th International Conference on Transportation and … Co. Ltd., Thailand “Yoshio TAKEUCHI and...

The 5th

International Conference on Transportation and

Logistics (T–LOG)

Towards Seamless Transportation and Logistics Connectivity

July 28–30, 2014, Bangkok, Thailand

http://www.tri.chula.ac.th/tlog2014/tlog2014.php

Welcome to Bangkok, Thailand and the Fifth International Conference on Transportation and

Logistics.

The International Conference on Transportation and Logistics (T–LOG) has been the forum for

researchers and practitioners to present their research findings and to share their knowledge in the

areas of international, inter-regional, and city logistics. The conference participants consist of

individuals representing multiple disciplines and organizations actively involved in transportation

logistics. The conference offers an excellent opportunity for participants to establish long-lasting

collaboration with their peers working in the field of transportation logistics.

In the light of rapid development of globalization, national economies have now encountered much

more intense competition than ever before. Each economy is required to devise efficient and

effective strategy to smooth the process of integration into global market in order to fully seize the

opportunities and reap the benefits of globalization. The progressive facilitation of trade and

enhancement of transportation and logistics connectivity across borders have been widely regarded

as the critical factors in enabling countries to successfully integrate their economies into the

international market. Our conference addresses the main issues and challenges faced in developing

physical transportation infrastructure, transportation and logistics services along with trade and

transportation facilitation which will eventually bring about seamless movement of goods in all

transportation modes.

On behalf of the T-LOG 2014 co-organizing Committee, We sincerely welcome your participation

and wish you a pleasant and enjoyable stay in Bangkok.

Prof.Dr. Bundhit Eua-arporn

Dean,

Faculty of Engineering,

Chulalongkorn University

Asst.Prof. Dr. Chackrit Duangpatra

Director,

Transportation Institute,


Asst.Prof. Dr. Mana Chaowarat

Dean,

Faculty of Logistics,

Burapha University

http://www.eng.chula.ac.th/en

Program

The 5th

International Conference on Transportation and Logistics (T–LOG 2014)

July 28 – 30, 2014

Bangkok, Thailand

Hosted by Transportation Institute, Chulalongkorn University, Faculty of Engineering,

Chulalongkorn University and Faculty of Logistics, Burapha University

Day 1 : Monday 28 July, 2014 (Venue: Mandarin Hotel, Bangkok)

08:00 – 09:00 Registration

09:00 – 09:15 Opening Ceremony

Welcome Address by

Prof. Pirom Kamolratanakul, M.D., President of Chulalongkorn University

Prof. Sompol Pongthai,MD., President of Burapa Universtiy

Prof. Tien Fang FWA, T–LOG Network International Steering Committee

09:15 – 10:45 Keynote Session

“AEC Transport and Logistics Integration Beyond 2015”

By Mr. Arkhom Termpittayapisith, Secretary General, Office of the

National Economic and Social Development, Thailand

“Doing Logistics Business in Asian Region: Challenges and Opportunities”

By Mr. Udorn Kongkakate, Sales & Marketing Director, SCG Logistics

Management Co. Ltd., Thailand

“Yoshio TAKEUCHI and Japanese International Cooperation in the Logistics

Field”

By Mr. Mitsuhiko Okada, President of The Overseas Coastal Area

Development Institute of Japan

10:45 – 11:00 Coffee Break

11:00 – 12:15 Panel Discussion on “ASEAN economic integration and cooperation with

neighbor regions: from the logistics view”

Panelists: Prof. Cheng Min FENG (Taiwan)

Prof. Tien Fang FWA (Singapore)

Mr. Yukihiro KOIZUMI (Japan)

Dr. Tai Hyeong LEE (Korea)

Prof. Lixin MIAO (China)

Prof. Togar SIMATUPANG (Indonesia)

Prof.Dr. Porpan VACHAJITPAN (Thailand)

Moderator: Prof. Dr. Chackrit Duangphastra

12:15 – 13:30 Lunch

13:30 – 15:10 Break out session (Green Logistics/Logistics&Values/Aviation Logistics)


15:30 – 17:10 Break out session (Heavy Cargo Transport/Crossborder Transport&Trade/

Logistics&Industry)

http://www.eng.chula.ac.th/en

18:00 – 20:00 Welcome Dinner Party

Day 2 : Tuesday 29 July, 2014 (Venue: Mandarin Hotel, Bangkok)

08:30 – 10.10 Break out session (Logistics Policy/City Logistics)


10:30 – 12:10 Break out session (Maritime Logistics/Inventory&Supply Chain)

12:10 – 13:30 Lunch

13:30 – 14.50 Break out session (Terminal Operations/Logistics&Data)

14.50 – 15:10 Coffee Break

15:10 – 16:30 Break out session (Intermodal&Rail Transport/Logistics in each Industry)

16:30 – 17:00 Paper Award and Closing Ceremony

Day 3 : Wednesday 30 July, 2014 (Meet at the lobby of Mandarin Hotel)

07:00 – 17:00 Route 1: Container Terminal, Dry Bulk Terminal and Shipyard (Lamchabang,

Chonburi)

07:00 – 18:00 Route 2 : Thailand–Cambodia Cross–border Trade and Transport

(Aranyaprathet, Sakao)

Detail Program

The 5th

International Conference on Transportation and Logistics (T–LOG 2014)

July 28 – 30, 2014

Bangkok, Thailand

Paper/Presentation Title Authors Affiliation

Day 1 (July 28, Mon.) 13:30-15:10

ROOM A: Green Logistics/Logistics Environment (Chair: Seung-Bum AHN)

A9 Food Miles, Carbon Emissions and International Grain Logistics

– The Case of China Jingci XIE Shandong University

P17

Estimation of Cost and CO2 Emission with Green Supply Chain

of Automobile Manufactures in Thailand and Surrounding

Countries

Kumiko NAKAMICHI,

Shinya HANAOKA,

Yuhki KAWAHARA

Tokyo Institute of Technology

A74 Waste Analysis of Delivering Materials to Construction Sites Sompong SIRISOPONSILP,

Sakulsak YARTFOONG Chulalongkorn University

A57 Energy Saving for Reefer Container by Installation of Roof Shade Takeshi SHINODA, Arif BUDIYANTO, Yuta TOYONAGA

Kyushu University

A25 Evaluation of the Transport Environment of Land Transport in

Asia

Daisuke WATANABE, Ryuta TAKASHIMA, Daisuke MOMOTA, Hajime MATSUI

Tokyo University of Marine Science and

Technology

ROOM B: Logistics and Value (Chair: Hidekazu ITO)

