| Pub. Date | : June, 2020 |
|---|---|
| Product Name | : The IUP Journal of Supply Chain Management |
| Product Type | : Article |
| Product Code | : IJSCM030621 |
| Author Name | : Sanjib Biswas, Om Prakash Anand |
| Availability | : YES |
| Subject/Domain | : Strategic |
| Download Format | : PDF Format |
| No. of Pages | : 26 |
Over the years, Logistics Management (LM) has emerged as a source of competitive advantage. In this paper, a comparative analysis of G7 and BRICS countries is carried out based on logistics competitiveness. The Logistics Performance Index (LPI) framework of the World Bank is extended by incorporating Information and Communication Technology (ICT) adoption and CO2 intensity as proxy measures of technology readiness and environmental concern, respectively. For the purpose of analysis, an integrated multi-criteria decision-making framework using the Preference Selection Index (PSI) method and Proximity Index Value (PIV) approach is used. The result shows that mostly the developed nations enlisted in the G7 group are more competitive than BRICS countries.
Logistics Management (LM) is defined as a stream of interconnected processes within the broad scope of the Supply Chain Management (SCM), which ensures an efficient and effective flow between the point of origination and the point of consumption. LM integrates the movement of materials, goods, services and information and storage across the supply chain (Kain and Verma, 2018) in order to ensure the right quantity of right quality to be available in right time at the right place for satisfying the needs of the customers (Kukovic et al., 2014). With the effect of globalization, the scope, significance and degree of complexity of LM have increased to a considerable extent. LM has become one of the key strategic areas for achieving economic growth and global competitiveness (Mustra, 2011), particularly for developing economies. In this context, LM is perceived as an enabler for managing trades and commerce within and across the countries through integrated cooperation and coordination of the service providers encompassing activities like transportation, warehousing, export-imports, and data and information exchange and management. The global turnover from LM activities is as high as $4.3 tn (Arvis et al., 2018). Several researchers (Limao and Venables, 2001; Hausman et al., 2005; Shepherd and Wilson, 2008; and Behar, 2010) observed positive influence of capable LM on improvement of economics, financial and operational performance which has turned logistics services as one of the critical success factors for international trade (Marti et al., 2014b). Marti et al. (2014b) also added the extended dimensions of cross-country LM such as safety, lead time and cost reduction.