The effect on supply chains of the formation of alternate structured/synergistic logistics networks

Abstract

This thesis was undertaken to explore and analyse the potential effect on New Zealand’s supply chain of the formation of alternate synergistic logistics networks from a New Zealand perspective. In an attempt to create a more efficient and effective supply chain, a significant New Zealand company formed a logistics company partnership with a collaborative cooperative company. In response to this strategic move another large New Zealand exporter established an alternative supply chain structure. This study provided a unique opportunity to investigate mid-channel horizontal and vertical collaboration in New Zealand. This study gives smaller importers and exporters insight for bettering positioning to create value in their own supply chain if they adopt the same concepts. This research takes a multiple discipline approach with a qualitative case study structure. It utilises value network analysis, a network approach and a resource based view approach as a framework to explain the new landscape that exporters and importers now face to compete globally. The purpose of the case study was to collect and interpret the reaction by providers, producers and exporters to the formation of the logistics company. Also to understand how and why they may or may not react and analyse the possible future effects. The research will look for and highlight any trends and forces as a guide for producers and exporters for future positioning in the supply chain to create value. This study finds that there has been a significant change through the formation of the new logistics company. These changes include altering seaside links with global carriers and landside transportation links on road, rail and land. Critical infrastructure development and land use planning in regions around the country had a direct relationship to the network strategies employed to create change. The utilisation of competitive positioning and relational commitment, when applied to the concept of network strategies, appears to create value and enhance competitive advantage on a global scale. The limitation of the research was the small pool of New Zealand interviewees.