bluuebunny/crossref_metadata_2025 huggingface dataset:
Organisation Design Strategies for Business Logistics
Authors: Persson Göran
Published: February 2008

During the 60's and 70's the Business Logistics—or, as it is now often referred to in Scandinavia, the Materials Administration—philosophy has become a well established and accepted management philosophy, based on a systems theory approach and emphasising a total materials flow concept. In literature as well as in practice however one encounters some major conceptual problems. One of the most significant areas in this context concerns the organisational aspects of the concept. Here proposals and assertions have covered a wide spectrum. Hence it has often been claimed that a logistics manager in a line position, based upon an organisational design involving a logistics department, is a requirement for the realisation of the philosophy. Just as firm, however, is the claim that a total approach to logistics only can be achieved within a matrix organisation framework. However, applications of the above‐mentioned organisational strategies often have negative logistics consequences. For example it is easy to find organisations where the introduction of a “logistics manager” concept has resulted in conflicts hindering the possibilities for a realisation of the logistics potentials for many years ahead.
Computer Warehouse Scheduling Using Multiple Regression Techniques
Authors: Gray Clifford F. , Herold Michael F.
Published: February 2008

Warehouse managers need answers to such questions as: How many orders can we process in the next eight hours; How many people are needed to get this block of orders out in the next four hours; How can we schedule the arrival of our trucks and customer trucks to minimise waiting time; What quantity of output can we reasonably expect from our warehouse personnel? Answers to all of these questions depend on some form of work standards which define how long it takes to fill each order.
The Use of Quantitative Techniques in Warehouse Location
Authors: Meidan Arthur
Published: February 2008

As logistics and distribution emerge as major disciplines, more rigorous and advanced analysis is required on each of the major decision areas within the total logistic and distribution systems. This article concentrates on the warehouse location problem, reviewing comparatively a taxonomy of quantitative methods applied in logistics management. The paper stresses the advantages and limitations of each of the techniques and their possible practical applications, suggesting a feasible alogarithm for dealing with the “Warehouse Location Problem”.
The Development of Materials Administration
Authors: Ericsson Dag
Published: February 2008

There are two, or to be more accurate, three different ways of conceiving the concept of Materials Administration. (1) MA can be conceived of as a philosophy aiming at improved effectiveness and efficiency in the company, i.e. as a rationalisation approach among others. (2) MA can be conceived of as an organisational concept focusing on organisational restructuring for increased co‐ordination of the materials flow. (3) MA can be conceived of as a combination of 1 and 2 above starting with an efficiency increasing rationalisation approach which later also has consequences for the organisational structure. According to the author's experience, the third conception is the most realistic. It has, in many cases, been possible to achieve considerable cost reduction in the materials flow without organisational changes. In other cases, however, it has been necessary to adapt and develop the organisation in order to achieve the objectives which were set.
Estimation of a Department Store Production Function
Authors: Ingene Charles A. , Lusch Robert F.
Published: February 2008

Retail trade, an essential component in any industrialised marketing system, has received relatively little attention on a macro level. Rather, the formal study of retail trade has been directed at helping retail managers improve the effectiveness of their decisions. Although such analysis is helpful to retail managers, it is of less use to government policy makers in formulating policy and to marketing academicians in their attempts to understand retailing on a broader level. If the retailing sector of the economy is to be better understood some major analytical questions which revolve around the productivity of retail trade must be answered. Importantly, the productivity of retail trade is not only of interest to government policy makers but also should be of interest to marketers because (1) the productivity of retailing is a significant component in influencing the cost of marketing goods, (2) as marketers we know almost nothing about the economic efficiency of retailing, and (3) it will give marketers the tools to help compare productivity in the retailing/marketing sectors of the economy to productivity in other sectors of the economy. The purpose of this paper is the estimation of a production function for department stores in the United States for the year 1972. During 1972, department store sales totalled $51·08 billion[l], comprising 11·1% of all retail sales. Only automobile dealerships, eating and drinking places, and food stores were a greater component of retail sales and only the latter employed more people. An understanding of one of the more important components of the US economy, retail trade, cannot occur in the absence of a thorough comprehension of its department store component (SIC 531).
CASE ANALYSIS 6
Authors: New Colin
Published: February 2008

The central issue presented by the Matheson case appears superficially to be concerned with a suggested change in organisational structure to a more “materials management” oriented logistics system. While organisational restructuring might be a possible route to solving some of their current problems, it is only one way of defining proper responsibility for inventory management throughout the logistics system.
The Impact of Repair—Echelon Effectiveness and Location on Spare Stock
Authors: Subash Babu A. , Vrat Prem
Published: February 2008

