{'fraction_non_alphanumeric': 0.020475020475020474, 'fraction_numerical': 0.0, 'mean_word_length': 5.826815642458101, 'pattern_counts': {'":': 0, '<': 0, '<?xml version=': 0, '>': 0, 'https://': 0, 'lorem ipsum': 0, 'www.': 0, 'xml': 0}, 'pii_count': 0, 'substrings_counts': 0, 'word_list_counts': {'cursed_substrings.json': 0, 'profanity_word_list.json': 0, 'sexual_word_list.json': 0, 'zh_pornsignals.json': 0}}
The Berth (and Dearth) of Global Sourcing

The unprecedented geographic shift in the sourcing, distribution and redistribution of goods has spawned new challenges for multinational corporations’ supply chain management teams. Worldwide production and distribution in India, the People’s Republic of China and other emerging markets continue to challenge channel design and structure. While many had forecasted that Internet-based “virtual” distribution would minimize the prominence of distribution sciences, the twenty-firstcentury global marketplace reinforces the paramount role of physical distribution. A review of channels research over the past decade reveals a paucity of empirical research attention afforded to many areas of global transportation and logistics. In particular, channels researchers need to reexamine the dynamic flows of goods in the global marketplace. Recently, I spoke at an international meeting of supply chain managers. The widespread sentiment of these managers regarding physical distribution was, “It’s no longer our problem.” Many of these managers have delegated the responsibility of global distribution to third-party providers who have little awareness of or accountability for the