A33 Measuring the Value of Time in Freight Transportation

Se-il MUN,

Yoko KONISHI,

Yoshihiko NISHIYAMA,

Ji-eun SUNG

Kyoto University

A31 A Statistical Study on International Commodity Value-Weight

Trends Ghim Ping ONG, Weng Sut SOU

National University of Singapore


A66 The Emergence of Value Chain Thinking Togar M.SIMATUPANG, Pairach PIBOONRUNGROJ, Sharon J. WILLIAMS

Bandung Institute of Technology

A55 Can E–Freight Marketplaces Be Successful? Fifteen Years of

Experience from Australia

Kim HASSALL,

Karyn WELSH University of Melbourne

A10

Freight Transport Network Design and Interdiction with Supply

Chain Network Equilibrium Constraints for Cocoa Transport in

Sulawesi

Zukhruf FEBRI,

Eiichi TANIGUCHI,

Tadashi YAMADA

Kyoto University

ROOM C: Aviation Logistics (Chair: Kuancheng HUANG)

A12 The Air Cargo Hub Competition and Network Design Mikio TAKEBAYASHI Kobe University

A49

Rescheduling Timetable of Cargo Flights to Enhance Apron and

Runway Operation Efficiency of Taiwan Taoyuan International

Airport

Sui-Ling LI National Penghu University of Science and

Technology

A51 Measuring Connectivity Performance of Cargo Transshipments

for Taiwan Taoyuan International Airport Sui-Ling LI

National Penghu University of Science and

Technology

P2 Advanced Transportation of Air Cargo Industry Tetsuya TAKIMOTO Kobe University (Nankai Express Co Ltd)

A42 Space Guideline for a Humanitarian Logistics Base in an Airport Sunkyung CHOI, Shinya HANAOKA

Tokyo Institute of Technology

Day 1 (July 28, Mon.) 15:30-17:10

ROOM A: Heavy Cargo Transport (Chair: Kim HASSALL)

P24 Application of the Service R&D Concept to the Logistics

Technology R&D Policy in Korea

Hong-Seung ROH,

HUR Sung-Ho,

Jang So-YOUNG

The Korea Transport Institute

A11 Mitigation for Traffic Congestion of Container Terminal Gates by

Utilizing a Smartphone-based Location Information

Masaharu SHINOHARA,

Junji NISHIDA Osaka Port Corporation (OPC)


A69 A New Concept of Off-Dock Container Traffic Control for

Heavily Congested Ports

Ichio MOTONO, Masahiko FURUICHI, Hiroshi KIMOTO,

Satoshi SUZUKI

The Overseas Coastal Area Development

Institute of Japan (OCDI)

A32 The New Policy for Highway Maintenance Introducing the Check

Point: Focusing on the Extra Large and Overloaded Vehicles Takaaki IMAIZUMI, Eiji HATO

University of Tokyo

A5

Carrying Capacity Order of Rail and Shipping Services for

Automobile Distribution with Uncertain Shipment Demand

Qiang MENG, Shuaian WANG, Xiuling HEI


ROOM B: Crossborder Transport and Trade (Chair: Ghim Ping ONG)

P19

Is the Quality a Country's Logisitics Contagious to its Major

Trading Partners? A Perspective from Global Supply Chain

Management

Kun-Feng WU,

Andi CAKRAVASTIA,

Misbakhul ANAM

National Chiao Tung University

P20 Using Cross-Border Transportation and Infrastructure Index to

Determine Special Economic Zone Suitability in Thailand

Jittichai RUDJANAKANOKNAD,

Chanikan VONGSMAENTHEP Chulalongkorn University

P15 JICA's Cooperation to Realize Smooth Connectivity in Southern

Mekong Region

Yukihiro KOIZUMI

Japan International Cooperation Agency

(JICA)

P9 Port Selection and Land/River Transportation Choices in

Cambodia

Sumio SUZUKI,

Takashi SHIMADA,

Masaaki GOSHIMA

Ides Inc. (International development &

environment systems)

A53 Intermodal freight simulation in Southern Mekong Region: Route

choice model for international container shipping

Ryuichi SHIBASAKI,

Masaru SUZUKI,

Tatsuyuki SHISHIDO


Institute of Japan (OCDI )

ROOM C: Logistics and Industries (Chair: Qingqing XU)

A83 A Quantitative Model for Evaluating the Competitiveness of

Industrial Parks: A Case Study in Indonesia

Ming-Jong YAO,

SUPRAYOGI,

Achmad TAUFK


A37 An Impact Analysis of Logistics Accessibility Improvements on

the Productivity of Manufacturing Sectors Hidekazu ITOH Kwansei Gakuin University

mailto:[email protected]


A21

A Mixed-Method Study on the Assessment of Maritime Logistics

Service Quality: The Comparison of Perceptions between

Logistics Service Providers and Customers in Myanmar Maritime

Transport Industry

Swe Swe ZIN,

Sarawut LUKSANATO,

Mana CHAOWARAT

Burapha University

A81 The Assessment of Potential in Supply Chain Management and

Logistics in the Gem and Jewelry Industry of Thailand

Siripong JUNGTHAWAN,

Somphon THUNGWHA,

Walailak ATTHIRAWONG,

Wanchai LEELAKAWEEWONG

Ramkhamhaeng University

A75 A Reference Model of the Distribution Center in Hospital Supply

Chain

Aangkana LEELAKULKIETCHAI,

Vithaya SUHARITDAMRONG

King Mongkut's Institute of Technology

Ladkrabang

Day 2 (July 29, Tue.) 8:30-10:10

ROOM A: Logistics Policy (Chair: Jittichai RUDJANAKANOKNAD)

P14 The Oversea Development of Logistic Company and Public

Policy in Korea Taihyeong LEE The Korea Transport Institute

A17 Viet Nam Port Policy Study – Vision ASEAN Economic

Community 2015

Tam Thi Anh TRAN,

Mikio TAKEBAYASHI Kobe University

P21 Revitalization and Port Master Plan (case study: Port

Bagansiapiapi) R. Didin KUSDIAN University of Sangga Buana

A59 ASEAN Community and Maritime Safety Laws Matthaya YUVAMIT Burapha University

P25 Thailand Sea Freight and the cargo container X-ray Inspection to

the United States Sunanta CHAROENPANYAYING Chulalongkorn University

ROOM B: City Logistics (Chair: Yuki NAKAMURA)

A16 Hybrid Genetic Algorithms for Two-Echelon Capacitated Vehicle

Routing Problem for Evaluating City Logistics Systems

Eiichi TANIGUCHI, Manasanan TITAPUNYAPAT, Ali Gul QURESHI

Kyoto University

A29 A Study on the Application Proposals of Building Logistics

Collaboration in the city

Jin-Hee PARK,

Min-gyu LEE Korea Maritime and Ocean University

Siripong Jungthawan

Highlight


A65 A Behavioral Multi Agent Model for Collaborative

Transportation Management (CTM)

