International Journal of Physical Distribution & Logistics Management

Gattorna, John L.; Chorn, Norman H.; Day, Abby

1991 International Journal of Physical Distribution & Logistics Management

doi: 10.1108/EUM0000000000398

The fundamental weakness in traditional supplychain managementthinking is that of trying to change the behaviour of everyone involvedby exhorting them to create and maintain a shared vision and strategy.This is fruitless, particularly in global and crosscultural situations.A pragmatic, marketbased approach is needed which is repeatedly provenby practical applications and relies on identifying and accepting thediffering objectives and styles of other supply chain members, andclustering these seemingly disparate groups into their naturallogics. These can be aligned, by restructuring the organisation,to allow the natural flows to emerge and operate efficiently. Theresulting alignment of the organisation to its markets enables it toachieve nearperfect customer service.

Lancioni, Richard

1991 International Journal of Physical Distribution & Logistics Management

doi: 10.1108/EUM0000000000399

In general, distribution costs fall into two discrete areasstaffadministration costs, i.e. those cost centres associated withsupporting the line distribution functions and lineoperational costs,i.e. those cost centres dealing with the functional areas in a logisticsoperation. Identification of these costs is essential if a manager is tomanage his logistics operation correctly. Planning for budgets, thedevelopment of those plans and the setting of standards to judgeperformance are based on tracking these costs. The relationships betweenthese cost groups have to be identified and functional accounts set upto keep track of them.

Hunt, James M.; Chandran, Rajan

1991 International Journal of Physical Distribution & Logistics Management

doi: 10.1108/EUM0000000000400

In assessing international marketing endeavours, it is essential tounderstand customer services as a function of the logistics structuresof global organisations. Users form idiosyncratic perceptions ofservice, and these ultimately influence the survival of theorganisationcustomer relationship. The process by which users formimpressions of an organisations services and its apparent servicedeficits must be understood. Perceptions of service can vary on a globalbasis. An attempt is made to develop a framework that accounts for suchvariation as well as provide general guidance regarding user perceptionsand misperceptions of customer service.

Shapiro, Jeremy

1991 International Journal of Physical Distribution & Logistics Management

doi: 10.1108/EUM0000000000401

Technical barriers to the use of advanced decision support systemsbased on mathematical programming models for integrated planning arebecoming less and less important. The more important issue is theorganisations ability to adapt its structure to exploit the insightswhich these systems provide. Considering the competitive cost advantageswhich can be achieved, radical changes in the ways in whichorganisations employ such systems can be expected.

Chorn, Norman H.

1991 International Journal of Physical Distribution & Logistics Management

doi: 10.1108/EUM0000000000402

There are two types of learning in organisations singlelooplearning is a participative process of fine tuning or refinement,occurring inside the system doubleloop learning is an individualisticprocess of questioning the validity of basic assumptions, occurringoutside the system. Total quality management is essentially singlelooplearning, capable only of effecting cautious, incremental adjustingchanges to wellknown processes and products. These are not theinnovative selfrenewing changes needed to keep an organisation alignedwith a turbulent changing environment. TQM is not a universalfixall. It produces favourable results only if used underthe conditions and for the purposes to which it is appropriate.Elsewhere it is likely to be dysfunctional and can reduce theorganisations overall effectiveness.

Gattorna, John L.

1991 International Journal of Physical Distribution & Logistics Management

doi: 10.1108/EUM0000000000403

Strategic partnering is a method of developing a relationshipbetween two members of a distribution channel based on the growth ofunderstanding, trust and shared information. It does not rely onpersonal relationships between individuals but is initiated at thehighest management levels and becomes a part of the corporate structuresconcerned. The resulting development of integrated marketing plans,joint strategies and tactics allows the partner organisations to developand maintain strategic fit between their capabilities and goals andtheir changing market opportunities. Electronic data interchangetechnology confers direct benefits through lower transaction costs,faster response times and more costeffective service to customers.

Young, Steve

1991 International Journal of Physical Distribution & Logistics Management

doi: 10.1108/EUM0000000000404

In todays highly competitive and fastchanging businessenvironment, the manufacturing function must be more highly integratedinto the total company. Successful manufacturers have realised that themanufacturing function can be made to offer benefits which allow them tocompete more effectively in the marketplace. These benefits, coveringcosts, quality and responsiveness, can be derived only by fundamentallyquestioning existing practices. It is necessary to develop amanufacturing strategy which is totally integrated into overall businessstrategy and other functional interests must be subordinated to this.