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Decision Making in Logistics Management in the Era of Disruptive Technologies


Special issue call for papers from International Journal of Logistics Management

Decision Making in Logistics Management in the Era of Disruptive Technologies


International Journal of Logistics Management

Call for Papers for a Special Issue

Guest Editors


Dr Vijay Pereira
Associate Professor, Strategic and International HRM
Khalifa University, Abu Dhabi, UAE
Email - [email protected] / [email protected]

Dr Gopalakrishnan Narayanamurthy
Lecturer, Operations & Supply Chain Management
University of Liverpool Management School, UK
Email - [email protected]

Prof Dr Alessio Ishizaka
Professor in Decision Analysis
University of Portsmouth
Portsmouth PO1 3DE
United Kingdom
Email: [email protected]

Dr Noura Yassine
Associate Professor of Applied Mathematics
Beirut Arab University
Beirut, Lebanon
Email: [email protected]

Background
During the past century, logistics as an industry and academic discipline has been experiencing revolutionary growth and development (Liao-Troth et al., 2012). Literature in the domain of decision making in logistics management has been focussing on understanding the role logistics and logistics managers play in creating value for the customer and other associated stakeholders (Walters, 1999). To achieve the desired objectives, logistics managers are often seen to undertake mainly three strategic decisions at the firm level (Wanke and Zinn, 2004). The first stream of decision making involves resolving the dilemma between make to order versus make to stock decisions. Process technology, obsolescence, lead-time ratio, delivery time and perishability are some of the key variables affecting this decision-making (Soman et al., 2004; Van Donk, 2001). The second stream of decision making is whether the manager would deploy push or pull inventory logic as a strategic decision. The push decision is based on the basic of demand planning and forecasting whereas the pull decision is based on the demand itself (Davis et al., 2014). Different studies have tried to explain the factors behind the logic and its possible implications to strategic decision making in logistics management (Abad, 2003). The third strategic decision is whether to adopt a centralized inventory system or a decentralized one. Freight considerations, transportations costs, location node issues and inventory turnover are some of the relevant variables that may affect inventory decentralization decisions (Abdul-Jalbar et al., 2003; Zinn et al., 1989).

Disruptive technologies such as internet of things, big data analytics, artificial intelligence, blockchain, etc. are influencing the way logistics managers are making the above-discussed decisions along with several other new decisions which are crucial in this new era (Forbes Insights, 2018). For instance, disruptive technologies enable real-time sharing of information across the supply chain (Gammelgaard, 2019) and thereby question the applicability of earlier adopted processes in logistics management including the traditional demand forecasting techniques and inventory management approaches. The volume of data that is available at the disposal of logistics managers for decision-making is growing exponentially. The processing capacity to conduct advance analytics on the large datasets for making intelligent decisions are also becoming available to logistics managers. Artificial intelligence and machine learning algorithms are being deployed to automate decisions that were earlier made by logistic managers based on their limited past experience. Blockchain introduces decentralised digital ledger that increases the certainty and security of data available for decision making in logistics management. These disruptive technologies are completely changing the nature of competitive advantage that a supply chain can attain by working on its logistics and the associated decisions. Further, addressing multiple strategic decisions in logistics related problems involve multiple rules, which require an integrated and smart approach to achieve better results (Petrović et al., 2018). Therefore, the transformation introduced by these disruptive technologies to decision making in logistics management have to be researched for achieving the following three objectives:
•    falsify previous results that are not applicable after the introduction of disruptive technologies in logistics management,
•    confirm the validity of already existing results in this disruptive technologies context, and
•    develop new approaches/frameworks for decision making in logistics management by incorporating the features offered by disruptive technologies

Recommended Topics

In this special issue, the objective is to address multi-faceted decision-making challenges and solution approaches in logistics management in the era of disruptive technologies. The special issue can offer new insights on the impact disruptive technologies can have on decision making in logistics management. We welcome conceptual and empirical papers using a diverse range of methods that address areas such as the indicative themes outlined below:

1.    What are the drivers and barriers of adopting disruptive technologies in logistics management for decision-making?
2.    What are the prerequisites that the logistics function in a supply chain should satisfy before embracing disruptive technologies for efficient and effective decision-making?
3.    What are the quantitative and qualitative inputs that disruptive technologies for decision-making in logistics management can offer? How can they improve the decisions made?
4.    How is the decision making in logistics management impacted by implementation of disruptive technologies?
5.    What are the risks and uncertainties in relying on disruptive technologies for decision making in logistics management?
6.    How should the existing decision-making frameworks in logistics management be adapted to capture the changes and transformations introduced by disruptive technologies?
7.    What can these disruptive technologies offer for decision-making in inventory management between the point of origin and the point of consumption?
8.    What can these disruptive technologies offer for improving the decision-making in reverse logistics?
9.    How are these disruptive technologies enabling the shift from linear way of thinking about supply chains to complex adaptive ecosystems and networks consisting of nodes and links?
10.    How can disruptive technology driven decision-making in logistics management contribute towards achieving sustainability dimensions?

The above questions are only indicative and are not exhaustive in any manner. We invite both empirical and conceptual papers on this topic that utilise relevant methods and with a precondition being that contributions should develop or challenge existing literature or theories, so that it adds to new knowledge on this topic and fall in line with the journal’s focus.

Submission

All submissions are to be made through the International Journal of Logistics Management Scholar One manuscript submission portal http://mc.manuscriptcentral.com/ijlm. Author guidelines for the journal can be found here. Please contact Dr Vijay Pereira and Dr Gopalakrishnan Narayanamurthy at [email protected] or [email protected] and [email protected] for enquiries.

Publication Schedule

Abstracts due – Need to finalise
Decision on Abstracts due – Need to discuss
Full papers due 31st January 2020
Decisions due 31st March 2020
Final revised papers due 15th June 2020
Publication due by Mid–Late 2020

References

 

1.    Abad, P. L. (2003). Optimal pricing and lot-sizing under conditions of perishability, finite production and partial backordering and lost sale. European Journal of Operational Research, 144(3), 677-685.
2.    Abdul-Jalbar, B., Gutiérrez, J., Puerto, J., & Sicilia, J. (2003). Policies for inventory/distribution systems: The effect of centralization vs. decentralization. International Journal of Production Economics, 81, 281-293.
3.    Davis, A. M., Katok, E., & Santamaría, N. (2014). Push, pull, or both? A behavioral study of how the allocation of inventory risk affects channel efficiency. Management Science, 60(11), 2666-2683.
4.    Forbes Insights. (2018). Logistics 4.0: How IoT Is Transforming The Supply Chain. Forbes. Available at https://www.forbes.com/sites/insights-inteliot/2018/06/14/logistics-4-0-how-iot-is-transforming-the-supply-chain/#286167a9880f (last accessed on 22 April 2019).
5.    Gammelgaard, B. (2019). Congratulations to IJLM on its first 30 years. The International Journal of Logistics Management, 30(1), 2-7.
6.    Liao-Troth, S., Thomas, S., & Fawcett, S. E. (2012). Twenty years of IJLM: evolution in research. The International Journal of Logistics Management, 23(1), 4-30.
7.    Petrović, G. S., Madić, M., & Antucheviciene, J. (2018). An approach for robust decision making rule generation: Solving transport and logistics decision making problems. Expert Systems with Applications, 106, 263-276.
8.    Soman, C. A., Van Donk, D. P., & Gaalman, G. (2004). Combined make-to-order and make-to-stock in a food production system. International Journal of Production Economics, 90(2), 223-235.
9.    Van Donk, D. P. (2001). Make to stock or make to order: The decoupling point in the food processing industries. International Journal of Production Economics, 69(3), 297-306.
10.    Walters, D. (1999). The implications of shareholder value planning and management for logistics decision making. International Journal of Physical Distribution & Logistics Management, 29(4), 240-258.
11.    Wanke, P. F., & Zinn, W. (2004). Strategic logistics decision making. International Journal of physical distribution & logistics management, 34(6), 466-478.
12.    Zinn, W., Levy, M., & Bowersox, D. J. (1989). Measuring The Effect OF Inventory Centralization/Decentrali. Journal of Business Logistics, 10(1), 1.