Togar M.SIMATUPANG, Liane OKDINAWATI, Yos SUNITIYOSO

Bandung Institute of Technology

A50 A Reinforcement Learning (RL) Approach for Freight Forwarder

Pricing Strategy Design

Han QIN,

Weng Tat CHAN National University of Singapore (NUS)

A46 Mobile Facility Routing Problem with Service-time-related

demands

Mingyao QI,

Wenwei RAO Tsinghua University

Day 2 (July 29, Tue.) 10:30-12:10

ROOM A: Maritime Logistics (Chair: LT Sarawut Luksanato RTN)

A8 Possible Mobilization of Ferry Boats for Facilitating Seamless

Logistics at the Disaster Area

Kenji ONO, Jun TATSUMI, Takeyoshi NAKAO

Kyoto University

P11 Assessment of Ports and RoRo Connections in Southwestern

Mindanao

Riches BACERO

Mapúa Institute of Technology

A6 Ship Size Estimation of World Container Route by Modeling

Cascading Effect

Yasuhiro AKAKURA, Motohisa ABE, Yasuho KANNAMI

Kyoto University

P1 Assessment of Operational Performance of ASEAN Container

Ports

T. F. FWA,

Hiroyuki NISHIJIMA

Longjia CHU


P12

Economic Advantage/Disadvantage of Oversea Transshipment:

Case of Japan-North American Container Cargo Transport

Market

Jun KIMATA,

Makoto CHOJI

Mikio TAKEBAYASHI

Chuo Fukken Consultants Co.,Ltd

ROOM B: Inventry Management/Supply Chain (Chair: Mingyao QI)

A45 StokPN- Based Large Scale Multi-item Multi-echelon Inventory

System Modeling and Simulation

Qingqing XU, Yiqiang XIONG, Zhipeng YIN, Lixin MIAO

Tsinghua University


A41 A Study on Selection of Order-picking Directive Methods and

Equipment Based on Order-Data

Shengjie KE,

Hisayuki KUROKAWA

Tokyo University of Marine Science and

Technology

A1 Designing Supply Chain Key Performance Measurement Using

SCOR (A Case Study at Feedmill Industry)

Revi AGUSTIAN,

Elisa KUSRINI Islamic University of Indonesia

A58 A Resource-Dependence and Resource-Based Perspectives of

Supply Chain Collaboration Mohammad Asif SALAM King Abdulaziz University

P23 Logistics Process Re-Engineering Qurtubi ABDULLAH,

Parkhan ALI Islamic University of Indonesia

Day 2 (July 29, Tue.) 13:30-14:50

ROOM A: Terminal Operation (Chair: Daisuke WATANABE)

A30 An Exploratory Study on Ship Dwell Time in International Ports Ghim Ping ONG, Lu YIN


A44 A Berth Template Design Model and its Application to Jakarta

International Container Terminal

Kuancheng HUANG,

Suprayogi, Ariantini


A13 Study on Efficiency Measurement Technique for Container

Handling Equipment – Application to Hybrid Straddle Carrier. Putu HANGGA, Takeshi SHINODA

Kyushu University

P13 Verification of Container Weight

Eiji HASEBE,

Sumumu KIMURA,

Koichi OHTAKA


Institute of Japan (OCDI)

ROOM B: Logistics and Data (Chair: Kasem CHOOCHARUKUL)

A71 Development of Geo-spatial Database for Thailand and Myanmar

Cross-border Trade and Transport Sumalee SUKDANONT Chulalongkorn University

A26

Database Development of Cargo Traffic Volumes at Border

Crossing Points Incorporating Data Reliability Analysis in

Central Asia

Keitaro TANAKA,

Hironori KATO Satoshi TANABE, Ryuichi SHIBASAKI

The University of Tokyo


P26 Regional Location Analysis of Logistics Center using GIS in

Korea

Jin Hee PARK,

Woo Seok PARK Korea Maritime and Ocean University

P18 Analysis of The Influence of Social, Economic, and Infrastructure

Factors on Country Logistics Performance

Kun-Feng WU,

Andi CAKRAVASTIA,

Murboyudo JOYOSUYONO


Day 2 (July 29, Tue.) 15:10-16:30

ROOM A: Intermodal and Rail Transport (Chair: Ming-Jong YAO)

A23

Mixed Hub-and-Spoke and Point-to-Point Intermodal Freight

Network Design using Lagrangian Relaxation with Application to

the Philippines

Anita ODCHIMAR, Shinya HANAOKA Tokyo Institute of Technology

A73 Business Model Development of Freight Railway

Wirania SWASTY, Mohammad HAMSAL, Togar SIMATUPANG

School of Business and Management

A60 Impacts of Border-Crossing Service Improvement on Regional

Economy and Trade: Case Study in Central Asia

Satoshi TANABE, Ryuichi SHIBASAKI, Keitaro TANAKA, Hironori KATO

The University of Tokyo

ROOM B: Logistics in each industry (Chair: Liane OKDINAWATI)

A43 The Supply and Demand Analysis of China's Express Industry

under E-retail

Qingqing XU, Yuping LIN, Lixin MIAO

Tsinghua University

P7 Critical Factors Impacting Cold Chain Vulnerability: A Case of

Fresh Food at Convenience Stores

Cheng Min FENG,

Cheng-Hsien HSIEH National Chiao Tung University

A86 Improving Raw Milk Logistics System in a Diary Cooperative Natthakrita WICHEANPAISAN, Oran KITTITHREERAPRONCHAI


A35 Similarity Coefficient for Clusters of Leather Industry:

Case Study in Indonesia

Hui-Chih HUNG,

Anas MA’RUF,

Devi JAYAWATI


Technical Tours Program

The 5th International Conference on Transportation and Logistics (T–LOG 2014)

--------------------

Date: Wednesday 30th

July, 2014

Dress Code: Smart Casual with comfortable shoes

Route 1 Container Terminal, Dry Bulk Terminal and Shipyard

Route 2 Thailand–Cambodia Cross–border Trade and Transport

Registration is required.

Admission of each route is limited at 30 persons and is on a first come, first served basis. Please

register as soon as possible.

Route 1: International Ports and Shipyard

Venue: International ports and shipyard in the Eastern Board of Thailand

Time Schedule

07.00 – 08.00 Guests Gathering

08.00 – 09.30 Proceeding to Leamchabang Port

09.30 – 10.30 Container terminal B4 (TIPS)

10.30 – 11.00 Proceeding to shipyard

11.00 – 12.00 Unithai Shipyard

12.00 – 13.30 Lunch

13.30 – 14.00 Proceeding to the Dry bulk Terminal

13.30 – 15.00 Dry bulk terminal (Kerry Siam Seaport)

15.00 – 17.00 Return to the gathering place

Route 2: Thailand–Cambodia Cross–border Trade and Transport

Venue: The Klong Luek Permanent Crossing Point, Aranyaprathet Distric, Sa Kaeo Province.

