International Journal of Physical Distribution & Logistics Management

Glen D’Este

1996 International Journal of Physical Distribution & Logistics Management

doi: 10.1108/09600039610145899

Global sourcing, just‐in‐time inventory control and the growth of the global marketplace have made intermodal transport an increasingly important aspect of distribution and logistics. Discusses intermodal system modelling from the perspective of intermodalism as an integrated transport service rather than as a technology. Reviews current modelling paradigms and implementations and proposes an innovative approach based on the abstract concept of logistical events and treating intermodalism as a sequence of linked events. Addresses some of the technical issues involved in embedding the proposed framework in a traditional network model.

Martin Verwijmeren; Piet van der Vlist; Karel van Donselaar

1996 International Journal of Physical Distribution & Logistics Management

doi: 10.1108/09600039610125170

Aims to explain the driving forces for networked inventory management. Discusses major developments with respect to customer requirements, networked organizations and networked inventory management. Presents high level specifications of networked inventory management information systems (NIMISs). Reviews some decision systems for inventory management, and compares traditional inventory management to networked inventory management. Uses these insights to outline NIMISs for several types of inventory management decision systems. Summarizes the results of the study, and provides an outlook on further research.

Rajiv Mehta; Trina Larsen; Bert Rosenbloom

1996 International Journal of Physical Distribution & Logistics Management

doi: 10.1108/09600039610125198

The manufacturer depends on channel members for the performance of marketing functions. Therefore, the channel participants need to co‐operate with one another while simultaneously pursuing independent as well as systemic goals. Examines how co‐operation among distribution channel members can be fostered through the use of participative, supportive and directive leadership styles foster channel member co‐operation and assesses the relationship between co‐operation and channel member performance. Develops a conceptual model and empirically tests the linkages among the variables on data drawn from a survey of key informants in a sample of automobile dealerships. Shows that participative, supportive and directive leadership styles are directly related to channel member co‐operation, which, in turn, is positively associated with channel member performance.

Gerard Prendergast; Leyland Pitt

1996 International Journal of Physical Distribution & Logistics Management

doi: 10.1108/09600039610125206

Identifies, via a mail survey of UK marketing executives, who makes the sales packaging (i.e. primary packaging) decision within the company, and the extent to which these individuals perceive trade‐offs between the traditional marketing and logistical functions of a sales package, and environmental pressures to reduce, recycle and reuse packaging. Finds that the primary function of sales packaging is to protect the product until it is ready for use. The marketing function carries the most influence within the organization when it comes to making the sales package decision and, in the majority of cases, sales packaging accounts for less than 10 per cent of overall product costs. Claims the majority of respondents did not see a trade‐off between the marketing and logistical function of the sales package and the environmental demands to reduce, recycle and/or reuse sales packaging. However, reports that respondents did agree that sales packaging is a major environmental concern and, assuming it is not possible to have a sales package which both enhances the saleability of the product and is compatible with the environment, the ability of the sales package to sell the product is more important than its compatibility with the environment.