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This article has been withdrawn as it was published elsewhere and accidentally duplicated.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/eb014603. When citing the article, please cite: M.J. Ploos van Amstel, (1985), “Physical Distribution Cost Control”, International Journal of Physical Distribution & Materials Management, Vol. 15 Iss: 1, pp. 49 - 60.

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.

To provide a taxonomy of third party logistics (3PL) research and, based on that, to develop a research agenda for this field of study.

The proposed 3PL research classification framework is based on a comprehensive literature review, which concentrates on peer‐reviewed journal papers published within the period 1990‐2005. A total of 114 academic sources have been retrieved and analysed in terms of research purpose and nature, method employed, theoretical approach and level of analysis.

The review reveals that 3PL research is empirical‐descriptive in nature and that it generally lacks a theoretical foundation. Survey research is the dominant method employed, reflecting the positivist research tradition within logistics. It identifies certain knowledge gaps and develops five propositions for future research. It suggests that focus should be directed towards more normative, theory‐driven and qualitative method‐based studies. It also argues that further empirical research in relation to 3PL design/implementation and fourth party logistics services is needed.

This paper fulfils an identified need for a comprehensive classification framework of 3PL studies. It essentially provides both academics and practitioners with a conceptual map of existing 3PL research and also points out opportunities for future research.

Industrial enterprises are having to meet changes in customers' requirements at ever shorter intervals. The life cycles of products are becoming shorter, the pay‐back time of development costs likewise. Various concepts, such as Just‐in‐Time (JIT) and Total Quality Control (TQC) have been developed to meet the ever stricter demands made on products, their production and distribution processes; demands which may well be even more stringent in the liberalized Europe of the years following 1992.

A long-term collaborative public water infrastructure procurement contract in New Zealand adopts “Enterprise Alliance” delivery (strategy) with a Construction Consolidation Centre (CCC) (operational) logistics solution. New Zealand's unique spatial, market, regulatory and economic circumstances present a research gap pertaining to the sustainability impacts of the combinatory implementation. The paper suggests a literature review-based research framework for examining these.

Systematic literature review (SLR) discovers unique New Zealand attributes, and sustainability impacts of both the approaches overseas. Towards formulating a research framework, the paper discusses sustainability of construction and its New Zealand context, and research focus within the implemented model. Significant issues from SLR reveal Design, Logistics, Impacts and Spin-offs research domains. The paper suggests a research framework and examines an appropriate research design.

CCC implementation under a programme alliance is without precedent in New Zealand. Variance of New Zealand's unique attributes from North American and European characteristics behind successful implementation are likely to impact domestic outcomes. A research framework to test this hypothesis will enable investigating the relevance of the concepts to New Zealand settings and provide a contextual implementation datum. Implementation benchmarks will potentially influence public policy and enrich indigenous knowledge corpus, potentially transferrable to associated domains (urban planning, transportation and energy).

The paper attempts to define a research direction in the domain of applying supply chain management principles to the New Zealand's construction sector by investigating the employment of a CCC in a collaborative environment as an infrastructure project delivery vehicle with sustainability leanings.

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 well‐known maxim “different products, different requirements” is, of course, derived from practical experience. This article seeks to establish whether this maxim also has significance when viewed from the perspective of physical distribution. In particular, it will consider what this significance is with reference to physical distribution strategy, production allocation and stock allocation policy. At the same time it will seek to establish which product characteristics can significantly shape this policy.

One of the outcomes of the fiercely competitive business environment of the late 1980s and early 1990s has been the increasing attention which has been paid to logistical issues in many types of business. The demands of the customers of manufacturing concerns for greater flexibility, faster reaction and greater reliability in respect of delivery times and quality levels have forced producers to act. And their action in most cases has involved the search for more effective ways to manage material flows. Meanwhile, retailers have become increasingly aware of the competitive edge which they can gain by exerting greater control of the input to their businesses. As a result it is now quite common, for example, for retailers to require their suppliers to deliver goods within a one hour ‘window’ on a specified day. In addition, the most powerful have required their major suppliers to become E.D.I. (Electronic Data Interchange) connected with them.

Discusses the question of whether a firm should set up an own‐account physical distribution organization or contract out the distribution function. Shows how the concepts of transaction cost economics, particularly asset specificity and performance ambiguity, can shed light on the division of responsibility for the physical distribution function between in‐house operations and outside contractors.

Logistics decisions can have a significant impact on product offer quality so quality costs must be integrated into total cost analysis.