Time Schedule

07.00 – 08.00 Guests Gathering

08.00 – 11.00 Proceeding to the visiting place

11.00 – 12.30 Lunch at Aran Mermaid Hotel

12.30 – 13.30 Presentation about Overview of Thailand–Cambodia Cross–border

Trade and Transport

13.30 – 15.00 Observation of cross–border trade and transportation at Klong Luek

Permanent Crossing Point

15.00 – 18.00 Return to the gathering place

Remark: The field trip is at the Thai side of the border only. We do not recommend you to enter

Cambodia side on you own because you may need VISA to Cambodia and Thai multiple–entry

VISA to cross back to Thailand.

T-LOG Network

Academic Members: Member Universities and Representatives

National University of Singapore (Founding Member): Prof. Tien Fang FWA

Tsinghua University (Founding Member): Prof. Lixin MIAO

University of Tokyo (Founding Member): Prof. Hitoshi IEDA

Bandung Institute of Technology: Prof. Togar SIMATUPANG

Beijing Jiaotong University: Prof. Yaoqiu WANG

Burapha University: Dr. Sarawut LUKSANATO

Chulalongkorn University: Dr. Sompong SIRISOPONSILP

Dalian Maritime University: Prof. Zhongzhen YANG

Kobe University: Prof. Akio IMAI

Korea Maritime and Ocean University: Prof. Jin Hee PARK

Kyoto University: Prof. Eiichi TANIGUCHI

Kyushu University: Prof. Takeshi SHINODA

Myanmar Maritime University: Dr. Myat LWIN

Nanjing University: Prof. Guohua CHEN

National Chiao Tung University: Prof. Cheng-Min FENG

National University of Laos: Ms. Pipong PHIMPHACHANH

The University of Melbourne: Prof. Russell THOMPSON

Tokyo Institute of Technology: Dr. Shinya HANAOKA

Tokyo University of Marine Science and Technology: Prof. Tetsuro HYODO

University of Indonesia: Prof. Sutanto SOEHODHO

University of technologi MARA: Dr. Harlina Suzana JAAFAR

Practical Members: Member Organizations

The Korean Transport Institute

Overseas Coastal Area Development Institute of Japan

National Institute for Land and Infrastructure Management, Japan

Railway Technical Research Institute, Japan

T-LOG International Scientific Committee

Dr. Qiang MENG (National University of Singapore)

Dr. Hong Seung ROH (The Korean Transport Institute)

Dr. Mikio TAKEBAYASHI (Kobe University)

Dr. Qingqing XU (Tsinghua University)

Dr. Kim HASSALL (University of Melbourne)

Dr. Kuancheng HUANG (National Chiao Tung University)

Dr. Manoj LOHATEPANONT (Chulalongkorn University)

Dr. Togar M. Simatupang (Bandung Institute of Technology)

Sponsors

SCG Logistics Management Company Limited

Tri Petch Isuzu Sales Company Limited

Port Authority of Thailand

PTT Polymer Logistics Company Limited

Unithai Shipyard and Engineering Ltd

Supporting Organization

Eastern Asia Society for Transportation Studies

Proceedings of T-LOG 2014

The Assessment of Potential in Supply Chain Management and Logistics in

the Gem and Jewelry Industry of Thailand

Siripong JUNGTHAWAN

MBA Student

Department of General Management,

Faculty of Business Administration,


Ramkhamhaeng Rd., Huamark, Bangkapi,

Bangkok 10240, Thailand.

Tel. +66(0)2-310-8000

Fax. +66(0)2-310-8022

M. +66(0)86-368-2805

E-mail: [email protected]

Somphon THUNGWHA

Associate Professor

Department of General Management,

Faculty of Business Administration,


Ramkhamhaeng Rd., Huamark, Bangkapi,

Bangkok 10240, Thailand.

Tel. +66(0)2-310-8000

Fax. +66(0)2-310-8022


Walailak ATTHIRAWONG

Associate Professor

Department of Statistics, Faculty of Science,

King Mongkut's Institute of Technology

Ladkrabang

Chalongkung Rd., Ladkrabang, Bangkok

10520, Thailand

Tel. +66(0)2-329-8000-99


Wanchai LEELAKAWEEWONG

Assistant Professor

Department of Industrial Engineering and

Management, Faculty of Engineering and

Industrial Technology, Silpakorn University

Rachamakha-nai Rd., Prapathomjedee

Muang, Nakhonpathom 73000, Thailand

Tel./Fax. +66(0)34-219-362


Abstract: This research investigated the assessment of potential in Supply Chain

Management and Logistics for Gem and Jewelry industry of Thailand, and compared the

potential based on set of variables, that were business account, size of enterprise, operational

period and channels of distribution. The survey approach refers to a group of Gem and

Jewelry industry. In this case, the response rate of the completed questionnaire is 70.89%.

The methods of survey data collection is Supply Chain Management and Logistics Scorecard

(SCMLSC). The result shows that four strategies of Supply Chain Management and Logistics

is low potential. In addition, the different of size of enterprise impact the potential of Supply

Chain Management and Logistics at statistically significant level of 0.05. However, 4

strategies of Supply Chain Management and Logistics are not different follow business

account, operation period and channels of distribution at statistically significant level of 0.05.

Key Words: Potential, Supply Chain Management and Logistics, Supply Chain Management

and Logistics Scorecard (SCMLSC), Gem and Jewelry industry, Thailand

1. INTRODUCTION

The gems and jewelry industry of Thailand, Custom Tariff no. 71 has ranked one of the top 5

highest value or 185,000 million Baht in Thai exported products. It has increased value of 7-

10%, which is important industry in economic system and social system. It could be said that

gems and jewelry industry is one of the main industries which is important to the national

economic development. Moreover, it can create employment to 1.3 million person and 718

factories have registered. It is expected that create value would increase 50-400 %

(Somboonwiwat et al., 2009), foreign interest to invest more than 1,000 million Baht per year

in this industry (Rikshasuta et al., 2006). Nowadays, we have challenged such as financial

crisis, Generalized System of Preferences (GSP), Non-Tariff Barrier (NTB), and

internationally incentive competitions. Moreover, United State of America, that faces the

financial crisis (Hamburger crisis), is an important importer. The gems and jewelry is most

expensive product, so it will be quite impact in the gems and jewelry industry.

The concept of Supply Chain Management and Logistics is synchronic operations form

sourcing to customer. Moreover, it creates unity; members are higher utilization, increases

higher competitiveness. In 2010 World Economic Forum (WEF) did ranks Thailand (Global

Competitive Index: GCI) in ranking 38 from 139 ranks (Decreased 2 ranks from 2009)

(Schwab, 2010). The development in Supply Chain Management and Logistics should be the

modern management tool, which operate enterprise to challenge the other. They have to know

the potential in Supply Chain Management and Logistics each other (Leelakaweewong et al.,

2009; Somboonwiwat et al., 2009; Sopadang et al., 2007; Yaibuathet et al., 2008). From these

reasons we focused on the potential of Gem and Jewelry Industry.

