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We take the title of this paper as the starting point to critically analyze and evaluate key factors in "e-supply chain strategies" as they apply to the specific case of UPS (United Parcel Service). By mapping what UPS has done in this domain to different authors' interpretations of what must be considered for e-logistic strategies which emphasize e-fulfillment, e-procurement and e-transport, we determine what UPS has accomplished according to existing models.
Supply chain management has been defined as the integration of key business processes, from raw-material suppliers through end users, that provide products, services, and information that add value for customers and other stakeholders (Lambert 1996).
Whereas supply chain management is relatively straightforward to define, e-logistics inspires varying definitions. E-logistics can be defined to be the mechanism of automating logistics processes and providing an integrated, end-to-end fulfillment and supply chain management services to the players of logistics processes. Those logistics processes that are automated by e-logistics provide supply chain visibility and can be part of existing e-Commerce or Workflow systems in an enterprise (Zhang 2008).
On the other hand, in a commercial manifestation, UPS presents its e-Logistics service as the hosting of a virtual logistics department for other companies that then present this capability as their own, but leave UPS to run and manage it (Levy 2008). ...
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