This paper discusses integrated logistics in a two‐level repair‐inventory system of a transport corporation where there is one central depot and twenty subordinate depots which cater to the needs of the population in a metropolitan city in India. An expensive, recoverable spare (engine) is considered with (S — 1, S) inventory policy. It is reported that the present location of the central facility is not optimal. The advantages possible by optimally locating this central facility are highlighted with results. The impact of increasing the maintenance effectiveness on the optimum spare stock level and the total system cost are discussed.
Vehicle Load Planning
Authors: Slater Alan
Published: February 2008

Continual rising fuel costs and rapidly increasing vehicle costs have generated management awareness of the costs incurred in physical distribution. Inevitably, management attention on the distribution function is drawn towards potential cost savings and increases in efficiency. Where transport costs represent a significant part of the total distibution costs, then one area which determines the efficiency of all others is the vehicle routing and scheduling activity which could collectively be known as load planning.
Handbook of Distribution Costing and Control
Authors: Ray David , Gattorna John , Allen Mike
Published: February 2008

Preface The functions of business divide into several areas and the general focus of this book is on one of the most important although least understood of these—DISTRIBUTION. The particular focus is on reviewing current practice in distribution costing and on attempting to push the frontiers back a little by suggesting some new approaches to overcome previously defined shortcomings.
The Use of Computers in Physical Distribution Management
Authors: Herron David P.
Published: February 2008

Why is it important to use computers in physical distribution management (PDM)? The reason is simple. PDM covers almost all of the activities concerned with distributing a product. Some authorities claim that logically the functions of procurement‐and manufacturing should also be considered as part of the overall process of making goods available to customers at the right place, at the right time, and in the right quantity. These activities and functions are inherently complex, involving many stock‐keeping items (SKIs) different in size, colour and other product characteristics. In addition to multiple items, there are multiple options for producing and distributing these items. Think of the many combinations of plant locations, distribution centre locations, choices of transportation modes, inventory levels, and channels of distribution that the physical distribution manager must consider. Imagine having to compare the many possible alternatives by hand calculations, and you can get some feel for the necessity of using modern computers for planning, operating, and controlling physical distribution.
The Role of Procurement in New Product Development
Authors: Farmer David
Published: February 2008

Experience in industry has emphasised the importance of supply markets in planning. Those experiences, particularly over shortages, have resulted in many organisations taking supply factors into their corporate plans for the first time. However, in most such cases the motivation for including that planning input has been defensive — most often because:
The Role of Physical Distribution in the Export Activity of US Manufacturing Firms
Authors: LaLonde B.J. , Czinkota M.R.
Published: February 2008

Exporting is becoming increasingly important for the US. Although in terms of export value America is the second largest exporter in the world, recent export activities have not been sufficient to compensate for the volume of imports into the US. Over the past few years, the US has been experiencing continuous deficits in its balance of trade. The anticipation of further increases in the price of crude oil imports, without any immediate prospects for a partial fuel substitute or a substantial voluntary reduction in consumption, suggests that the continuance of import pressures is very likely. To reduce the deficits in the balance of trade and limit the negative effects of such deficits, export expansion remains as the main alternative. Such an export expansion, however, must mean an increase of exports by at least 20 per cent in order to eliminate the current deficit. To achieve such an increase, the exporting task of firms must be facilitated, in so far as possible removing current impediments to the exporting effort, in order to make firms' international activities more efficient and competitive.
Forecasting Foreign Trade: The Market for Port Services
Authors: Fenyoe R. , Tonkin N.
Published: February 2008

Before describing the methods used by the National Ports Council to forecast UK international trade it will be useful to explain the background to the forecasts, in particular the role of the National Ports Council in the British ports industry, and hence the requirement for the work.
Customer Service: A Managerial Approach to Controlling Marketing Channel Conflict
Authors: Levy Michael
Published: February 2008

Providing the services which customers need and want is vital for assuring necessary product and distribution support in a marketing channel. This paper illustrates a method of identifying those customer service needs and aligning suppliers' customer service activities to meet those needs.
Managing Integrated Distribution Systems: The Challenge of the 80s
Authors: Lancioni Richard A. , Grashof John F.
Published: February 2008

The year 1980, the decade of the 80s, twenty years until the year 2000. The next ten years may be among the most critical faced by American business, and physical distribution managers in particular, in our history. Further, the developments in physical distribution practice and management, and especially the way in which some of the critical problems are solved, will have impacts on the health and progress of business into the year 2000 and beyond. The following paragraphs address some of the critical problems and issues faced by physical distribution managers. Where possible recent trends which affect these concerns are identified and the potential development of these trends through the 1980s is traced.
Co‐operation in Channels of Distribution: Physical Distribution Leads the Way
Authors: Gill Lynn E. , Allerheiligen Robert P.
Published: February 2008

