chain are of particular interest. All articles are anonymously reviewed for
publication by referees who look for original ideas that are clearly presented.
The International Journal of Logistics Management is indexed and abstracted in:
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ABI Inform (American Business Information)
Emerald Management Reviews
INSPEC
TRIS Electronic Bibliographic Data Base (Transportation Research Information
Services)
Textile Technology Index (EBSCO)
Business Source Elite (EBSCO)
Business Source Premier (EBSCO)
TOC Premier (EBSCO)
Current Abstracts (EBSCO)
Editorial team
Editors
Professor Chandra Lalwani
The University of Hull, Hull Business School, Cottingham Road, Hull, HU6 7RX, UK
c.s.lalwani@hull.ac.uk
Professor Matthew A Waller
University of Arkansas, Sam M Walton College of Business, WCOB347, Fayetteville Ar
72701-1201, USA
mwaller@walton.uark.edu
Publisher
Lucy Sootheran
lsootheran@emeraldinsight.com
Assistant Publisher
Ruth Heppenstall
rheppenstall@emeraldinsight.com
Editorial Advisory Board
Chad W. Autry, Texas Christian University, USA
Professor Frederick J Beier, University of Minnesota, USA
Professor Yemisi A Bolumole, University of North Florida, USA
Professor Frank P Buffa, Texas A&M University, USA
Assistant Professor David Cahill, The Ohio State University, USA
Professor Martin Christopher, Cranfield School of Management, UK
Professor David J. Closs, Michigan State University, USA
Robert Lorin Cook, Professor of Marketing and Logistics, Central Michigan University,
USA
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Professor Keely L Croxton, The Ohio State University, USA
Professor Kevin Cullinane, Napier University, UK
Professor Mark S Daskin, Northwestern University, USA
Professor Patricia J. Daugherty, University of Oklahoma, USA
John Dinwoodie, University of Plymouth Business School, UK
Alexander E Ellinger, Assoc. Prof. of Marketing and Supply Chain Management,The
University of Alabama, USA
Professor Lisa M Ellram, Miami University of Ohio, USA
Professor Philip T Evers, University of Maryland, USA
Andrew Fearne, Director, Centre for Supply Chain Research, Kent Business School, UK
Professor John Fernie, Heriot Watt University, UK
Professor Robert Frankel, University of North Florida, USA
Assistant Professor Sebastian Garcia-Dastugue, Universidad de San Andres, Argentina
John Gattorna, Supply Chain Thought Leader, Australia
Associate Professor Thomas J Goldsby, University of Kentucky, USA
Professor Joe B Hanna, Auburn University, USA
Professor Peter Hines, Cardiff University, UK
Professor M Eric Johnson, Dartmouth College, USA
Professor Uta Juttner, University of Applied Science of Central Switzerland, Switzerland
Dr Scott B Keller, The University of West Florida, USA
Professor A Michael Knemeyer, The Ohio State University, USA
Professor Douglas M Lambert, The Ohio State University, USA
Professor C. John Langley Jr, Georgia Institute of Technology, USA
Professor Hau L Lee, Stanford University, USA
Professor John Mangan, Newcastle University, UK
Professor Alan C McKinnon, Heriot-Watt University, UK
David Menachof, City University, UK
Professor Paul R. Murphy, John Carroll University, USA
Professor Mohamed M Naim, University of Wales Cardiff, UK
Professor Goran Persson, Norway School of Management, Norway
Professor Hans-Christian Pfohl, Technical University of Darmstadt, Germany
Professor Terrance L Pohlen, University of North Texas College of Business
Administration, USA
Dr R. Glenn Richey Jr, The University of Alabama, USA
Professor Dale S Rogers, University of Nevada - Reno, USA
Professor Wlodzimierz Rydzkowski, Chairman of Department, The University of Gdansk,
Poland
Funda Sahin, Philips CFT, Mass Products and Technologies, Netherlands
Professor Yosef Sheffi, Massachusetts Institute of Technology, USA
Professor Remko van Hoek, Cranfield School of Management, UK
Professor Matthew A Waller, University of Arkansas, USA
Associate Professor Judith Whipple, Michigan State University, USA
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International Journal of Integrated Supply Management (IJISM)
ISSN: 1741-8097
Full Text Online from 1975
Impact factor : 1.7
Aims and scope:
The objectives of the IJISM are to attract and publish empirical and theoretical manuscripts
from academics in all disciplines and professionals regarding a wide range of supply management
issues including purchasing and other incoming supply issues, internal materials management,
information systems and quality issues, and outbound supply, logistics, and customer service issues.
Ultimately, the IJISM seeks to promote the practice of integrated supply management throughout
domestic and global supply chains.
Readership
IJISM will be read by academics doing research in various segments of the supply chain, by
managers and other practitioners involved in studying or implementing forms of supply
management, and by consultants interested in aiding firms in their supply management
implementation efforts.
Contents
IJISM will publish original, high quality, empirical manuscripts (surveys and case studies),
and theoretical or commentary manuscripts (theoretical models, literature reviews, thought pieces)
from both academic and practitioner authors. Contribution will be by submission or invitation.
