Operations Management of Logistics Hubs in the Second District of Rizal

Abstract

This study examined the operations management practices of logistics hubs in the Second District of Rizal, particularly in sorting operations and last-mile distribution. It aimed to describe the profile of employee-respondents and logistics hubs, determine the extent of operations management practices in terms of reliability, responsiveness, agility, cost, and asset management efficiency, identify significant differences in the assessment of practices when grouped according to respondent and business profiles, determine the operational challenges encountered, and provide a basis for an operations management improvement plan. The study employed a descriptive quantitative research design involving 100 employees engaged in sorting, dispatching, and last-mile delivery activities. Data were collected through a structured questionnaire based on the Supply Chain Operations Reference (SCOR) Model and analyzed using appropriate descriptive and inferential statistical techniques. The findings showed that the logistics hubs generally maintained a high level of operations management practices across the identified SCOR dimensions. The respondents were predominantly young, male, and moderately experienced, while the participating logistics hubs were generally provincial distribution hubs operating under high-volume parcel conditions. The results further showed that significant differences were observed in reliability and agility when respondents were grouped according to age, while facility type showed a significant difference in responsiveness. Other respondent and business profile variables did not demonstrate significant differences in the assessment of operations management practices. The study also identified operational challenges involving delayed line-haul shipments, sorting backlogs, data errors and misrouting, customer unavailability, capacity limitations, increasing operational costs, inadequate assets and infrastructure, and weather-related disruptions. Overall, the study found that although logistics hubs demonstrated strong operations management practices, operational constraints and external disruptions continued to affect sorting efficiency and last-mile distribution. Based on the findings, an operations management improvement plan was proposed focusing on workforce allocation, backlog management, route planning, customer communication, asset utilization, cost control, and contingency planning to support continuous improvement in logistics operations.