Historically goods and services have been distributed through networks in which loosely aligned firms have bargained at arm's length, negotiated aggressively over price and other conditions of sale, and otherwise behaved autonomously. However, planned vertical marketing systems are rapidly displacing these conventional marketing channels as the dominant mode of distribution in the American economy. These vertical marketing systems tend to be professionally managed, pre‐planned, rationalised, and capital intensive. According to McCammon, over 60 per cent of total retail sales are through firms affiliated with vertical marketing systems.
Reformulating a Logistics Strategy: A Concern for the Past, Present and Future
Authors: Ballou Ronald H.
Published: February 2008

The design of logistical systems historically has been responsive to the economic climate and market requirements of the times. When the cost of money rose dramatically during the 1960s, companies reacted by reducing the number of stocking points in their distribution systems. This was a proper response considering that capital costs represent a high proportion of inventory carrying costs. On the other hand, warehouse storage and handling, transportation, and production costs had much smaller relative increases. Consider just how dramatic the warehousing change was for two companies.
The Implementation of Physical Distribution Management
Authors: Webb George
Published: February 2008

Although much has been written in Australia about the need to adopt integrated physical distribution management systems, little has been said about the approach firms should use in implementing such systems. The present paper used a structured problem‐solving process to show how solutions can be generated, evaluated and implemented. The paper argues that implementation problems in the physical distribution area can be overcome by a proper consideration of resource availability and option acceptability during the evaluation stage of the problem solving process, and by the preparation of action plans.
Multi‐Criteria Warehouse Location
Authors: Eilon Samuel
Published: February 2008

The problem of multi‐criteria optimisation has attracted a great deal of attention in the literature (for a brief discussion of various approaches see), one of the favourite methods of solution being that of goal programming. An example of how this method can be applied in the multi‐criteria warehouse location problem is described in a case study by Green et al, and because both the methodology and the solution raise several important issues, it has been chosen here for further discussion.
Life After Deregulation: The Motor Carrier Environment
Authors: Ferguson Wade
Published: February 2008

The signing of the Motor Carrier Act of 1980 has brought a temporary reduction in the rhetoric for or against motor carrier deregulation. Although the final Bill was a long way from totally deregulating the motor carrier industry, it does mark the continuation of a trend toward less regulation by the Federal Government. Since other countries have liberalised or completely removed their transportation regulations, it is reasonable to assume that legislation further reducing motor carrier regulation will be enacted if even a small measure of success can be attributed to The Motor Carrier Act of 1980. The period of uncertainty just before this Bill was signed into law encouraged motor carrier executives to think about life in a deregulated enviroment. This study attempts to examine their conceptions of the changes that would occur and make a comparison with what has actually happened during the 25 years since inter‐state surface transportation was regulated in Australia.
The Efficacy of US Maritime Policy
Authors: Farris Martin T.
Published: February 2008

Underlying all distribution patterns is a supporting framework of transportation services. These services are greately affected by the transportation policy of the nation as set forth by Congress and administered by various regulatory and other governmental agencies.
UK Progress in PDM
Authors: Wills Gordon , Rushton Angela
Published: February 2008

Since 1975, physical distribution management in the UK has developed rapidly. Indicative of this is the move by the Centre for Physical Distribution Management (CPDM) to take individual professional members as well as corporate sponsors and the support given to the seminars, conferences and courses run by CPDM and other organisations including, of course, Cranfield.
Vehicle Pre‐loading: Theory and Practice
Authors: Cooper J.C.
Published: February 2008

Since it is necessary to ensure that the operational benefits from pre‐loading are not outweighed by the cost of its introduction, the first part of this article is devoted to the development of an algebraic expression which provides a rule for assessing the desirability of pre‐loading. There follows an empirical examination of the economic effectiveness of pre‐loading, as practised within the UK distribution industry. The conclusion is that industry is using pre‐loading as an effective measure to reduce warehouse staff costs.
Improving Materials Handling Productivity Using Standard Time Values
Authors: Rose Warren , Ferguson Wade
Published: February 2008

The use of standard time values is advocated as a means of measuring and improving productivity in materials handling. Although handling operations are difficult to schedule and are subject to many variations in order, size and quantity, common and repetitive activities exist which are measurable and controllable. Application of Master Standard Data methods and Method Time Measurement to materials handling operations in a public warehouse have demonstrated that accurate standards can be developed. These standards embrace both physical and cost measures. Although a heavy resource commitment is required to implement these standards and worker attitudes may be negative, adoption of these standards is advocated as a positive action pattern for dealing with typically unprofitable handling operations.
Creative Customer Service Management
Authors: Gaither Tucker Frances
Published: February 2008