2. LITERATURE REVIEW

This part reviews literatures relate to Gem and Jewelry industry.

2.1 Supply Chain Management and Logistics in Thailand Wongwaisayawan and Sopadang (2007) studied to develop an effective of supply chain

of Gem and Jewelry industry in Changmai province and Lumpoon Province. The result shown

that sample group has the value of competency level more than all of the average of scoring

rubrics so return on sale (ROS) is positive value (high profit). On the other hand, the sample

group had some value of competency level less than the average of scoring rubrics so return

on sale (ROS) was negative value (low profit).

Sunarak et al. (2007) focused on the suitable factor in logistic field for Small and

Medium Enterprises (SMEs) in Thailand. They developed the authentic assessment in

Logistics Scorecard (LSC) of Tokyo Institute of Technology, Japan. This experiment consisted

of 5 scopes and 26 KPI and gathering data from 61 organizations. Moreover they proposed on

the factor in part of human resource.

Banomyong and Kritcharoen (2007) developed competency and performance of

medium enterprises for logistics management which this method was called as Logistics Audit

and Implementation Methodology. They found that the non-value added activities had 4-22%

and value added activities had 17-29%. Essential non-value added activity has the highest

proportion up to 50-74%, which is the result from fluctuations in various fields.

Banomyong et al., (2007a) proposed on the tool to measure the logistics performance

for SMEs in Thailand. Finally they created the standard operation procedure (SOP) for

measuring the logistics performance, the competency of organization and driving up SME’s

performance.

2.2 Global Supply Chain Management and Logistics Chow et al., (1994) studied the potential in logistics from international literature review

such as 1) International Journal of Logistic Management 2) International Journal of Physical

Distribution & Logistic Management and its predecessors 3) Journal of Business Logistics 4)

Logistics and Transportation Review and 5) Transportation Journal from 1982 to 1992 to

define and evaluate the performance of logistics systems demonstrate a great variety of "hard"

and "soft" performance measures depending on the focus of the study reported.

Schmitz and Platts (0224 )presented the managing the supply base is an important but

complex issue for automotive manufacturers. One of the instruments companies used in this

context is performance measurement. In this paper they proposed on a brief discussion of the

literature on inter-organization performance measurement and contrast existing concepts of

intra-organization performance measurement. Then, they presented indications from a study

of four vehicle manufacturers in Europe and one of it in German with regards to their

practices of supplier evaluation and present a conceptual framework identifying the functions

of performance measurement in this context.

Kauremma and Suzuki (2007) presented supply chain management that concerned with

system-level management of material and information flows. In this case study the tool was

called as the SCM Logistics Scorecard (LSC). This paper reported a study to compare firm-

level Finnish (53 organizations) and Japanese (290 organizations). Differences between the

data sets from the two countries were evaluated along with the observation that higher LSC

and LSC-based factor scores are mildly positively associated with some financial indicators.

However, Japanese companies gave higher evaluation to their logistics and supply chain

performance.

Shang and Marlow (2002) studied a survey of 1200 industrial factories in Taiwan, used

structural equation modeling to examine the relationships among logistics capabilities,

logistics performance, and financial performance. This result showed that information-based

capability was the most critical because it could impact on comparing capability, flexibility

and logistics performance. Moreover, information-based capability also indirectly impacts on

financial performance through logistics performance.

Fawcett and Cooper ( 8991 ) studied the logistics performance measurement that was

critical to the success of almost any organization. This research presented findings from a

longitudinal empirical study of logistics performance measurement practice. In addition to the

survey results, findings from executives over 100 interviews with leading companies

worldwide were discussed. The logistics activity was separate in to 5 parts: 1) asset

management 2) cost 3) customer service 4) productivity and (5) quality by using 40 KPIs (70-

185 points/KPI and full score as 200points). The results showed that the high potential

enterprises required superior process measurement both within the firm and across

organizational boundaries more than the low potential enterprises.

2.3 Integrative Research both Domestic and International From the literature review, the study in Supply Chain Management and Logistics of

Gem and Jewelry industry field has decreased significantly. On the contrary, most of people

interest in several industry. However, the study in Gem and Jewelry industry, including

fashion related in industry, can achieve in terms of strategy development and increasing the

potential of Thailand.

3. OBJECTIVE

The main objective for this paper is to assess the potential in Supply Chain Management and

Logistics of Gem and Jewelry industry in Thailand and compare the potential based on set of

variables. These variables using in this case are business account, size of enterprise,

operational period and channels of distribution.

4. SCOPE

This survey research study the potential in Supply Chain Management and Logistics of Gem

and Jewelry industry in Thailand, which is subset of the potential in organization (Chow et al.,

1994). The potential in Supply Chain Management and Logistics focuses on procurement,

inbound logistics, production/service, outbound logistics, after-sale service and customers

(Suharittdamrong and Ratanonchai, 2006), to develop an effective and productivity (Gleason

and Barnum, (8911 . Moreover, it concerns with customer satisfaction and business partners,

which related to sales growth, an affective for cost management (Arashida et al., 2004;

Kauremma and Suzuki, 2007), preservation of contract. Details of scope are as follows:

4.1 Population refers to the Gem and Jewelry industry in Bangkok, Thailand (Type

084XX).

4.2 Sample refers to enterprises in Bangkok.

4.3 Variables are divided into 2 types.

4.3.1 Independent Variable consists of

(1) Types of business: gold jewelry, silver jewelry and gold and silver jewelry

(2) Size of enterprise: small, medium and large

(3) Operational period: less than 20 years, between 20 to 40 years and more than

40 years.

(4) Channels of distribution: Exclusive distributor and Multi distribution.

4.3.2 Dependent Variable is the potential of Supply Chain Management and

Logistics for Gem and Jewelry industry based on Prof.Dr.Takao Enkawa’s concept (Enkawa,

2005) and Assoc.Prof.Dr.Apichat Sopadeng (Kauremma and Suzuki, 2007; Leelakaweewong

et al., 2009; Sopadang et al., 2007; Sunarak et al., 2007; Wongwaisayawan and Sopadang,

2007, Yaibuathet et al., 2008).

4.4 Data Collection Period were gathered during June 2009-March 2010

5. METHOD OF APPROACH

This paper is the survey research. Details of each step are as follows:

5.1 Population and Sample 5.1.1 Population: There are a total of 368 registered enterprise of Gem and

Jewelry industry (type 084XX), Bangkok where is the city of Thailand.

