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Grounded in contingency theory and strategic fit theory, the goal for this research was to determine if managers differentiate in terms of the degree of partnership when allocating resources for planning, joint operating controls, communication and other management components to relationships and if this differentiation is based on the Partnership Model (Lambert et al., 1996).

In total, 381 managers representing 31 relationships participated in one-and-a-half-day partnership meetings, and the authors analyzed how the management components were implemented in each relationship compared to the recommendations in the Partnership Model.

Managers did not differentiate types of partnerships which led to over-resourcing relationships with low potential and under-resourcing those with the highest potential for creating value. The principles of contingency theory and strategic fit were not used for managing relationships.

Contingency theory combined with the relationship view suggests that management components should not be implemented at the same level for all relationships, but in the 31 relationships studied different partnership types were not managed based on their potential.

The research reinforces the need for a formal structure like the Partnership Model to establish joint goals for a relationship and guide management in implementation.

Effective supply chain management depends on the ability of managers to differentiate among partnership types and fit relational mechanisms that are appropriate. However, researchers tend to generalize their findings to all partnerships regardless of potential. The authors found support for the Partnership Model published in IJLM in 1996 as a method to resource different types of partnerships following the contingency perspective and strategic fit theory.

The purpose of this paper is to document the growing concerns about the lack of relevance of business school research, and offer suggestions for journal editors and faculty members in logistics and supply chain management.

This paper is a review of literature related to the relevance of business school research and an analysis of trends related to the editorial review boards of the three main logistics journals.

The current business school research model is unsustainable. The metrics used are driving the wrong behavior. Logistics journals, traditionally known for an emphasis on practical relevance, appear to be emulating the journals of other business functions at a time when there is a growing consensus that these journals are publishing, more often than not, research of little or no value to practicing managers or society.

The cost of faculty research at AACSB schools, which increasingly benefits no one but the authors, has been estimated at roughly US$3.8bn annually. Imagine the potential benefits if business school deans realigned the incentives to encourage faculty to produce credible research that is useful to business and society.

The hope is to influence senior logistics faculty with tenure to work with business executives or policymakers to identify long-term big idea projects that will impact business and society, and publish their research in the logistics journals. Traditionally, the editors of logistics journals included business executives on the editorial review boards and encouraged research of practical relevance. Journal editors should look back and realize what was good about the journals and not discard the good for current fads.

This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/eb014449. When citing the article, please cite: Douglas M. Lambert, John T. Mentzer, (1979), “Inventory Carrying Costs: Current Availability and Uses”, International Journal of Physical Distribution & Materials Management, Vol. 9 Iss: 6, pp. 256 - 271.

This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/eb014552. When citing the article, please cite: Douglas M. Lambert, Mark L. Bennion Jr, John C. Taylor, (1983), “Solving the Small Order Problem”, International Journal of Physical Distribution & Materials Management, Vol. 13 Iss: 1, pp. 33 - 46.

This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/eb014361. When citing the article, please cite: Bernard J. La Londe, Douglas M. Lambert, (1975), “Inventory Carrying Costs: Significance, Components, Means, Functions”, International Journal of Physical Distribution, Vol. 6 Iss: 1, pp. 51 - 63.

This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/EUM0000000000369. When citing the article, please cite: Arun Sharma, Douglas M. Lambert, (1990), “Segmentation of Markets Based on Customer Service”, International Journal of Physical Distribution & Logistics Management, Vol. 20 Iss: 7, pp. 19 - 27.

Customer service represents a significant opportunity for segmenting markets. This article reviews the importance of customer service and the conceptual issues associated with segmenting industrial markets on the basis of customer service. A methodology is presented which can be used by managers to classify a market into segments with different customer service needs. Empirical results from a high‐technology industry are also presented. The article emphasises the need to recognise the differing customer service requirements of segments of customers when establishing priorities for customer service expenditures.

Academicians and practitioners alike recognise that logistics services and operating systems are an integral part of the overall marketing strategy of firms. Consequently, there is a need for an ongoing, interactive review of actual logistics system performance, so that firms can achieve operating systems improvements as well as select and implement the most profitable corporate strategies.

Although managers have struggled with SKU proliferation for decades, research has provided inconsistent guidance, and the cross-functional and cross-firm aspects of the problem were not considered. The purpose of this paper is to explore the factors that favor successful and sustainable SKU rationalization.

A single case study was used to investigate the implementation of an SKU rationalization project by a national restaurant chain in collaboration with its food distributor. Qualitative data analysis techniques were used to understand managers’ perceptions about the SKU rationalization problem and the financial results that were achieved.

The findings include seven propositions that begin to formalize theory for SKU rationalization. Cross-functional involvement was both a challenge and a critical success factor, and the supplier was an important resource for managing product variety and complexity.

Seven propositions are provided that increase the likelihood of successfully dealing with SKU proliferation.

SKU proliferation increases supply chain complexity and leads to higher costs. The research reports on an SKU rationalization project that saved a company and its supplier $6.7m.

A previously unexplored theoretical perspective on SKU rationalization was employed that emphasizes cross-functional alignment, buyer–supplier relationships and the impact on financial performance of a firm.