Expanding product variety and high customer service provision are both major challenges for manufacturers to compete in the global operating environment. In addition to reduce cost and response customers¡¦ needs quickly, redesigning products and processes so as to delay the point of product differentiation is becoming an emerging means to meet these challenges. Consequently, this is the concept of postponement. The principle of postponement calls for redesigning products and processes so that the stages of the production process in which a common process is used are prolonged. Once orders are received, manufacturers finish the final operation to address the demands of mass customization. However, the product / process redesign will produce additional costs and the trade-off between costs will make enterprises hesitate to change the points of differentiation. Moreover, when the outside conditions change, the framework of total costs also changes and the operating decisions must be reconsidered again. In this paper, we develop a simple model that captures the costs and benefits associated with the redesign strategy in various scenarios. We apply this model to discuss the following three key questions: (1). In each scenario, where is the point of differentiation in the production process¡H (2). How should a firm design its processes to lower the total cost when changing is impossible or too costly in the fast changing environment¡H (3). If an agile firm can change its mode of production to respond to the ever changing environment, how should it adjust the pattern of postponement to lower the total cost¡H Since there are wide varieties of postponement, we focus our model to analyze two different product / process redesign approaches, namely, standardization and modular design, that are motivated by many real examples. We also compare these two approaches in all respects to provide more explicit principles and directions for enterprises. Finally, we draw the following conclusions. First, in determining the stage at which the point of differentiation should occur, the key variables are the investment cost per operation and the additional cost, including the processing cost and inventory holding cost, that are resulted from postponement. The trade-off between those variables will determine the optimal postponement strategy. In the case when outside condition is unfavorable for firms, it may not be advisable to apply the principle of postponement. On the hand, when the condition is beneficial, postponement is a better choice.

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<p>The world economy is in a transition period never experienced before, One of the main realising factors, boosting economy growth, is the catch up of many emerging countries. The emerging countries impose new competitive dimensions to the global economy, forcing well established multinational corporations into new competitive situations, brining both opportunities and threats.</p><p>The construction equipment industry has entered a condition of unprecedented growth. The total market demand has increased significantly and the demand development is prospected to continue for many more years. To keep up with the market demand and the sales opportunities, it is important to have machines available in the market. This impose that the logistic strategy is getting more important for companies in order to keep up with the prospected sales opportunities.</p><p>This Masters thesis is initiated by our case company, Volvo Construction Equipment International, currently suffering from an inefficient logistics strategy constraining international growth.</p><p>Based on our analysis and conclusion, Volvo Construction Equipment is recommended to move from transaction selling, spot market like international logistics strategy towards a relationship marketing based logistics strategy establishing in-depth collaborations with key account shipping suppliers. Furthermore, we recommend that Volvo CE should consider a logistics management function in order to facilitate the inter-organizational flow of logistics information.</p>

Logistics is increasingly becoming recognised as a source of competitive advantage, both in practice and in academia. The possible strategic impact of logistics makes it important to gain deeper insight into the role of logistics in the strategy of the firm. There is however a considerable research gap between the quite abstract strategy theory and logistics research. A possible tool to use in bridging this gap is identified in business model research. Therefore, the purpose of this dissertation is to describe and analyse logisticsbased competition using a business model approach, a topic not handled in earlier research. This purpose entails investigating the role of logistics in the strategy of the firm by identifying a number of business model components which together constitute a logistics-based business model. Theoretically, the dissertation departs from strategic management and more specifically from the two opposing strategy theoretical perspectives the resource-based view of the firm (RBV) and the industrial organisation school of thought (I/O). From this foundation, the theoretical framework is further built upon with logistics- and business model research leading to a model of analysis that eventually evolves into one of the main outcomes of the dissertation: a logistics-based business model. The methodology used is that of multiple case studies of largely qualitative character. The cases represent trading firms which all display long-term profitable growth, a consistency in their growth, and they all have a, by the management, outspoken focus on logistics. The cases have been analysed using a patternmatching approach. A key deliverable from this research is the logistics-based business model, a model consisting of five components: strategy, position, offering, activities and organisation, and resources. The logistics-based business model makes possible a description and analysis of the role of logistics in the strategy of the firm leading to the identification of specific characteristics of the business models of firms competing on logistics. A few of the results from this research are: ● A logistics-based business model requires a synthesis of RBV and I/O. ● Control over the logistics resources is a distinctive capability in a logistics-based business model. ● Logistics strategy cannot be understood in terms of degree of integration only as much of the current logistics strategy research suggests. ● Hybrid logistics-strategies can involve lean processes and agile assortment with standardisation as an enabler. ● The domain of control of a logistics-based business model stretches beyond the domain of a traditional logistics strategy. ● A single logistics-platform may support multiple offerings. For managers, the logistics-based business model is possible to use as a tool in business development.

The future of the sawmill industry is uncertain; this is partly due to its internal structural changes, but also due to structural changes amongst their customers. Concurrently, competition within the industry is increasing, and therefore focus is constantly being placed on reducing costs and leveraging economies of scale. However, in order for sawmills to benefit from economies of scale, it is necessary to work with a well thought-out logistics strategy. This doctoral dissertation aims at identifying and describing the customers' logistics service requirements as well as describing and analyzing logistic strategies in the sawmill industry. The dissertation identifies and defines some of the sawmills customers' logistics service requirements and establishes a theoretical framework for logistics strategies, as well as it studies logistics strategies in the sawmill industry. House-builders and traditional retailers appear to focus on similar logistics service requirements, whereas the logistics service requirement of the DIY multiple retailers differ. Furthermore, this dissertation provides a general definition of logistics strategy that has been operationalized by generic logistics strategies. The sawmill industry makes use of generic logistics strategies such as differentiation and postponement. The individual sawmills ought to consider improving their process performance by implementing additional generic logistics strategies as well as increasing their utilization of generic logistics strategies that are already implemented. The sawmill industry's utilization of generic logistics strategies is however restricted by its own supplier market (including uncertainties of quality of incoming material), and also by the inherent nature of commodity products, as well as divergent material flows.

