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An influential publication in business logistics is reviewed, discussing the contribution of logistics to the profitability of the organisation, the use of information to manage logistics more profitably, the impact of technology, and human resources.

The Register of Current Research in the field of Physical Distribution Management has been compiled from the response to a request for such information made to Universities in 23 countries throughout the world. The last register was published in 1972 in this journal.

Logistics managers can no longer treat their areas of responsibility as discrete functions. They need to perform an integrating role within their own area and within the overall corporate umbrella. They need to ensure that the responses to market demands are appropriate. Uses the three levels of flow – base, wave and surge – as the basis for developing appropriate responses and management leadership styles. Breaks down the desired culture into nine factors and describes how they should relate to each flow pattern.

Examines the paradox facing companies in general of how to take cost out of a logistics network, while simultaneously maintaining or improving agreed levels of service, and seeks an answer in the fields of behavioural science, culture, organizational design and operations research. Taking one UK company as an example, looks at aspects of quality service, product behaviour vis‐á‐vis logistics, optimization modelling, the various phases of the model and the expected benefits of the whole project. Concludes that organizations following this methodology have acquired the means to ascertain strategic and tactical shifts in direction without being compelled to make on‐the‐ground changes.

Describes the major strategies used in setting prices in international markets. Emphasizes the issue of developing pricing strategies early in the development phase of new product development and discusses bundling strategies with the emphasis on adding value to mature products/services through bundling. Discusses long‐term issues in international pricing including the development of pricing parity, the concentration of buying power in international buying groups, and the increase in retaliatory measures by nations against predatory pricing by competitiors.

Strategic partnering is a method of developing a relationship between two members of a distribution channel based on the growth of understanding, trust and shared information. It does not rely on personal relationships between individuals but is initiated at the highest management levels and becomes a part of the corporate structures concerned. The resulting development of integrated marketing plans, joint strategies and tactics allows the partner organisations to develop and maintain strategic fit between their capabilities and goals and their changing market opportunities. Electronic data interchange technology confers direct benefits through lower transaction costs, faster response times and more cost‐effective service to customers.

Superior customer service is necessary to maintain a competitive edge in international logistics. In order to develop a comprehensive customer service programme, a company must establish service levels for its customers, beginning with order cycle time and including all aspects of the customer service cycle. Discusses the importance of service standards and the areas in customer service where they should be developed. Describes standard variances and stresses the need to develop incentives for meeting service standard goals.

The fundamental weakness in traditional supply‐chain management thinking is that of trying to change the behaviour of everyone involved by exhorting them to create and maintain a shared vision and strategy. This is fruitless, particularly in global and cross‐cultural situations. A pragmatic, market‐based approach is needed which is repeatedly proven by practical applications and relies on identifying and accepting the differing objectives and styles of other supply chain members, and clustering these seemingly disparate groups into their “natural logics”. These can be aligned, by restructuring the organisation, to allow the natural flows to emerge and operate efficiently. The resulting alignment of the organisation to its markets enables it to achieve near‐perfect customer service.

Examines the use of a non‐metric multidimensional scaling to establish the requirements of shippers, in terms of desirable characteristics for eight different types of movement. Believes that transport companies often develop marketing strategies without paying sufficiently close attention to the shippers' needs. Provides comparisons of actual adverts with requirements of shippers, such as desirable characteristics for differing types of movements. Concludes that some interesting findings have emerged from this study and this approach may prove to be a worthwhile method for transportation companies to re‐evaluate the advert segment of their marketing strategies.

Channels of distribution are basic to the marketing strategies of firms, and have been shown to be a key element in the marketing mix. The author here undertakes a comprehensive review of channels literature, primarily to identify and assess the adequacy of the various mainstream conceptual schemes which have emerged. Economic‐based arguments have largely been at the core of channels literature, although these have been partially offset by the concepts of the organisational and behavioural schools. The author concludes that whereas every conceptual approach reviewed has added something to our cumulative knowledge, no single approach has yet reached a point of adequate conceptualisation based on his own basic criteria. As yet channels literature is mainly descriptive, and has virtually no predictive power.