Quality Management in the Logistics物流中的质量管理.pdfVIP

Total Quality Management, Vol. 15, No. 2, 147–159, March 2004 Quality Management in the Logistics Industry: an Examination and a Ten- Step Approach for Quality Implementation KEE-HUNG LAI*, GILBERT LAU** T. C. E. CHENG* *Department of Logistics, The Hong Kong Polytechnic University, Kowloon, Hong Kong, People’s Republic of China, **Oriental Logistics Group of Companies, Kwai Chung, N.T., Hong Kong, People’s Republic of China Abstract We examine the factors that encourage firms in Hong Kong’s logistics industry to implement quality management systems (QMSs) to ensure quality in their work processes. Based on a case study, we introduce a generic ten-step approach for QMS implementation, and discuss the cost and service advantages achieved in the case firm. The approach off ers procedural guidelines for firms in the industry contemplating the implementation of QMS. Key Words: Quality management, logistics industry, implementation, case study, Introduction The enduring repercussions of the Asian financial crisis in 1997, the worsening global economy following the burst of the dotcom bubble in 2001, and the incessant rise in customer demands for better services have all contributed to shrinking profit margins for all business firms in the world. In addition to having to cope with these tough challenges, firms in Hong Kong will also need to face severe competition from a growing crop of low-cost, labour-intensive competitors on the Chinese mainland and from a formidable army of high value-added competitors from Singapore and Taiwan. In order to face up to these challenges, many Hong Kong firms, including those in the logistics industry, have begun to realize that their survival and prosperity lie in placing a great emphasis on attaining superior product/service quality. To preserve competitive strengths, business firms are increasingly capitalizing on their core