The world economy is in a transition period never experienced before, One of the main realising factors, boosting economy growth, is the catch up of many emerging countries. The emerging countries impose new competitive dimensions to the global economy, forcing well established multinational corporations into new competitive situations, brining both opportunities and threats. The construction equipment industry has entered a condition of unprecedented growth. The total market demand has increased significantly and the demand development is prospected to continue for many more years. To keep up with the market demand and the sales opportunities, it is important to have machines available in the market. This impose that the logistic strategy is getting more important for companies in order to keep up with the prospected sales opportunities. This Masters thesis is initiated by our case company, Volvo Construction Equipment International, currently suffering from an inefficient logistics strategy constraining international growth. Based on our analysis and conclusion, Volvo Construction Equipment is recommended to move from transaction selling, spot market like international logistics strategy towards a relationship marketing based logistics strategy establishing in-depth collaborations with key account shipping suppliers. Furthermore, we recommend that Volvo CE should consider a logistics management function in order to facilitate the inter-organizational flow of logistics information.

In my master’s thesis I attend to a very topical subject of a logistic strategy with links to environment, which is actually in the present. The first part of my thesis is focused to a company, explains elementary concepts of logistics and environment and hints connection of company as the system and logistic with links to environment as the subsystem. The second part of my work deals with analyse of exploitation tools alleged at the process improves the quality of a system regulation, which is engaged with producing kitchen furniture.

Depuis les années 70, la production et la commercialisation des biens et services, la circulation des capitaux et des systèmes se sont fortement internationalisées. Ce phénomène a poussé les entreprises à optimiser leurs chaînes logistiques pour rester compétitives. Le Maroc s'inscrit dans la même tendance, vue sa position géographique joue un rôle de carrefour et de hub des échanges commerciaux. Le développement d'une réelle compétitivité logistique constitue un pilier du programme gouvernemental 2010-2020, d'où le lancement de la stratégie nationale pour le développement de la compétitivité logistique, dont principalement le contrat programme régissant le développement des plateformes logistiques, dites zones logistiques multi flux. La stratégie vise la réduction du poids du coût logistique de 5 points pour 2015, la création de 70 zones logistiques dans 17 villes sur environ 3 300 hectares. La mise en œuvre de ce programme logistique nécessite un effort cohérent, s'inscrivant dans le temps et des arbitrages complexes à opérer sur des domaines ne relevant pas des prérogatives d'un seul intervenant de la chaîne logistique. À la lumière de ces propos, nous avons vu en cette problématique un enjeu majeur nécessitant des actions managériales, une réflexion académique aussi par un focus sur le principe de la Supply Chain et plus précisément la logistique des plateformes. L'agencement et la connectivité des plateformes logistiques s'avère décisionnelle pour la réussite d'une politique commerciale compétitive d'une entreprise : nous ne pouvons pas concevoir des flux juste en mouvement, in fine, ils commencent d'un point de création de valeur vers un point de consommation et que ce sont ces nœuds (plateformes) qui œuvrent pour l'optimisation de l'organisation de toute la chaîne. Un retour vers l'histoire de la logistique, ses définitions et son évolution managériale dans le temps s'avérait nécessaire pour expliciter l'approche transversale et intégrée de la chaîne logistique ; et s'attarder par la suite sur les composantes, intégration des flux physiques et d'information, sur le poids de la stratégie logistique comme arme de différenciation vis-à-vis de la concurrence et sur les leviers d'optimisation des plateformes logistiques dans ces modèles. Le dernier chapitre traitera de la compétitivité logistique au Maroc, au regard des standards précités et les axes de développement du réseau des zones logistiques comme première orientation du contrat programme logistique national. / Since earlier years, production and sales of goods and services. capital flows and systems are highly internationalized. This has led companies to optimize their supply chain to remain competitive. Morocco is part of the same trend, for its geographical position acts as a hub and crossroads of trade. The development of logistics real competitiveness is a pillar of the government program 2010-2020. Hence the launch of the national strategy for the development of logistics competitiveness, mainly the program contract governing the development of logistics platforms. The strategy aims to reduce the weight of the logistics cost of 5 points for 2015, creating 70 logistics warehouses in 17 cities on 3 300 hectares. The implementation of the logistics program requires a coherent effort, registering in time and complex trade-offs in different areas in the supply chain. In the light of these remarks, we have seen this problem a major issues requiring managerial actions, academic reflection as a focus on the basics of suppl y chain and specifically logistics platforms. The layout and connectivity of logistics platforms proves the success of a competitive sales policy of a company : we cannot just design flow, ultimately, they start a creative point value to a consumption point and that it is these nodes (platforms) working to optimize the organization of the whole chain. A return to the story of logistics was important to present it, its definitions and managerial changes over time was needed to explain the cross and integrated approach to the supply chain; and linger afterwards on the components. integration of physical and information flows. the weight of the logistics strategy as a weapon of differentiation regarding the competition and logistics platforms optimization levers in these models. The final part will present logistics competitiveness in Morocco, in view of the above standards and network development axes logistics areas as a first orientation of the national logistics program.