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.
Key components of the logistics mix are described in an effort to create an understanding of the total logistics concept. Chapters include an introduction to logistics; the strategic role of logistics, customer service levels, channel relationships, facilities location, transport, inventory management, materials handling, interface with production, purchasing and materials management, estimating demand, order processing, systems performance, leadership and team building, business resource management.
The purpose of this paper is twofold: first, to empirically test whether a “one size fits all” strategy fits the fashion e-commerce business and second, to evaluate…
The purpose of this paper is twofold: first, to empirically test whether a “one size fits all” strategy fits the fashion e-commerce business and second, to evaluate whether consumer returns are a central aspect of the creation of profitability and, if so, to discuss the role of returns management (RM) in the supply chain strategy.
Transactional sales and return data were analysed and used to categorise customers based on their buying and returning behaviours, measuring each customer's net contribution margins.
The e-commerce business collects a vast quantity of data, but these data are seldom used for the development of service differentiation. This study analysed behaviour patterns and determined that the segmentation of customers on the basis of both sales and return patterns can facilitate a differentiated service delivery approach.
This research empirically supports the theory that customer buying and returning behaviours can be used to appropriately categorise customers and thereby guide the development of a more differentiated service approach.
The findings support a differentiated service delivery system that utilises a more dynamic approach, conserving resources and linking the supply chain and/or organisational strategies with customers' buying and returning behaviours to avoid over and underservicing customers.
Consumer returns are often viewed as a negative aspect of doing business; interestingly, however, the authors revealed that the most profitable customer is a repeat customer who frequently returns goods.
An influential publication in business logistics is reviewed,discussing the contribution of logistics to the profitability of theorganisation, the use of information to…
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.
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…
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.
Logistics managers can no longer treat their areas ofresponsibility as discrete functions. They need to perform anintegrating role within their own area and within the…
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 takecost out of a logistics network, while simultaneously maintaining orimproving agreed levels of service, and…
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 ininternational markets. Emphasizes the issue of developing pricingstrategies early in the development phase of new…
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.