The term “customer service” is used today in the field of logistics management to describe a host of different but critically interrelated activities. Some authors view customer service as all activities which bind a corporation and its customers together to further a sales relationship. Other authors view customer service as a package of measurable activities which provide utility to customers or optimum levels of service.
Computers in Retailing
Authors: Walters D. , Rands C.A
Published: February 2008

Along with organisations in other fields, retailers have been using computers in management systems since the mid‐1960s and, in some cases, much earlier. Over this period, there have been dramatic changes in the computer technology available for use by management, together with considerable accumulated experience in using them, particularly in retailing. However, this has, in many industries, been offset by an increase in the problems facing managers; in retailing, for instance, companies now have to face economies in which disposable incomes have been squeezed, whilst buying patterns are changing rapidly and becoming difficult to predict. A consequence of this is that to survive today retailers must be far better at product range planning, cash planning and control of capital than they needed to be in the 1960s. They may be helped in this by an increasing understanding of how to manage product range, cash flow or funds allocation problems, and also by the availability of more advanced computing facilities which allow managers to apply this understanding more effectively. These facilities vary from the range of computers on offer (mainframe to micros) to data flow networks, automated data input, visual display terminals and specialist soft‐ware for retail planning and control (e.g. distribution packages).
Research on Producer Goods Distribution in Sweden
Authors: Gadde Lars‐Erik
Published: February 2008

Swedish interest in research on channels of distribution for industrial goods has been limited historically. The same is true in other countries as well, as has been reported, for example, by Ford. In fact, this is tree for the field of industrial marketing in general. It is a little surprising that industrial markets have been so neglected. If economic values are considered, producer markets are dominant over consumer markets. According to Flodhammar and Nielsen, the turnover of the Swedish producer market is four times that of the consumer market. One reason for the slight research interest is that up to the 1970s many industries could be characterised as operating in a “seller's market’. Demand exceeded supply. No kind of modern marketing existed; it was only a question of selling.
Current Trends in Belgian Distribution Research
Authors: Naert Ph. , Swinnen G.
Published: February 2008

In this article, we want to report on evolutions in distribution and distribution research in Belgium. The purpose of the first part is to present some factual data on distribution in Belgium and to report on evolutions since the Second World War.
Distribution Systems and Distribution Research in the Federal Republic of Germany: A Synopsis
Authors: Böcker Franz , Treis Bartho
Published: February 2008

Distribution research was an important field of research in Germany especially in the 1920s and 50s. After that, the major research interests in the area of marketing and internal trade shifted to other topics. Retailing and wholesaling institutions became more powerful and new technologies supporting physical distribution activities began to attract researchers to deal with distribution problems. Distribution as treated in this synopsis covers the areas of retailing, wholesaling, industrial selling and physical distribution.
Computer Systems for Distribution Planning
Authors: Waller Alan G.
Published: February 2008

A recent survey by the Centre for Physical Distribution Management in the UK identified the Distribution Strategy Simulator (DSS) as the one commercially available computer system capable of simulating total distribution operations. Alan Waller is Head of Distribution Studies at Cranfield Institute of Technology and has been heavily involved with Coopers and Lybrand Associates in the design, development and implementation of the DSS system. He describes in this article the emergence of the concept of the modelling system in the shape of DSS. The flexible properties of a modelling system are discussed, and illustrated through a number of implementations of the DSS system in Europe and North America.
The Use of Management Accounting Techniques to Improve Productivity Analysis in Distribution Operations
Authors: Armitage Howard M.
Published: February 2008

Three separate but related streams of productivity research have recently appeared in the accounting and distribution literature. One stream has been concerned with the conceptual approach to developing productivity measurement systems. A second stream has argued that accounting‐oriented information systems have been ineffective in meeting the productivity reporting requirements of the marketing and distribution functions. The third stream has applied the conceptual approaches of the first stream to the problems cited in the second to produce a more effective distribution productivity measurement and reporting system. This article is a continuation of the third line of research. Specifically, the article describes a methodology for measuring productivity changes in distribution with the use of specific management accounting tools.
Inventory Management in Practice
Authors: Howard Keith
Published: February 2008

The terms “inventory” and “stock” are usually seen as being synonymous and are used to describe materials which can be identified at various stages of the transformation process in organisations. It is customary to divide inventory into three categories:
Meaning and Measurement of Transportation Costs
Authors: Wood Wallace R.
Published: February 2008

