infonet-economy

Der Aussenhandel spielt eine entscheidende Rolle für die Schweiz. Nach der weltweiten Finanz- und Wirtschaftskrise konnten sich die Schweizer Wirtschaft und somit auch der Aussenhandel im Jahr 2010 deutlich erholen.

Der alpenquerende Güterverkehr auf Strasse und Schiene spielt sowohl in der nationalen und internationalen Verkehrspolitik sowie in der Logistik eine wichtige Rolle. Derzeit ist ein deutliches Wachstum der Güterverkehrsströme auf der Strasse und vor allem auf der Schiene im schweizerischen Alpenraum zu verzeichnen. So wurde das zweithöchste je auf der Schiene alpenquerend registrierte Transportaufkommen gemessen (Stand September 2011). Dennoch
ist abzuwarten, welche Auswirkungen der starke Franken auf den alpenquerenden Güterverkehr der Schweiz nach sich ziehen wird. Es ist damit zu rechnen, dass auf kurze Sicht ausländische Transportunternehmen aufgrund
der Leistungsabhängigen Schwer ver kehrsabgabe (LSVA) und des Dieselpreises
in der Schweiz in Richtung Brenner ausweichen. Auf langfristige Sicht kommt der Verlagerung des Güterverkehrs von der Strasse auf die Schiene eine grössere Bedeutung zu, besonders im Hinblick auf die Fertigstellung des Gotthard-Tunnels
voraussichtlich im Jahr 2016.

Das Schweizer Logistikmarktvolumen nimmt weiter zu. Die Branche wächst und vergrössert ihre bedeutende Rolle für die eidgenössische Volkswirtschaft und den Arbeitsmarkt.

The aim of the paper is to gain knowledge about the financial structure of logistics service providers (LSPs). We want to answer the following research questions: Is there a "unique" balance sheet structure standard for LSPs? What is the importance of asset-, capital- and liquidity structure for the entire branch and each cluster? Which are the key macro financial factors of high profitability in LSP clusters?

Despite the relevance of financial information relating to logistics service providers (LSPs), recent research has paid little attention to the financial analysis of LSPs. The aim of this paper is to examine the balance sheet structure of LSPs in order to find out if there are differences between single providers or defined LSP groups (clusters) respectively. Furthermore, the dependency of asset, capital and liquidity structures on LSPs specific characteristics is pointed out. Finally, we show which financial indicators positively influence profitability.

This article analyzes and illustrates the role of payment terms for working capital improvements in supply chains. So far, research has shown how individual industries and powerful companies were able to enhance their cash-to-cash cycles at both their supplier's and customer's expense. From a "network perspective," the exploitation of individual advantages by a single powerful company lowers the overall financial wealth of the supply chain. Therefore, a collaborative working capital management approach is proposed, by which the cash-to-cash cycles of companies with the lowest weighted average cost of capital (WACC) should be extended, while companies with higher financing costs are relieved by a shortened cash-to-cash cycle. An unequal distribution of power, however, between supply chain members can be the main hindrance for developing a collaborative working capital management solution.

Financial flows in supply chains have not kept pace with supply chain management improvements. The paper at hand pays attention to the possibilities to set free the sleeping potential that is lying in the flow of financial resources in supply chains, using a collaborative working capital management perspective. On the financial performance side of the supply chain, there are several challenges that - when viewed in a collaborative way - require higher working capital than necessary. If, however, these challenges were removed, the cash saved could be shifted to more valuable uses. Real improvements can only be reached if the financial and operational processes are jointly considered in supply chains. We present in our study a model of collaborative working capital management that can be used in managing the financial flows within supply chains.

Purpose
The purpose of this paper is to provide new evidence in the field of supply chain differentiation. It aims to combine supply chain management insights with the service dominant logic to connect fundamental customer requirements with supply chain decision-making.

Design/methodology/approach
The paper claims to provide a framework that brings together the most relevant factors in the context of supply chain differentiation. The contents of the respective framework were applied as source to develop a generic decision support flowchart for supply chain managers. From the perspective of "test consumers" - supplemented with secondary data - two cases were examined. We provide insights to supply chain differentiation approaches of Adidas and Lego®.

Findings
Through development of the supply chain differentiation trinity model a new comprehensive framework connecting customer requirements and supply chain settings can be offered. The crucial factor to link customer requirements with supply chain settings turned out to be the magnitude of customer co-creation along the value chain.

Research limitations
The approach of supply chain differentiation has to fulfill efficiency constraints, meaning the required benefits of running more than one supply chain must overweight the accompanied costs. Synergies between the supply chains next to one another are therefore crucial as well as the interaction quality of the integrated customers.

Practical implications
The conceptual framework provides the opportunity to structure the complex multi-criteria decision problem constituted by supply chain differentiation.

Original/value
The paper provides a helpful generic framework that could be used as starting point or source of inspiration for the development of several industry specific decision-finding models or applications in supply chain differentiation.

The purpose of this paper is to provide new insights in the field of operations management decision finding. It aims to combine manufacturing strategies with the service dominant logic in order to connect customer satisfaction. An analytic hierarchy process (AHP) is developed and applied within two case companies. A sensitivity analysis revealed that the manufacturing strategy selection changes when customer requirements vary. The sensitivity of manufacturing strategy alteration towards changing customer requirements is dependent on distinct product characteristics. The presented analytic hierarchy process offers an opportunity to define those customer requirements predominantly affecting manufacturing strategy selection. The paper provides a helpful generic framework that could serve as starting point to develop appropriate supply chain differentiation approaches.

Kontraktlogistik erfordert eine enge und vertrauensvolle Zusammenarbeit zwischen Verladern (Prinzipal) und Logistikdienstleistern (Agent). Um die Stabilität einer solchen kooperativen Geschäftsbeziehung zu gewährleisten, sind klare Vereinbarungen zum erwarteten Leistungsumfang sowie entsprechende Regeln zur leistungsgerechten Vergütung erforderlich. Dieser Beitrag behandelt anhand ausgewählter möglicher Prinzipal-Agenten-Konstellationen aus der Unternehmenspraxis spezifische Herausforderungen und leitet Handlungsempfehlungen für die Betriebsphase ab.