In China, there is no integrated and effective reverse logistics system for disposing e-waste. Considering from the perspective of a specific region, this paper presents a multi-factor model to analyze how regional factors, including government, economy, technology, consumer, infrastructure and geographical factors, act on a reverse logistics system and to find out which is the decisive factor. Based on the regional factor analysis and combined with China's situation on e-waste disposing entities, modularized management is applied to organize a reverse logistics system in Shao Guan, Guang Dong province of China
Reverse logistics has become an important entity in the US economy. Nonetheless, many companies are not capable of or are unwilling to enter the reverse logistics market. Such reluctance appears to be attributed to lack of knowledge of reverse logistics. This paper reviews current industry practices in reverse logistics. Specifically, we examine the issues and processes that an organization has to address to engage in the reverse logistics business. A reverse logistics decision-making model is developed to guide the process of examining the feasibility of implementing reverse logistics in third-party providers such as transportation companies. The purpose of this model is to help those companies who would like to pursue reverse logistics as a new market. A field study was conducted with a larger US transportation company to validate the proposed model.
Innovation within logistics organizations does not occur in isolation. Most innovation occurs in response to environmental factors outside the direct control of management. Factors such as the location of the organizations, the available technologies, the accessibility of knowledge and globalization can all have an impact on how a business responds in innovative ways that ensure it can remain competitive. The logistics function is increasing in its strategic importance as more and more firms in developed economies such as Singapore and Australia are forced to complete globally to survive. In such a dynamic environment, logistics business must innovate; and to benefit from innovative technologies, systems, processes and practices they must consider the external contingencies that will have the greatest impact on the business operation. This paper provides important lessons from managers in logistics organisations in Australia and Singapore; and demonstrates how contingent factors can affect how firms differ in their strategies and capacities to innovate.