There is a divergence between costing methodology and spending behaviour in transportation. This article identifies differences between economic and accounting cost concepts, and differences between the conceptual interpretations of cost estimates based on those concepts. In particular, the cost‐volume‐profit (breakeven) model is re‐examined in terms of its experimental and ex post estimates, and the reliability of those estimates, to describe and to guide managerial behaviour. Some criticism of statistical costing is warranted by the inherent difficulty of modelling human behaviour patterns. Likewise, enlightened interpretation of statistical cost estimates allows management to enhance the planning and control processes for which the figures were prepared.
A Net Present Value Framework for Inventory Analysis
Authors: Kim Yong H. , Chung Kee H. , Wood Wallace R.
Published: February 2008

The literature of traditional inventory analysis contains primarily cost minimisation models. These models avoid the interface of marketing and finance with logistics through constraints and a combined logistics/marketing/finance objective of maximising firm's profit. Under certain conditions, the cost minimisation models will give the same results as the profit maximising results; however, if such conditions do not hold, the cost minimisation models may give results which are different from the profit maximising results. Such is the case when sales lot size for batch sales) decisions are analysed within a cost minimising framework. A proper framework based on discounted cash flow analysis as prescribed by finance theory is developed in this article. A numerical illustration is also presented.
International Supply Chain Management
Authors: Houlihan John B.
Published: February 2008

Competitive pressures and changes in the economic climate have forced management of international companies to evaluate afresh the operation and structure of international supply chains. Swings between “local for local” and “international supply centre” strategies for manufacturing and distribution have dramatic implications for organisation, structure, control systems and costs to serve the customer. New approaches to managing change in international chains have emerged and been proven in recent years. This article describes the concepts underlying these approaches, the barriers that need to be overcome and some of the lessons learned from experience of implementation.
Physical Distribution Cost Control
Authors: Ploos van Amstel M.J.
Published: February 2008

The growing relative significance of the costs of physical distribution is making it increasingly necessary to structure the control of physical distribution costs within the company. It is sometimes thought that the costs of physical distribution amount to only two or three per cent of turnover. It is not to be denied that this percentage will apply in some cases, but often it is an imprecise definition of the physical distribution function in the company, together with a somewhat imprecise cost allocation, which leads to percentages of this kind.
The Influence of the Physical Distribution Concept on Financial Performance
Authors: Staude Gavin E.
Published: February 2008

The physical distribution concept is a customer‐oriented business philosophy supported by integrated physical distribution activities aimed at generating customer satisfac‐tion as a means of satisfying fundamental organisational goals, of which profit is perhaps the most important. It can therefore be expected that those companies whose chief executives support this business philosophy and who consequently ensure that their organisations are physical distribution oriented, will perform better financially than similar organisations which are not physical distribution oriented.
Limitations in the Carrier Choice Process: A Study of Eastern Canadian Exporters of Containerisable Cargo
Authors: Brooks Mary
Published: February 2008

Marketing literature has long concerned itself with the purchasing behaviour of organisations and provides suitable models for the evaluation of such decision‐making processes. Analysts evaluating international shipping, on the other hand, have been preoccupied with industry structure — its efficiency and its competitiveness — often viewing shippers as being homogeneous (price‐oriented). This article proposes to assess the purchase of international transport services, specifically container shipping services, from a marketer's viewpoint in order to determine the factors which limit the inclusion of a carrier in a shipper's choice set.
International Logistics Strategies for the 1980s
Authors: Anderson David L.
Published: February 2008

Major changes are already under way in the international distribution operations of many companies, with even more broad‐based ones likely in the future. The recent deregulation of the US ocean liner companies will create new opportunities for international shippers to redesign existing distribution channels in order to reduce order cycle days and shipment costs. Further, as the United States continues to shift towards a technology and service‐based economy—implying that it will produce fewer goods domestically and buy more from abroad—it is clear that for many firms international logistics will become a more important part of the physical distribution function before the end of the 1980s.
The Challenge of International Distribution
Authors: Bender Paul S.
Published: February 2008

Current business conditions make the distinction between domestic and international distribution unimportant. Successful enterprises have realised that to survive and prosper in the business environment of today and tomorrow, they must go beyond the organisational structures and strategic approaches of the past, and adopt a world‐wide, global view of business.
A Strategic Problem in Logistics Control
Authors: Schary Philip B.
Published: February 2008

Satisfying target markets is a major strategic purpose of all organisations. Logistics management, however, often encounters difficulty in serving individual customer groups. The target market or market segment is the building block of corporate strategy, the focus of both marketing and logistics efforts. Marketing focuses narrowly on specific sets of customers who respond in a similar way to the marketing mix. Logistics strategy, on the other hand, stresses the integration of material and product flow through the organisation as a single unit. The common bond lies in meeting the needs of these groups.
It's Time for CALM: Computer‐Aided Logistics Management
Authors: Haley George T. , Krishnan R.
Published: February 2008

