International Journal of Physical Distribution & Logistics Management

Livingstone, Geraldine

1992 International Journal of Physical Distribution & Logistics Management

doi: 10.1108/EUM0000000000415

ICI Plastics set up their own measurement system to measure theirIn Full On Time philosophy. This is now a combination ofmanual and automatic recording. Over the three years customer servicehas been monitored, performance has improved as a result of being ableto identify the cause of low service levels.

Dapiran, Peter

1992 International Journal of Physical Distribution & Logistics Management

doi: 10.1108/EUM0000000000416

Explores the development and operations of Benetton, anItalianbased fashion designer and manufacturer. In order to maintainits fast response time a necessity to stay a leader in thehighly transient world of international fashion Benetton hasdeveloped unique relationships and operational processes, and employsstateoftheart technology. It still manages, however, to keeplogistics costs contained.

Lambert, Douglas M.

1992 International Journal of Physical Distribution & Logistics Management

doi: 10.1108/EUM0000000000417

The increasing rate of change in technologies and markets and thesearch for competitive advantage, have led to a new focus on logisticsstrategy and management. In the dynamic, competitive environment of the1990s, the successful companies will be those who recognize and takeadvantage of the leverage which can be gained by effective management ofthe supply chain, from supplier through end users. The starting point indeveloping a logistics strategy must be a thorough understanding offinal customers requirements. Only then is it possible to determine therequired performance of firms throughout the supply chain. Integratedinformation systems and strategic alliancespartnerships will play animportant role in achieving the desired levels of service performance.As markets fragment, it will be critical to be able to identify theprofitability of customers and products as well as how alternativelogistics strategies affect the profitability of these segments of thebusiness.

Barton, Laurence

1992 International Journal of Physical Distribution & Logistics Management

doi: 10.1108/EUM0000000000418

The systematic stealing of patents, copyright ownership andindustrial secrets remain a complex and costly dilemma for corporateinterests worldwide. Analyses the role which organizations in thePacific Region have played, both in the cause and control of theseabuses. Western manufacturers, artists and writers have charged thatinterests in Japan, Korea, Singapore and other nations have repeatedlycopied software, musical compositions, patents and other intellectualproducts and that government punishment against perpetrators of theseacts has been virtually nonexistent. Further, industrial spying remainsa serious threat to the viability of numerous emerging companies lackingsophisticated preventive measures. These companies are vulnerable tolegal manoeuvres which have effectively negated any attempt to protectones own creations. Concludes with the identification of typologies ofthese violations so that readers can implement strategic, preventivemeasures.

Lancioni, Richard; Gattorna, John L.

1992 International Journal of Physical Distribution & Logistics Management

doi: 10.1108/EUM0000000000419

Describes the major strategies used in setting prices ininternational markets. Emphasizes the issue of developing pricingstrategies early in the development phase of new product development anddiscusses bundling strategies with the emphasis on adding value tomature productsservices through bundling. Discusses longterm issues ininternational pricing including the development of pricing parity, theconcentration of buying power in international buying groups, and theincrease in retaliatory measures by nations against predatory pricing bycompetitiors.

Wyatt, Les

1992 International Journal of Physical Distribution & Logistics Management

doi: 10.1108/EUM0000000000420

What are supplier relationships Looks at subjective and objectivemeasures, how we set them up, how to choose partners, whom we shouldchoose. The potential benefits are synergy, common goals, reduction ofcomplexity, cost reduction and higher service levels.

Gattorna, John L.

1992 International Journal of Physical Distribution & Logistics Management

doi: 10.1108/EUM0000000000421

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 seeks an answer in the fields ofbehavioural science, culture, organizational design and operationsresearch. Taking one UK company as an example, looks at aspects ofquality service, product behaviour visvislogistics, optimization modelling, the various phases of the model andthe expected benefits of the whole project. Concludes that organizationsfollowing this methodology have acquired the means to ascertainstrategic and tactical shifts in direction without being compelled tomake ontheground changes.