Guest Editors Biography:


Dr Vijay Pereira is Associate Professor at Khalifa University, Abu Dhabi, UAE. He was formerly the Associate Dean of Research and Associate Professor of Strategic and International HRM at the Australian University of Wollongong in Dubai, UAE. He is the Associate Editor (Strategic Management and Organization Behaviour), Journal of Business Research. Dr Pereira is a visiting scholar at Manchester and Portsmouth Universities, UK. He has experience and expertise in consulting, industry and academia, globally. Dr Pereira has a track record of attracting funding and has published widely, in over 100 outlets, including in leading international journals such as the HRM US, Journal of World Business, International Journal of HRM, Journal of Business Research, HRM Review, Journal of International Management, and International Journal of Production Research, among others. He is currently on the editorial and advisory board for the journals Production and Operations Management (Listed in Financial Times), International Journal of HRM, Asia Pacific Journal of Management, Asian Business & Management Journal and South Asian History and Culture.

Dr Gopalakrishnan Narayanamurthy
is a Lecturer in the Department of Operations and Supply Chain Management at the University of Liverpool Management School, UK. He completed his doctoral studies from Indian Institute of Management Kozhikode, India and postdoctoral studies from University of St.Gallen, Switzerland. During his doctoral studies, Gopal has been a Fulbright-Nehru Doctoral Research Fellow at Carlson School of Management, University of Minnesota. He is an external research partner at India Competence Centre, University of St.Gallen and a visiting faculty at LM Thapar School of Management, India. He researches in the area of transformative service research, sharing economy, healthcare operations management, operational excellence, digitization and decision intelligence. His research has been accepted for publication in Journal of Service Research, International Journal of Operations and Production Management, Journal of Business Ethics, International Journal of Production Economics, Technological Forecasting and Social Change, and Computers & Operations Research among others.

Prof Alessio Ishizaka is Professor in Decision Analysis and research lead at the Portsmouth Business School of the University of Portsmouth. He received his PhD from the University of Basel (Switzerland). He worked successively for the University of Exeter (UK), University of York (UK) and Audencia Grande Ecole de Management Nantes (France). He has been visiting professor at the Politecnico di Torino, Università degli Studi di Trento, INSA Strasbourg, Université de Lorraine, Universität Mannheim, Università degli Studi di Modena e Reggio Emilia, Universität der Bundeswehr Hamburg, Université d’Aix-Marseille, Università degli Studi di Torino, Università degli Studi della Tuscia and Università degli Studi di Padova. His research is in the area of decision analysis, where he has published more than 80 papers. He is regularly involved in large European funded projects. He has been the chair, co-organiser and guest speaker of several conferences on this topic. Alongside his academic activities, he acts as a consultant for companies in helping them to take better decisions.  He has written the key textbook Multicriteria Decision Analysis: methods and software.

Dr Noura Yassine is an Associate Professor of Applied Mathematics at the Mathematics and Computer Science Department, Faculty of Science, Beirut Arab University. She was awarded a PhD in Applied Mathematics from the Beirut Arab University. Her research areas include inventory and production management, operations research, probability theory and applied statistics. She has published more than 20 papers in peer reviewed international journals and conference proceedings. She has participated and presented research studies in numerous international conferences. Moreover, she served as a Statistical Consultant/Data Analyst for academic and non-academic projects including the UNDP Project No. LEB/CO RFP/60/16.