Few developments in recent years have had as great an impact on the practice of physical distribution and materials management as the introduction of computers. Many physical distribution activities (e.g., order‐processing, storage and retrieval systems and so forth) have undergone profound changes because of automation. But a distribution system which focuses on only one particular logistical activity is too restrictive to be very useful. Developing a computer‐based model requires a co‐ordinated team effort which calls upon personnel in accounting, data processing, marketing, operations research, production, traffic and other functional specialities. Hence, we will examine the role of computer‐based logistics models in marketing strategies and present some directions for future logistics modelling efforts.
Microcomputer‐Based Distribution‐Planning Models
Authors: Mentzer John T.
Published: February 2008

The area of distribution has enjoyed a long history of application of computer modelling to the solution of its problems. For more than 30 years, the areas of terminal analysis, routing and scheduling, inventory control, facility location and system design have been subjected to a multitude of modelling solutions. These modelling solutions include a variety of optimisation, heuristic and simulation models. The vast majority of these models, however, have been mainframe‐based. With the advent and popularisation of the microcomputer, considerable latitude exists in building microcomputer‐based, as opposed to mainframe‐based, distribution‐planning models. Since, in many cases, microcomputer‐based models can be more effective for distribution modelling than mainframe models, this application of microcomputers represents a new generation in the maturation of distribution‐planning models. However, guidelines for the use and development of microcomputer‐based models are needed.
A Materials Auditing System: A Case Example
Authors: Mohanty R.P. , Muthukrishnan K.
Published: February 2008

Auditing, as a management technique, has been recognised as an independent and systematic evaluation of various activities performed in an organisation in order to improve enterprise performance and suggest ways to improve through pointing out the deficiencies in the management systems. Auditing has traditionally been for periodically apprising the management about the deviations that are taking place against the various established policies, procedures and standards. Auditing is very much prevalent in accounting functions. The conventional auditing is defined as that which embraces activities to express an opinion on the truth and fairness of the financial statements. There are two types of audits, namely operational and financial. Table I presents both the audits in a summary form.
Reducing Vehicle Fleet Costs: A Case Study
Authors: Eastburn Melvyn P. , Christensen Lawrence R.
Published: February 2008

This article tells the story of the very successful implementation of a computer delivery planning system for daily route scheduling. The system was installed in early 1984 at a distribution centre of one of the largest supermarket groups in the UK, Argyll Stores, and helped to achieve a vehicle fleet reduction of almost 40 per cent. The article concentrates on how this success was achieved. After outlining the background, we describe the advance planning and preparation for implementation. The difficulties and setbacks which occurred after going “live” are detailed together with how they were overcome.
Inbound Logistics: Analysing Inbound Consolidation Opportunities
Authors: Buffa Frank P.
Published: February 2008

Consolidation, the grouping of several small shipments into one at a designated location, can reduce total logistics cost. Total logistics cost includes consolidation, transportation and inventory costs. Identifying where cost‐saving opportunities exist is often confused by the interrelated nature of these various costs.
A Managerial Guide to Forecasting
Authors: Lancaster Geoffrey , Lomas Robert
Published: February 2008

In order to predict the future we must examine the past in order to observe trends over periods of time and establish the degree of probability with which these trends are likely to repeat themselves in the future. All forecasts are wrong, and management must be aware of this fact and decide upon the degree of inexactitude that can be tolerated when planning for the future.
Field Service Management: A Means to Competitive Advantage
Authors: Mathe Hervé
Published: February 2008

“Rarely is customer service discretionary. It is a requisite of getting and holding business, just like the generic product itself.” Theodore Levitt thus defined the importance of the services a firm can offer in support of the sale of tangible goods.
Deregulation of the Motor Carrier Industry: A Retrospective Analysis
Authors: Mentzer John T. , Gomes Roger
Published: February 2008

The term deregulation, in reference to the (US) Motor Carrier Act 1980, has been used to represent significant reductions in government economic restrictions and government agency involvement in the operations of the transportation industry. Although the Act was a giant step toward regulatory reform, a good deal of statutory regulation did initially remain in place. For the purposes of this article, the term deregulation will be used with the understanding that the deregulated industry is not completely without regulation.
Achieving Buyer‐Seller Satisfaction through Carrier Service
Authors: Wagner William
Published: February 2008

