바로가기메뉴

본문 바로가기 주메뉴 바로가기

logo

Studies on Corporate Value of International Physical Distribution

The Journal of Distribution Science / The Journal of Distribution Science, (P)1738-3110; (E)2093-7717
2019, v.17 no.10, pp.115-123
https://doi.org/https://doi.org/10.15722/jds.17.10.201910.115
KIM, Jin-Hwan

Abstract

Purpose - The purpose of paper is to examine into corporate value of international physical distribution, which is closely related with company that is running business based on competitive power. It is good for company to gain a competitiveness throughout activities from international physical distribution, then it increases corporate value after all. Then it will be looked at how international physical distribution can influence competitiveness of company in terms of corporate value. Research design, data, and methodology - The research method to be described is first to identify concept of international physical distribution theoretically, including characteristics and structure, and then to review corporate value of international physical distribution to make company be competitive. As far as general landscape of international logistics is concerned, it is investigated into function and role of service provider, user and market situations. However, it is well proved that current market of international physical distribution is stable and bright, which means it is possible to take foreseeable future as well. Then company can share with corporate value of international physical distribution provided from logistics service provider. Results - To achieve corporate value throughout process of international physical distribution is strongly connected with competitive status of logistics service providers, those are carriers and infrastructures, and third party logistics providers. Especially in order to inquire into competitive aspects of international physical distribution in this paper, it is focused on trade volumes and overcapacity of global shipping market. Unlike it is used to be, more optimistic and positive situation has been shown since 5 years ago from the year of 2018, which means carriers make a business well, leading company to be more competitive. Conclusions - Corporate value of company in terms of international physical distribution is closely involved with competitive situations in the physically distribution, especially shipping market, which service providers can paly a key role in this regards. It can be estimated that the more market of international physical distribution works, the more competitiveness of companies increases. Ocean carriers in shipping market of international physical distribution are doing actively business well, and the corporate value can be materialized in favor of company.

keywords
International Physical Distribution, International Logistics, Corporate Value, Supply, Demand

Reference

1.

Chapman, R., Soosay, C., & Kandampully, J. (2002). Innovation in logistic services and the new business model: A conceptual framework. Managing Service Quality Journal, 12(6), 358–371.

2.

Durvasula, S., Lysonski, S., & Mehta, S. C. (2006). Competitive positioning in International logistics:Identifying a system of attributes through neural networks and decision trees. Journal of Global Marketing, 20(1), 75-89.

3.

Ellram, L. M. (1992). Partners in international alliances. Journal of Business Logistics, 13(1), 1-25.

4.

Fusillo, M. (2013). The Stability of market shares in liner shipping. Review of Industrial Organization, 42(1), 85-106.

5.

Harlaftis, G., & Kostelenos, G. (2012). International shipping and national economic growth: Shipping earnings and the Greek economy in the nineteenth century. Economic History Review, 65(4), 1403-1427.

6.

Harlaftis, G., & Theotokas, J. (2004). European family firms in international business: British and Greek tramp-shipping firms. Business History, 46(2), 219-255.

7.

Leenders, M. R., & Nollett, J. (1984). The Gray zone in make or buy. Journal of Purchasing and Materials Management, 13(3), 10-15.

8.

Lu, C. S. (2004). An Evaluation of logistics services'requirements of international distribution centers in Taiwan. Transportation Journal (American Society of Transportation & Logistics Inc), 43(4), 53-66.

9.

Stank, T. P., & Maltz, A. B. (1996). Some proposition on the third party choice: Domestic vs. international logistics providers. Journal of Marketing Theory &Practice, 4(2), 45-54.

10.

Świtała, M., Cichosz, M., & Trzęsiok, J. (2009). How to achieve customer satisfaction ? Perspective of logistics outsourcing performance. LogForum, 15(1), 39-51.

11.

UNCTAD (2019). Review of Maritime Transport 2018. United Nations, (UNCTAD/ RMT/2018), 13-24.

12.

Viederyte, R. (2016). Organizational and process innovations in international logistics companies: The relevance and expected benefits. Regional formation and development studies, 20(3), 134-146.

13.

Weijers, S., Glöckner, H., & Pieters, R. (2012). Logistic service providers and sustainable physical distribution. LogForum, 8(2), 157-165.

14.

Wood, D. F., Barone, A., Murphy, P., & Wardlow, D. L. (1995). Logistics of Export Product Movement. International Logistics, 1, 288-308.

The Journal of Distribution Science