5.1.2 Sample: There are a total of 79 registered enterprise of Gem and Jewelry

industry with standard error of 0.10 (from Arithmetic Formula of Taro Yamane)

5.2 Research Tools a tool for evaluating is Supply Chain Management and Logistics Scorecard (SCMLSC)

with Cronbach's Alpha of 0.978

5.3 Sampling procedure This method bases on systematic probability sampling. Each interval of 4 samples is

presented below and then select the first sample by random.

i = Number of population/Number of sample (1)

if i = sampling interval

5.4 Data Collection A potential assessment can be completed by mail, face to face interviews with

entrepreneurs.

5.5 Data Analysis and Interpretation Statistical Package for the Social Sciences (SPSS) and hypothesis testing with 0.05 of

statistical significance are required.

5.6 Summarize the results and recommend for the further studies.

6. THE RESULTS

The completed questionnaires are 56 samples from 79 enterprises (or 70.89 percent) that are

separated into 3 parts as follow:

6.1 Preliminary Data of Organization

Table 1 Preliminary data of organization

Title n Percentage (%)

1. Preliminary data of organization (n=56)

Your job title:

Managing director (MD) / Executive Directors/Owner 29 51.79

Manager 23 41.07

Supervisor 2 3.57

Operation Staff 2 3.57

Total 56 100.00

2. Address: Office (District) Pranakorn, Pom prap sattru phai, Sampantawong, Dusit 2 3.57

Pathumwan, Bang rak, Sathorn, Wattana 18 32.14

Jatujak, Bang-sue, Phayathai, Dindaeng, Huai khwang, Ratchathewi 4 7.14

Klong toey, Bangkorlaem, Yannawa, Prakanong, Bang na 5 8.93

Thonburi, Bangkok yai, Klongsan, Bangkok noi, Bang pad 8 14.29

Phasi charoen, Chom thong, Ratchaburana 1 1.79

Bang khen, Lak si, Don mueang, Sai mai, Lad phrao 1 1.79

Bang kapi, Kunna yao, Wang thong lang, Bung kum, Saphan sung, Suan luang 3 5.36

Klongsamwa, Nong chok 1 1.79

Lad krabang, Minburi, Prawet 9 16.07

Thawiwatthana, Taling chan, Bang khae, Nongkham 2 3.57

Bang khun thian, Bang bon, Tung kru 2 3.57

Total 56 100.00

3. Address: Factory (District)

Pranakorn, Pom prap sattru phai, Sampantawong, Dusit 2 3.57






Bang khen, Lak si, Don mueang, Sai mai, Lad phrao 1 1.79

Bang kapi, Kunna yao, Wang thong lang, Bung kum, Saphan sung, Suan luang 3 5.36

Klongsamwa, Nong chok 1 1.79

http://www.thaicatholicbiz.com/v18/index.php/CBEG/%E0%B8%81%E0%B8%A3%E0%B8%A3%E0%B8%A1%E0%B8%81%E0%B8%B2%E0%B8%A3%E0%B8%9A%E0%B8%A3%E0%B8%B4%E0%B8%AB%E0%B8%B2%E0%B8%A3-Executive-Directors.html

http://www.facebook.com/pages/%E0%B8%A7%E0%B8%B1%E0%B8%94%E0%B8%A3%E0%B8%B2%E0%B8%8A%E0%B8%9A%E0%B8%B9%E0%B8%A3%E0%B8%93%E0%B8%B0-Wat-Ratchaburana/205927509431976

https://foursquare.com/v/srt-1015-lak-si-%E0%B8%AA%E0%B8%96%E0%B8%B2%E0%B8%99%E0%B8%A3%E0%B8%96%E0%B9%84%E0%B8%9F%E0%B8%AB%E0%B8%A5%E0%B8%81%E0%B8%AA/4bb1b527f964a520be9f3ce3

http://www.goodlandproperty.com/index.php?lay=show&ac=article&Id=538654444&Ntype=2

http://www.edtguide.com/KunnaYaoAreaOffice_84463

http://www.agoda.co.th/asia/thailand/wang_thong_lang.html

http://www.ebangkok.org/site.asp?id=8499

http://www.google.co.th/search?hl=th&pwst=1&biw=1366&bih=634&sa=X&ei=ibDATrGGItHQrQfqyeU6&sqi=2&ved=0CBgQvwUoAQ&q=%E0%B8%A1%E0%B8%B5%E0%B8%99%E0%B8%9A%E0%B8%B8%E0%B8%A3%E0%B8%B5+minburi&spell=1

http://www.annonce-recrutement.com/recherche-emploi.php?emploi=%3F%3F%3F%3F%3F%3F+%3F%3F%3F%3F%3F%3F+%3F%3F%3F%3F%3F%3F+%3F%3F%3F%3F%3F&lieu=Bang+Khun+Thian%2C+Bangkok







Table 1 Preliminary data of organization (cont.)


3. Address: Factory (District) (cont.)

Lad Krabang, Minburi, Prawet 9 16.07

Thawiwatthana, Taling chan, Bang khae, Nongkham 2 3.57

Bang khun thian, Bang bon, Tung kru 2 3.57

No answer 1 1.79

Total 56 100.00

4. Address: Shop (District)

Pranakorn, Pom Prap sattru phai, Sampantawong, Dusit 2 3.57






Bang khen, Lak si, Don mueang, Sai mai, Lad phrao

Bang Kapi, Kunna yao, Wang thong lang, Bung kum, Saphan sung, Suan luang 2 3.57

Lad krabang, Minburi, Prawet 2 3.57

No answer 25 44.64

Total 56 100.00

5. Business Account

Gold jewelry 12 21.43

Silver jewelry 17 30.36

Gold and silver jewelry 27 48.21

Total 56 100.00

6. Information of organization

Annual Sale (Million Bath)

Less than 20 3 5.36

20-40 1 1.79

41-60 1 1.79

80-100 1 1.79

No answer 50 89.29

Total 56 100.00

7. Number of employee

Less than 50 persons (small enterprises) 12 21.43

50-200 persons (medium enterprises) 39 69.64

More than 200 persons (large enterprises) 5 8.93

Total 56 100.00

8. Characteristic of business

Original Equipment Manufacturer (OEM) 6 10.71

Original Design Manufacturer (ODM) 1 1.79

Original Brand Manufacturer (OBM) 1 1.79

OEM and ODM 34 60.71

OEM and OBM 2 3.57

ODM and OBM 3 5.36

OEM, OBM and ODM 9 16.07

Total 56 100.00


http://www.annonce-recrutement.com/recherche-emploi.php?emploi=%3F%3F%3F%3F%3F%3F+%3F%3F%3F%3F%3F%3F+%3F%3F%3F%3F%3F%3F+%3F%3F%3F%3F%3F&lieu=Bang+Khun+Thian%2C+Bangkok








Table 1 Preliminary data of organization (cont.)