An integral part of customer service revolves around distribution. With markets broadening geographically, technology advancing, economic conditions and interest rates more volatile, and deregulation of transportation a reality, the carrier is becoming more critical for corporate success. As a consequence, carrier services are essential to strategies designed to generate profit as well as provide for marketing system effectiveness. Although such services previously were optional, they are now required.
Correlates of Franchisee Satisfaction: The Case of Saudi Car Dealers
Authors: Yavas Ugur , Habib Ghazi
Published: February 2008

Recent literature in marketing reveals a substantial growth of interest in behavioural issues relating to channels of distribution. It appears that research in behavioural aspects of channels has come of age in the 1980s and the interest is likely to continue. Behavioural constructs such as conflict, co‐operation, power, performance, channel‐member satisfaction, and the interrelationships among these have been the focal point of an increasing number of conceptual and theoretical writings. The primary intent of this literature is to augment a better understanding and management of channel behaviour.
Physical Distribution in the UK
Authors: Cooper James
Published: February 2008

The last decade has been a period of considerable change for physical distribution in the UK. Major restructuring has been overdue, often because companies have in the past failed to appreciate the importance of distribution in the marketing process, but now there is a new awareness of the crucial role that distribution can play in the success of companies. As a consequence, innovation in distribution is taking place at an accelerating rate.
Creating Channel Dependence through the Use of Minimum Order Quantities
Authors: Bennion Mark L.
Published: February 2008

Channel control has become increasingly more important to both marketing practitioners and researchers. The manufacturers' ability to influence the marketing policies, strategies, and tactics of other channel members has been recognised as a critical element in the organisation's survival and effectiveness. However, current trends in the economy have made channel control by the manufacturer increasingly difficult. One technique that can help increase manufacturer control by increasing channel dependence is the use of minimum order quantities.
The Physical Distribution Concept as a Philosophy of Business
Authors: Staude Gavin E.
Published: February 2008

It is commonly held that there are four economic utilities which need to be created in relation to a product before it has any value to the ultimate consumer. These are form, time, place and possession utilities. The creation of form utility, or the conversion of raw materials into finished products, is traditionally the responsibility of the production function. The creation of possession utility, on the other hand, is the responsibility of marketing which does this by identifying the needs and wants of consumers and by informing consumers both of the availability of products, as well as of their merits.
Methods of Logistics Systems Analysis
Authors: Copacino William C. , Rosenfield Donald B.
Published: February 2008

Logistics has been receiving increased attention in management literature in the past few years. In particular, logistics has been recognised not only as a group of important functions, but as functions that have important strategic impacts as well. Logistics, as demonstrated by many corporations, can either gain or lose leverage in the marketplace, and more firms are recognising its importance.
Economic Trade‐Offs in Physical Distribution — A Pragmatic Approach
Authors: Ploos van Amstel M.J. , Ploos van Amstel W.
Published: February 2008

It is often stated that a trade‐off occurs when a cost increase in one field is over‐compensated by a cost reduction in another field, resulting in an overall improved situation. Economic Trade‐offs (ETOs) are calculations intended to support decision making in respect of business activities. In this respect an ETO is, of course, only an aid and not a goal in itself.
Order Picking and Traffic Simulation in Distribution Centres
Authors: Ottjes J.A. , Hoogenes E.
Published: February 2008

A distribution centre (DC) may be regarded as a production centre with a very high throughput, very short lead times and a high standard of reliability. A simulation model for a DC in the Netherlands is described.
Policy Evaluators' Treatment of Goods Vehicle OperatingCosts
Authors: Hallett Sharon
Published: February 2008

Goods vehicle operating costs are often evaluated incorrectly. Why? What are the implications? What can be done?
Quality and logistics: A Framework for Strategic Integration
Authors: Kenderdine James M. , Larson Paul D.
Published: February 2008

Logistics decisions can have a significant impact on product offer quality so quality costs must be integrated into total cost analysis.
Inbound Consolidation Strategy: The Effect of Inventory Cost Rate Changes
Authors: Buffa Frank P.
Published: February 2008

A wide range of factors are included in this analysis of the conditions that favour an inbound consolidation strategy: the total logistics cost is calculated for consolidating and not consolidating in a case study.
The Use of Audits in Purchasing
Authors: Evans E.F. , Dale B.G.
Published: February 2008

Purchasing audits have received too little attention; an improved methodology is described here with increased emphasis on the technicalities of procurement.
THE BULGE — Progress Report Number 1
Authors: Wellens John
Published: February 2008

THE CENTRAL fact of the bulge is well‐known: between 1958 and 1964 900,000 additional young people will be seeking employment. Less frequently recognised is the fact that this increase is disposed in two distinct waves. The first, occupying the years 1958 and 1959, contains about 200,000 young people, and the second, extending from 1961 to 1964, about 700,000. Between these two waves stands 1960, a ‘normal’ year, in the sense that the increase for that year is a mere 40,000.
Progress Report Number 8
Authors: Wellens John
Published: February 2008

