| Budget Amount *help |
¥5,070,000 (Direct Cost: ¥3,900,000、Indirect Cost: ¥1,170,000)
Fiscal Year 2014: ¥1,820,000 (Direct Cost: ¥1,400,000、Indirect Cost: ¥420,000)
Fiscal Year 2013: ¥1,170,000 (Direct Cost: ¥900,000、Indirect Cost: ¥270,000)
Fiscal Year 2012: ¥2,080,000 (Direct Cost: ¥1,600,000、Indirect Cost: ¥480,000)
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| Outline of Final Research Achievements |
In this study, the mechanism of logistics strategy's formation in emerging markets has been focused. In the previous research, there was a common framework on the typology of logistics strategy that consists of two strategic orientations, cost efficiency and customer responsiveness. Through my case-based studies, we determined that the common framework addressed in previous studies was not suitable for emerging markets. I find that establishing logistics capacity was the main strategic focus for accommodating rapid growth of manufacturing and sales. Then, to build a new typology framework for logistics strategy in emerging markets, we examine cases in China by using within-case and cross-case analysis. From this analysis, we conceptualize two types of logistics strategy decided by different patterns of logistics knowledge formulation and accumulation. One is the internal functional strengthening and integration strategy; the other is the external cooperation and collaboration strategy.
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