9. Type of customer

Upper class 2 3.57

Middle class 11 19.64

Lower class 2 3.57

Upper and middle class 20 35.71

Middle and lower class 10 17.86

Upper and lower class 7 12.50

Upper middle and lower class 4 7.14

Total 56 100.00

10. Period of business

Less than 20 years 36 64.29

20-40 years 18 32.14

More than 40 years 2 3.57

Total 56 100.00

11. Channel of distribution

Direct marketing channel 9 16.07

Indirect marketing channel 10 17.86

Retailing 7 12.50

Others 1 1.79

Multi distribution 29 51.79

Total 56 100.00

From table 1, the most of sample shows as follow:

- Position: managing director/executive directors/owner of 51.79%.

- Office’s location: Pathumwan, Bang rak, Sathorn, Wattana of 32.14%

- Shop’s location: Pathumwan, Bang rak, Sathorn, Wattana of 28.57%

- Type of business: the gold and silver jewelry of 48.21%,

- Annual sale: less than 20 million bath of 5.36%,

- Number of employee: between 50-200 persons (medium enterprises)

- Characteristic of business: made to order based on customer/shop’s design of 60.71%

- Type of customer: upper and middle class of 35.71%

- Period of operation: less than 20 years of 64.29%

- Channel of distribution: Multi distribution of 51.79%

6.2 The Potential of Supply Chain Management and Logistics: Enterprise of Gem

and Jewelry Industry The four stategies of Supply Chain Management and Logistics in Gem and Jewelry’s

enterprise is low potential. Overall of the potential in Supply Chain Management and

Logistics refers to main index in figure 1. In term of the number of main index, low potential

has the maximum value of 57.14%, medium potential of 23.81%, lowest potentail of 14.29%

and high potential of 4.76% respectively.



Figure 1 The potential of Supply Chain Management and Logistics

6.3 The Result from Hypothesis Testing

6.3.1 Hypothesis 1: The results show as follows:

H0 is the potential of Supply Chain Management and Logistics that is not

different follow 3 types of business (gold business, silver business and gold and silver

business).

H1 is the potential of Supply Chain Management and Logistics that is different

follow 3 types of business.

Table 2 The results from hypothesis 1

Index Data n X SD F Sig

1- Corporate strategy and inter-organizational alignment 56 2.43 0.6377 1.7842 0.1779

2- Planning and execution capability 56 2.46 0.5773 0.0450 0.9560

3- Logistics Performance 56 2.56 0.6282 0.0579 0.9438

4- IT methods and implementation 56 2.18 0.5885 0.3683 0.6936

From table 2, they are not different of the potential of Supply Chain Management

and Logistics that concerns with type of business at statistically significant level of 0.05 in

four strategies.



different follow three size of enterprise (small, medium and large).


follow three size of enterprise.



1- Corporate strategy and inter-organizational alignment 56 2.43 0.6377 6.0957 0.0041*

2- Planning and execution capability 56 2.46 0.5773 4.0491 0.0231*

3- Logistics Performance 56 2.56 0.6282 10.1377 0.0002*

4- IT methods and implementation 56 2.18 0.5885 4.4376 0.0165*

From table 3, The potential of Supply Chain Management and Logistics has

different that concerns with size of enterprise at statistically significant level of 0.05. Then,

this experiment can be proven by comparing the multiple comparisons with Sheffe’s method

as shown in Table4.

Table 4 Multiple comparison test of hypothesis 2 by Sheffe’s method Index Data Enterprise Small Medium Large

1- Corporate strategy and inter-organizational

alignment

X 2.25 2.37 3.29

Small 2.25 -

Medium 2.37 0.8225 -

Large 3.29 0.0067* 0.0073

* -

2- Planning and execution capability

X 2.11 2.51 2.88

Small 2.11 -

Medium 2.51 0.1006 -

Large 2.88 0.0380* 0.3647 -

3- Logistics Performance

X 2.08 2.60 3.36

Small 2.08 -

Medium 2.60 0.0195* -

Large 3.36 0.0003* 0.0196

* -

4- IT methods and implementation

X 1.85 2.21 2.71

Small 1.85 -

Medium 2.21 0.1530 -

Large 2.71 0.0201* 0.1808 -



different follow the three period of operation (less than 20 years, 20-40 years and more than

40 years).


follow the three period of operation.



1- Corporate strategy and inter-organizational alignment 56 2.43 0.6377 0.2880 0.7510

2- Planning and execution capability 56 2.46 0.5773 0.4800 0.6215

3- Logistics Performance 56 2.56 0.6282 0.7678 0.4691


From table 5, they are not different of the potential of Supply Chain Management and

Logistics that concerns with period of operation at statistically significant level of 0.05 in

four strategies.

6.3.4 Hypothesis 4: The results shown as follows:


different follow the two channel of distribution (Exclusive distributor and Multi distribution).


follow the two channel of distribution.


Index Data n X SD t Sig

1- Corporate strategy and inter-organizational alignment 56 2.43 0.6377 -0.9131 0.3652

2- Planning and execution capability 56 2.46 0.5773 -1.5111 0.1366

3- Logistics Performance 56 2.56 0.6282 -1.0815 0.2843


From table 6, they are not different of the potential of Supply Chain Management and

Logistics that concerns with the channel of distribution at statistically significant level of

0.05 in four strategies.

7. CONCLUSION, RECOMMENDATIONS AND THE FURTHER STUDIES

7.1 Summary

The potential of Supply Chain Management and Logistics in Gem and Jewelry Industry

has low value of four strategies. In addition, This is different that depended on the size of

enterprise at statistically significant level of 0.05. In part of the potential of Supply Chain

Management and Logistics is not different for type of busines, operational period and channel

of distribution at statistically significant level of 0.05.

7.2 Discussion

7.2.1 Corporate strategy and inter-organizational alignment: both small and

medium enterprises has the potential lower than large enterprises because they do not give

priority to supplier contract terms, the degree of information sharing and the system for

measurement and improvement of customer satisfaction including the system for employee

training and evaluation.

7.2.2 Planning and execution capability: small enterprises has the potential lower

than large enterprises because they are not interested in the strategies for optimizing logistics

system resources base on design for logistics, accuracy and adaptability of SCM planning

including process standardization and visibility.

7.2.3 Logistics Performance: the large enterprises can reasonably manage the

logistics performance. In case of small and medium enterprises are different from the large

enterprises. Both of small and medium enterprise do not focus on just-in-time (JIT), inventory

turnover and cash-to-cash cycle time, delivery performance and quality, total logistics cost

(transportation cost, inventory holding cost, order management cost) and environmental

activities.

7.2.4 IT methods and implementation: since the small enterprises do not

understand the importance of effective usage of computers in operations and decision making

(ERP, supply chain planning software, etc.), the small enterprises are different from the large

enterprises. The medium enterprises are similar to small and large enterprises thus the large

enterprise has the potential of this strategy.