Subject Coverage
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Purchasing and supplier relationship issues
Internal operations, quality, information systems, and materials management issues
Transportation and logistics issues
Customer relationship, service response, and demand management issues
Supply chain performance and integration issues
Supply management issues in services and the non-profit sector
E-commerce supply management
Performance measurement for integrated supply management
Editorial team
Editors
Dr. Joel D. Wisner
University of Nevada, Las Vegas
College of Business, Department of Management
Las Vegas NV 89154-6009
USA
Editor in Chief
Dr. Ajay Das
Baruch College
5
Zicklin School of Business
Box B9-240, One Bernard Baruch Way
New York, NY 10010
USA
ijism@baruch.cuny.edu
Editorial Board Members
Prof. Layek Abdel-MalekLa
New Jersey Institute of Technology
USA
Dr. Cuneyt AltinozCu
East Carolina University
USA
Dr. Susan Amundson MisterekSu
University of Minnesota
USA
Dr. Khurrum BhuttaKh
Ohio University
USA
Dr. Mario CaldeiraMa
Instituto Superior de Economia e Gestäo
PORTUGAL
Prof. Injazz J. ChenIn
Cleveland State University
USA
Dr. Paul ChilderhousePa
University of Waikato
NEW ZEALAND
Dr. Mark DavisMa
Bentley College
USA
Dr. Stan G. EakinsSt
East Carolina University
USA
Prof. Stanley E. FawcettSt
Brigham Young University
USA
Dr. Cristina GimenezCr
ESADE Business School
SPAIN
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Prof. Angappa GunasekaranAn
University of Massachusetts – Dartmouth
USA
Prof. Robert HandfieldRo
North Carolina State University
USA
Dr. Janet HartleyJa
Bowling Green State University
USA
Prof. Dr. Olli-Pekka HilmolaOl
Lappeenranta University of Technology
FINLAND
Dr. Jayanth JayaramJa
University of South Carolina
USA
Dr. Daniel KrauseDa
Arizona State University
USA
Dr. Ling LiLi
Old Dominion University
USA
Dr. Greg MagnanGr
Seattle University
USA
Dr. Farzad MahmoodiFa
Clarkson University
USA
Dr. Michael MejzaMi
University of Nevada, Las Vegas
USA
Dr. Hokey MinHo
Bowling Green State University
USA
Dr. Nagesh MurthyNa
University of Oregon
USA
Prof. Anand NairAn
University of South Carolina
USA
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Dr. Gertrude PannirselvamGe
Southern Illinois University Edwardsville
USA
Dr. B. Joon ParkB.
Singapore Management University
SINGAPORE
Dr. Guilherme D. PiresGu
University of Newcastle
AUSTRALIA
Dr. Nyoman PujawanNy
Sepuluh Nopember Institute of Technology
INDONESIA
Prof. Pedro M. ReyesPe
Baylor University
USA
Dr. Nadia SandersNa
Wright State University
USA
Dr. Tobias SchoenherrTo
Eastern Michigan University
USA
Dr. Karen SpensKa
Hanken University
FINLAND
Dr. Linda StanleyLi
Arizona State University West
USA
Dr. Alex TalalayevskyAl
George Mason University
USA
Prof. Srinivas TalluriSr
Michigan State University
USA
Dr. Michael TraceyMi
Winston-Salem State University
USA
Dr. Hendrik Van LandeghemHe
Ghent University
BELGIUM
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Dr. Siqun WangSi
Singapore Management University
SINGAPORE
Prof. Kum Khiong YangKu
Singapore Management University
SINGAPORE
4. Present a brief rational for your choice of journal
Reasons to choose An International Journal of Physical Distribution & Logistics
Management
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Having high impact factor
This paper has high impact factor at 2.8 through last two years. It reflects that this
paper has always been referred by researchers.
Communicating idea to public, particularly in logistics area
I think that after conducting research, researchers would like to inform their finding
result to public. The communication might be done through journal, the internet, or
other media.
Promoting the career path
I would use this paper to promote my career path in my university. Generally,
academics or researchers who conduct the research, they always apply published
papers for higher academic position. The lecturers for example, after finishing the
research, they make a publishing paper to submit to international conference or
journal. After contributing the conference or journal, they use the accepted paper to
ask their university to promote their academic positions e.g. from lecturer to
assistant professor to associate professor or professor respectively.
Building my reputation
Publishing paper, in particular in international forums, would promote a reputation
to the researcher. I would be accepted and recognized by colleagues, peers or
research community in the area.
Reasons to choose Supply Chain Management: An International Journal
 Having high impact factor
This paper has high impact factor at 1.7 through last two years. It reflects that this
paper has always been referred by researchers.
 Communicating idea to public, particularly in logistics and supply chain area
 Building my reputation
Publishing paper, in particular in international forums, would promote a reputation
to the researcher. I would be accepted and recognized by colleagues, peers or
research community in the area.
 Building self-esteem
All researchers are proud on their works. They put lots of effort and resources on
the research.
 Creating and developing body of knowledge
When conducting researches in any area, it creates additionally knowledge body in
the field. It would encourage other researchers to further study in area.
 Value adding and creation to research community
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When academics or researchers work together on a piece of research project, it is
worth that they create or develop consequence of valued work. They may generate a
newest and creative idea or theory to the research community.
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