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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,
Chulalongkorn University
Asst.Prof. Dr. Mana Chaowarat
Dean,
Faculty of Logistics,
Burapha University
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)
15:10 – 15:30 Coffee Break
15:30 – 17:10 Break out session (Heavy Cargo Transport/Crossborder Transport&Trade/
Logistics&Industry)
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)
10:10 – 10:30 Coffee Break
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
Paper/Presentation Title Authors Affiliation
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)
Paper/Presentation Title Authors Affiliation
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
National University of Singapore
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
The Overseas Coastal Area Development
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
National Chiao Tung University
A37 An Impact Analysis of Logistics Accessibility Improvements on
the Productivity of Manufacturing Sectors Hidekazu ITOH Kwansei Gakuin University
Paper/Presentation Title Authors Affiliation
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
Paper/Presentation Title Authors Affiliation
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
National University of Singapore
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
Paper/Presentation Title Authors Affiliation
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
National University of Singapore
A44 A Berth Template Design Model and its Application to Jakarta
International Container Terminal
Kuancheng HUANG,
Suprayogi, Ariantini
National Chiao Tung University
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
The Overseas Coastal Area Development
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
Paper/Presentation Title Authors Affiliation
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
National Chiao Tung University
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
Chulalongkorn University
A35 Similarity Coefficient for Clusters of Leather Industry:
Case Study in Indonesia
Hui-Chih HUNG,
Anas MA’RUF,
Devi JAYAWATI
National Chiao Tung University
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 University
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 University
Ramkhamhaeng Rd., Huamark, Bangkapi,
Bangkok 10240, Thailand.
Tel. +66(0)2-310-8000
Fax. +66(0)2-310-8022
E-mail: [email protected]
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
E-mail: [email protected]
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
E-mail: [email protected]
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
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 4 7.14
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
Table 1 Preliminary data of organization (cont.)
Title n Percentage (%)
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
Pathumwan, Bang rak, Sathorn, Wattana 16 28.57
Jatujak, Bang-sue, Phayathai, Dindaeng, Huai khwang, Ratchathewi 3 5.36
Klong toey, Bangkorlaem, Yannawa, Prakanong, Bang na 3 5.36
Thonburi, Bangkok yai, Klongsan, Bangkok noi, Bang pad 2 3.57
Phasi charoen, Chom thong, Ratchaburana 1 1.79
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
Table 1 Preliminary data of organization (cont.)
Title n Percentage (%)
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.
6.3.2 Hypothesis 2: The results show as follows:
H0 is the potential of Supply Chain Management and Logistics that is not
different follow three size of enterprise (small, medium and large).
H1 is the potential of Supply Chain Management and Logistics that is different
follow three size of enterprise.
Table 3 The results from hypothesis 2
Index Data n X SD F Sig
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 -
6.3.3 Hypothesis 3: The results show as follows:
H0 is the potential of Supply Chain Management and Logistics that is not
different follow the three period of operation (less than 20 years, 20-40 years and more than
40 years).
H1 is the potential of Supply Chain Management and Logistics that is different
follow the three period of operation.
Table 5 The results from hypothesis 3
Index Data n X SD F Sig
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
4- IT methods and implementation 56 2.18 0.5885 0.9745 0.3840
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:
H0 is the potential of Supply Chain Management and Logistics that is not
different follow the two channel of distribution (Exclusive distributor and Multi distribution).
H1 is the potential of Supply Chain Management and Logistics that is different
follow the two channel of distribution.
Table 6 The results from hypothesis 4
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
4- IT methods and implementation 56 2.18 0.5885 0.4748 0.6369
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.
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