7.3 Recommendations

7.3.1 Both small and medium enterprises has low of corporate strategy and inter-

organizational alignment because the main index of corporate strategy regarding logistics and

supply chain and its importance, supplier contract terms and degree of information sharing,

customer contract terms, system for employee training and evaluation has low potential.

Therefore, the entrepreneurs should train the employee to achieve the importance of Supply

Chain Management and Logistics, both suppliers and customers contract term, degree of

information sharing and employee evaluation.

7.3.2 Small enterprises had low of planning and execution capability because the

main index of accuracy and adaptability of SCM planning, control and tracking of service has

the low potential. For this reason, small enterprises should improve about optimizing logistics

facilities and resource based on design for logistics that directly relates on accuracy and

adaptability of SCM planning and applying the production technology and information

system to increase the standard by supporting of government.

7.3.3 From the testing for hypothesis 1, although logistics performance is not low

performance, they are not high from the average value. We found that the main index of just-

in-time (JIT), inventory turnover, cash-to-cash cycle time, customer lead time, delivery

performance, transportation quality and supply chain inventory visibility and opportunity

costs has low potential so small enterprise should recognize the importance of JIT philosophy

to minimize the inventory turnover and the customer lead time that directly concerns with

delivery performance and cash-to-cash cycle time for enterprise.

7.3.4 Both of small and medium enterprises is poor of IT methods and

implementation because the potential of electronic data interchange (EDI) coverage, usage of

bar code/automatic identification and data capture (AIDC), effective usage of computers in

operations and decision making, unique identification codes is low. Therefore, small and

medium enterprises should use information system, especially computer to operate and make

a decision.

7.4 Recommendations for the further studies

7.4.1 More number of samples should be added to Gem and Jewelry industry

(084XX) in all area.

7.4.2 This questionnaire should be studied other industry but this should improve

and develop the details in term of quality for proper their industry.

7.4.3 Besides quantitative research was studied, we also should apply qualitative

research.

ACKNOWLEDGEMENTS

We would like to say thank you for Mr.Sumrit Siriaramkul, Mr.Thongsak Chintakarnruek,

Mr.Werapan Subanan, Mr.Worachart Kowinwiwat, Assoc.Prof.Tuanjai Somboonwiwat,

Assoc.Prof.Duangpun Kritchanchai Singkarin, Dr. Kageeporn Wongpreedee and

Asst.Prof.Dr.Korrakot Yaibuathet to advise and consult with in Supply Chain Management

and Logistics Scorecard (SCMLSC), and Thai Gem and Jewelry Manufacturers Association,

and Gemopolis for cooperation with enterprises and cases.

REFERENCES

Arashida, K., Enkawa, T., Hamasaki, A., and Suzuki, S. (2004). Developing the SCM

Logistics Scorecard and Analyzing its Relation to the Managerial Performance. Japan

Industrial Management Association 55, 95-103.

Banomyong, R., and Kritcharoen, K. (2007) Development Logistics Performance for SMEs

The 7th GTT Conference 2007, Bangkok, 14-15 November 2007.

Banomyong, R., and Sopadang, A. (2003) Presentation Assess Logistics and Supply Chain

Management Performance of Thai Enterprises Bangkok: Thai National Shipper's

Council.

Banomyong, R., Waradechsathiwong, P., and Prakobkit, P. (2007) Development Tool for

Assess Logistics Performance for SMEs The 7th GTT Conference 2007, Bangkok, 14-15

November 2007.

Chow, G., Heaver, T. D., and Henriksson, L. E.. (1994). Logistic Performance: Definition and

Measurement International Journal of Physical Distribution & Logistic Management.

Vol. 24, No.1, 17-28.

Enkawa, T. (2005) SCM Logistics Scorecard Japan: Tokyo Institute of Technology.

Fawcett, S. E., and Cooper, M. B. (1998) Logistics Performance Measurement and Customer

Success Industrial Marketing Management 27. 341-357.

Gleason, J. M., and Barnum D. T. (8911) Toward Valid Measures of Public Sector

Productivity: Performance Measures in Urban Transit Management Science Vol. 28, No.

4, 379 - 386.

Jungthawan, S. (2010) Assessment of Potential in Supply Chain Management and

Logistics in the Gemstone and Ornament Industry Thesis of Master of Business

Administration, Ramkhamhaeng University.

Kauremma, J., and Suzuki, J. (2007) Evaluating SCM Practices with the SCM Scorecard:

Evidence from an International Study POMS 18th Annual Conference, 4-7 May 2007.

Leelakaweewong, W. et al. (2009) Performance in Supply Chain Managaement and Logistics

IE Network Conference 2009, Khonkaen, 21-22 October 2009.

Munghamanee, W (2003) Counterproductivity factors in jewelry industries in Thailand

Thesis Master of Science, King Mongkut's Institute of Technology Ladkrabang.

Rikshasuta, T. et al. (2006) Studying Non-Tariff Barriers to Impact on Gem and Jewelry

Industry Bangkok: The Gem and Jewelry Institute of Thailand (Public Organization).

Schmitz, J., and Platts, K. W. (2004) Supplier Logistic Performance Measurement: Indication

from a Study in the Automotive Industry International Journal Production Economics

89. 231-243.

Schwab, K. (2010) The Global Competitiveness Report 2010-2011 Switzerland : World

Economic Forum.

Shang, K., and Marlow, P. B. (2005) Logistic capability and performance in Taiwan’s major

manufacturing firms. Transportation Research Part E: Logistics and Transportation

Review. Vol. 41, Issue 3, 217-234.

Somboonwiwat, T. et al. (2009) Prototype Logistics and Supply Chain Management in

Gem and Jewelry Industry Bangkok: Office of the Higher Education Commission.

Sopadang, A. et al. (2007) SCM Logistics Scorecard Bangkok: Thai National Shipper's

Council.

Suharittdamrong, V., and Ratanonchai, C. (2006) Performance Measurement Explained

Bangkok: E.I. Square Publishing.

Sunarak, T. et al. (2007) Studying Factory in Assess Logistics Performance for SMEs The

7th GTT Conference 2007, Bangkok, 14-15 November 2007.

Wongwaisayawan, K., and Sopadang, A (2007) Development Tool for Assess Logistics

Performance in Gem and Jewelry at Chiangmai and Lamphun IE Network Conference

2007, Bangkok.

Yaibuathet, K., Enkawa, T., and Suzuki, S. (2008) Effect of Industry Type and Ownership

Status on Supply Chain Operational Performance in a Developing Country International

Journal of Integrated Supply Management Vol. 4, No. 3/4, 322-354.

th International Conference on Transportation and … Co. Ltd., Thailand “Yoshio TAKEUCHI and...

Documents

Transcript of th International Conference on Transportation and … Co. Ltd., Thailand “Yoshio TAKEUCHI and...