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This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/eb014704. When citing the article, please cite: C. John Langley, Jr., David P. Carlisle, Stephen B. Probst, Donald F. Biggs, Roy E. Cail, (1988), “Microcomputers as a Logistics Information Strategy”, International Journal of Physical Distribution & Materials Management, Vol. 18 Iss: 6, pp. 11 - 17.

Study teams, including industry representatives, themselves experienced in the use of microcomputers in logistics, report on a survey of such use.

Customer service is often described as consisting of a set of measurable elements. Similarly, market response to customer service may be viewed as consisting of a set of components which are measurable. Most published empirical studies of the relationship between customer service and market response, however, have represented market response through the use of a single measure. The results of an empirical study of interset association between two sets of measures, one representing the elements of customer service (measured in service levels) and the other representing various forms of market response, are reported. Canonical correlation analysis of data collected from 91 grocery channel dyads indicated (as expected) a closer association of market response with customer perceptions of customer service than with supplier perceptions of the same. Also presented, is the contribution of individual measures to the close association between market response and customer perceptions of customer service.

In today's progressive business environment, it is an accepted fact in many firms that the effective management of logistics activities is a prerequisite to overall cost efficiency, and the ability to assure the competitive pricing of products and services. Also, there is a growing tendency among corporate executives to view logistics capabilities as being among the key ways in which the firm can differentiate its products and services from those of its competitors.

Contract negotiation demands the deliberate exercise of professional skills which extend well beyond simple bargaining.

Most logistics professionals and academics agree that logistics is an essential function within business. Furthermore, there has been a trend over the last few years to consider logistics as a process that creates value. While the terms value and value‐added have experienced popular usage, they are neither clearly defined nor accurately measured. A primary goal of this article is to clarify these definitions, in the context of how value is created by logistics. Based on empirical research, definitions of value and value‐added are suggested that are founded upon and related to the perspectives of practicing managers. Following a brief literature review, details are provided about the objectives and methodology of the research that was conducted. Last, managerial implications and the key messages for both logistics managers and researchers are presented.

Outsourcing of logistics has become a key element of corporate strategy in a growing number of firms. For a variety of reasons, the market for these services is expanding rapidly. Represents the first phase of a triangulated research design formulated to investigate empirically the buying and selling of third‐party logistics services in the USA. A focus group, composed of senior managers personally involved in the evaluation and/or purchase of third‐party logistics services, was convened to explore buyer attitudes and generate concepts related to the contract logistics market. The study investigated the definition of third‐party logistics from the buyer’s perspective, the pros and cons of contract logistics, the necessary attributes of services and suppliers, the impetus for logistics outsourcing and the methods employed to select suppliers. Findings from the research are presented as five propositions.

Traces the evolutionary process leading from traditional supply chain logistics. This is accomplished by tracing three foundational concepts – the total cost concept; the systems approach; and the customer service concept – to assess their influence on service response logistics. Anticipates continued interest in this area as organizations seek to structure themselves to be responsive to the changing needs of their individual customers.

With logistics increasingly adopting a strategic orientation in many firms, senior‐level logisticians must possess certain skills in order to successfully manage the logistics function. This article argues that the contemporary senior‐level logistics manager needs to be proficient in three categories namely: business, logistics and management skills. The purpose of this research is to report the results of a survey of US logistics managers designed to assess the importance of business, logistics, and management skills. Management skills emerged as the most important of the three, followed by logistics and business skills. These findings suggest that contemporary senior‐level logistics executives must be managers first and logisticians second. In addition, the emphasis on management skills suggests that high‐ranking logistics executives may have the opportunity of rising to top management positions such as the Chief Executive Officer – a career path unheard of two decades ago.

Presents a series of articles on each of the following topics: digital strategy in the next millennium (Digital strategy – a model for the millennium; Searching for the next competitive edge; The technology link; Value web management opportunities; clash of the Titans: communications companies battle for new ground; and a guide through the maze); retailing and distribution in the digital era (The business case for electronic commerce; superdistribution spells major changes; VF Corp. sews up software operation; IBM seeks to harness digital revolution; Egghead’s bold move to a Web‐based strategy; achieving successful Internet banking; and enterprising uses for IT); and the changing shape of the aviation industry (boom times ahead for air cargo; United Airlines flies high through employee ownership; Asian practices to West at Cathay Pacific; and Ryannair strips to the bone).