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This article has been withdrawn as it was published elsewhere and accidentally duplicated.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/eb014418. When citing the article, please cite: Robert G. House, Jeffrey J. Karrenbauer, (1978), “Logistics System Modelling”, International Journal of Physical Distribution & Materials Management, Vol. 8 Iss: 4, pp. 189 - 199.

Australians were recently awarded the dubious honour of building the largest homes in the world. Our new homes are now seven percent larger than those in the United States and nearly three times larger than those in the United Kingdom. At the same time, the price of an average residential property is now five times what it was 20 years ago. Although incomes have risen over the same period, they have not kept pace with rising house prices. In terms of disposable income, the cost of housing has almost doubled. While traditional housing affordability is measured in terms of house prices and incomes, a broader and more encompassing perspective also indicates that we can no longer ‘afford’ to build houses as we have done in the past. The environmental impact of modern Australian housing is significant. Australians have resisted the need for increased urban density as their capital city populations grow and new houses have been built on the outskirts of the existing cities, encroaching on the greenwedge and agricultural lands, destroying and degrading existing fauna and flora. The houses built have increased carbon emissions because of their size, embodied energy and reliance on the motor car. This paper discusses the environmental ‘affordability’ of current Australian housing and argues that this must be considered alongside traditional affordability criteria so that a more holistic approach to the issues is adopted.

In a logistics system the number of possible applications of qualitative and quantitative modelling efforts is practically infinite. The situations or problems which can be analysed range from micro operations (e.g., analysing alternative order picking systems) to macro planning issues (e.g., determining the number and location of warehouses to be employed in a future distribution system). This range of potential applications not only reflects the scope of the models (micro to macro) but it also incorporates another relevant dimension: planning. The planning axis is anchored at one end by operations models which are constructed to analyse daily operating practices. The other end of the continuum is represented by long range planning models. These models are used to aid logistics managers in their attempts to design systems to cope with the future. In many situations exact classification of individual models along these two dimensions is difficult. However, this categorisation is a useful framework within which to view the scope of the modelling discussed in this paper. This presentation will focus on the macro planning models that are being employed both in military and industrial logistics to aid the systems planner in his attempts to structure logistics systems for the future.

Highlights insights gained from five years of operating experience in a logistics partnership between a large US retailer and a provider of international logistical service. The insights gained from this partnership show that a third‐party logistics provider can help a firm achieve substantial results. The path to achieving these results is not without its difficulties, but many of these problems can be anticipated and appropriate actions taken to minimize their disruption. Establishing a measurement system that allows easy and integrated reporting of the status of the enterprise is essential if real progress is to be made in a logistics partnership. An extensive formal and informal communication strategy is essential to address the issues arising from the difficulty of combining two different organizational cultures. Finally, this partnership has shown that if the rewards for both partners are real, tangible, and substantial the partnership can endure.

Describes how professional fund‐raisers write and speak persuasively to many audiences, utilizing various media. Explains that the essence of fund‐raising is motivating individuals through symbolic action to behave in a desired way. Argues that fund‐raising is essentially a rhetorical exercise and that the utilization of criteria for assessing rhetorical acts is warranted. Rhetorical criteria direct the fund‐raiser to ask important questions pertaining to the purpose, audience, barriers ‐ the rhetorical problem ‐ and the structure of persuasive communication. Argues also that the fundamental Aristotelian genre is apparent in most fund‐raising rhetorical acts and the genre is identified through recurring characteristics of the rhetoric and helps to define the relationship between form and content. Maintains that successful fund‐raisers relied as much on experience and intuition as on formal rhetorical theory but rhetorical criteria may provide the practitioner with a template by which to create persuasive symbolic action in a broader context not limited to a single communicative act.

Oxenfeldt and Kelly argue somewhat tongue in cheek, that franchising as a vertical market structure is advantageous to a successful franchisor primarily in the early stages of his market expansion. They also suggest that this market device has further meaning to a would‐be franchisor for the exploitation of marginal distribution locations. They go on to state that: “If we are correct, it will be clear that the great importance attributed to franchising as a source of investment and employment, and as a haven for independent entrepreneural spirits, is largely mistaken”.

The power of a distribution channel member represents “(his) ability to control decision variables in the marketing strategy of another member operating at another level”. Bucklin and Alderson stress that power relationships are essential for strong marketing channels. The five bases of power which have been identified and discussed in the marketing channel literature include rewards, coercion, expertness, legitimacy and identification. These power bases are useful in understanding the nature and use of customer service in channels of distribution. For example, reward power is based on the belief by one channel member that another member has the ability to mediate rewards for him. The customer services, fill rate and lead time can be viewed as bases for reward power. Expert power is based on one channel member's belief that another member has some special knowledge or expertise. The ability of a manufacturer to provide market information and/or assistance in inventory management is a potential basis for expert power. Thus, a supplier's strategy for achieving power bases is by providing customers with packages of customer service which they find particulary important.

Providing the services which customers need and want is vital for assuring necessary product and distribution support in a marketing channel. This paper illustrates a method of identifying those customer service needs and aligning suppliers' customer service activities to meet those needs.

The following classified, annotated list of titles is intended to provide reference librarians with a current checklist of new reference books, and is designed to supplement the RSR review column, “Recent Reference Books,” by Frances Neel Cheney. “Reference Books in Print” includes all additional books received prior to the inclusion deadline established for this issue. Appearance in this column does not preclude a later review in RSR. Publishers are urged to send a copy of all new reference books directly to RSR as soon as published, for immediate listing in “Reference Books in Print.” Reference books with imprints older than two years will not be included (with the exception of current reprints or older books newly acquired for distribution by another publisher). The column shall also occasionally include library science or other library related publications of other than a reference character.

The Bureau of Economics in the Federal Trade Commission has a three-part role in the Agency and the strength of its functions changed over time depending on the preferences and ideology of the FTC’s leaders, developments in the field of economics, and the tenor of the times. The over-riding current role is to provide well considered, unbiased economic advice regarding antitrust and consumer protection law enforcement cases to the legal staff and the Commission. The second role, which long ago was primary, is to provide reports on investigations of various industries to the public and public officials. This role was more recently called research or “policy R&D”. A third role is to advocate for competition and markets both domestically and internationally. As a practical matter, the provision of economic advice to the FTC and to the legal staff has required that the economists wear “two hats,” helping the legal staff investigate cases and provide evidence to support law enforcement cases while also providing advice to the legal bureaus and to the Commission on which cases to pursue (thus providing “a second set of eyes” to evaluate cases). There is sometimes a tension in those functions because building a case is not the same as evaluating a case. Economists and the Bureau of Economics have provided such services to the FTC for over 100 years proving that a sub-organization can survive while playing roles that sometimes conflict. Such a life is not, however, always easy or fun.