AS with many other things in life, the training of young workers is a comparatively simple matter provided one is organised for it. The reason why the small firm is unable to offer satisfactory training is not necessarily that it cannot afford to meet the cost, but rather that it cannot provide the organisation. The main function of a group apprenticeship scheme is to provide the organisation and administration which the small firm cannot economically provide for itself. A group apprenticeship scheme is, therefore, potentially one of the most powerful agencies for solving the problem of the bulge, in that it can be the means through which the vacant apprenticeships in the small firms are filled.
Arts Graduate to Engineer
Authors: Wellens John
Published: February 2008

AT ITS FACTORIES at Leamington Spa, the Automotive Products Group, which consists of the Lockheed Hydraulic Brake Co Ltd and associated companies, employs a total of over 6,500 people. It estimates its needs in graduate recruits at about six annually. At present all six are recruited into the two‐year training scheme direct from the universities. In future years, one of the six might reasonably have risen from the shop‐floor or the apprentice training scheme by means of the internal Lockheed University Scholarship awarded annually and, although there is no obligation upon scholars to return to the companies, another may join the Group annually after holding the Lockheed Open Scholarship at Emmanuel College, Cambridge.
Demonstrating Orthographic Projection
Authors: Devereux S.C.
Published: February 2008

Teachers of technical drawing often find difficulty in conveying the positioning, meaning and understanding of orthographic projection. This is not surprising since a solid object has to be portrayed in a certain accepted manner on a plane surface. The use of the terms ‘1st and 3rd angle’ or ‘British and American’ confuses matters, while auxiliary views add a further complication.
VOCATIONAL GUIDANCE
Authors: Crompton V.T.
Published: February 2008

THE ‘Six Point Plan’ referred to in the last article needs to be well and firmly introduced before industrial visits are begun, if any material benefit is to be forthcoming from the ‘fact‐finding’ undertaken.
Thinking, Learning and Teaching
Authors: Case Duncan
Published: February 2008

We can browse in our favourite bookshop and cast an eye over the educational publications in stock and find a host of titles which suggest that infancy and early childhood receive a fair amount of attention from the psychologists. In a very short time we can acquaint ourselves with the development of children from ‘cod liver oil to reduced fare bus passes’ and cover the field fairly comprehensively.
DISCUSSION
Authors: Pritchard R.H.
Published: February 2008

I Sincerely hope that we are sufficiently aware in the colleges of our inheritance from the school teachers' work towards academic freedom. One aspect in which we have won this freedom, whether by chance or design, is in the free choice of course textbooks. We are not bound, though one sometimes still finds it, to a dutiful following of the college ‘book list’ — which is often chosen by people who will not be doing the job of teaching.
Mobile Training Unit
Authors: Robinson S.J.
Published: February 2008

THE Iraq Petroleum Company's operations cover a large area of Iraq and include the running of the pipelines to the Mediterranean coast, some 550 miles away.
Centenaries, '61
Authors: Cummings A.
Published: February 2008

Samuel Clegg was born in Manchester in 1781 and died in 1861. His inventions are concerned with gas lighting and an extraordinary railway. He was educated partly by Dalton of the Atomic Theory and worked at Boulton and Watt's Soho factory, Birmingham. Gas lighting was invented by Murdoch (of the same company) and Clegg was concerned with him in installing it in cotton mills. Later Clegg worked independently and became the chief engineer of a London gas company. He invented the lime purifier (to remove sulphur compounds from gas) and two kinds of gas meter.
TRAINING SUPERVISORS
Authors: Wellens John
Published: February 2008

“The entire focus of this book is on the interpersonal relations work of the supervisor. Although he may engage in many other activities, such as job analysis and work simplification, these are less central and occupy less of his attention than interpersonal relations.” In this way the authors of ‘The Challenge of Supervision’ state their faith that the fundamental ability in good supervision is what we loosely call ‘human relations’.
Pre‐University Training by Projects
Authors: Howard D.L.
Published: February 2008

The‘Thick Sandwich’ (1–3–1) course is growing in popularity. More and more men are going to university to read engineering with a year of practical training behind them, and this has several obvious virtues. There are, of course, various attendant drawbacks differing in their magnitude from one type of industry to another. In the heavy electrical industry the problem is that the man who has academic qualifications only as far as GCE ‘A’ level or university entrance standards is a difficult man to employ usefully in research, design or development departments and is possibly a liability when it comes to testing equipment where there is anything but the lowest of voltages.