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Because of growing congestion problems and environmental and safety considerations, freight transportation becomes more and more a key issue in logistics in particular and in the industrial process in general. The transportation mode choice is still often made in a rather irrational way. This paper presents the outcome of surveys conducted in Belgian industry about the logistics decision maker’s perception concerning the transportation modes. The different choice criteria are determined and weighted. Finally an interactive Internet tool is presented in order to support the transportation mode decision process. The paper provides insights into the logistics process to the authorities, but above all offers a tool to individual decision makers in the transportation mode selection.

Current logistics systems are unable to react fast enough to rapidly changing environments, mainly because they are heavily focused on the goods handling processes. To compensate for this lack of flexibility, logistics services should be carried out by independently controlled logistics resources. But these resources together do have to guarantee the overall quality of services. Service‐controlled agile logistics solves the conflict that arises – independent resources working together – by strictly distinguishing between control and handling. It is based on control of logistics processes by the requested services themselves, which create their own “agents”, made responsible for realizing the service in the best possible way under changing circumstances. In order to examine the feasibility of this approach, a simulation program has been developed, and some preliminary results are presented.

Many firms are starting to focus on the effective and efficient supply chain management in Asia. This empirical paper reports on the state of existing logistics management practices in Thailand. The main results reveal that firms prefer agile suppliers. Also, most of the logistics costs incurred are on transportation and warehousing. Firms that have instituted logistics departments are making an effort in upgrading their logistical systems and are more pervasive in using technology to manage logistics as compared to firms without formalised logistics departments. The factors hindering logistics development include inefficient logistics information systems, acute transportation bottlenecks, and the lack of logistics management expertise. Finally, future logistics managers need to be competent in modern technology and possess logistics specific skills.

Describes the key elements of total logistics systems and their cycle times for requisite service levels at least cost. Shows how these constructs originally emerged from military necessity but have more recently been driven for commercial and manufacturing advantage. Analyses the traditional logistics cycle in academic and professional publishing and then demonstrates how the application of a total logistics system approach with the emerging capabilities of electronics totally transforms the performance of the system, reducing cycle time by 75 per cent. Significantly re‐engineers the five key elements of logistics systems ‐ facilities, unitization, communications, inventory and transportation ‐ and rewrites the cost/benefit equation of service levels. Explores the opportunities for backward and forward integration by traditional librarians and publishers respectively in the re‐engineered total system.

The transport infrastructure will provide the necessary capacity for freight movement and handling. However, the increase in the physical infrastructure alone is not a sufficient condition for the improvement of logistics systems. The logistics information capability which facilitates the seamless flow of information is a very important element in further enhancing the efficiency of logistics activities and in potentially reducing the demand for the transport infrastructure itself. Reviews the existing logistics information practices in Korea and describes recent nation‐wide efforts to build an integrated logistics information system (ILIS). Raises some important issues for successful implementation of the system and also discusses the relationship between the Korean CVO (K.CVO) programs.

Describes the integrated logistics IT programme recently introduced in the Fleet Air Arm. This is part of a wider strategy to introduce improved management techniques. Explains the historical factors which led to the recognition of the need for the programme. Discusses some of the difficulties encountered and the challenges faced, and identifies the benefits.

The cost of supporting multi‐million‐pound military systems and equipment during the “in‐service” phase is now often well in excess of two‐thirds of the total cost of ownership. The management approach used to predict, budget, validate and control overall support costs is known as integrated logistic support (ILS). Explains the military approach to “designing for support”, how this is integrated into the operational requirement, and the benefits which accrue. This leads to an analytical process known as logistic support analysis (LSA), which is integrated into a dynamic “supportability database” known as the logistic support analysis records (LSAR). It then becomes the definitive repository for information on all support activities, including provisioning and technical documentation, and continues “live” in the in‐service phase “supporting the design”. Under a US Department of Defense initiative, using electronic data interchange (EDI), known as CALS ‐ which was computer‐aided acquisition and logistics support, and has now been redefined as “continuous acquisition and life‐cycle support” ‐ the UK Ministry of Defence is currently fielding an Interim Defence Standard 00‐60, which it is promoting as a contender for a NATO and ISO Standard on ILS. The final edition will be a standard for contracting for ILS, provisioning, technical documentation and CALS using EDI.

One of the enabling factors of effective supply‐chain management is the effective use of information technology (IT). Highlights a number of IT trends which can be grouped together as four key themes. These four key themes affect the way in which technology is used to support logistics operations in order to deliver competitive advantage. Shows how some of these themes have been developed and utilized to provide an in‐cab computing system which delivers competitive advantage to Exel Logistics. Concludes by showing how the four themes will support future trends in logistics.

Major change efforts, such as business process redesign and transformation of the supply chain, can usefully be linked to an organizational learning approach. Radical change stands a far greater chance of success if attention is first paid to overall organizational readiness. Suggests a framework for first conducting a “change audit” using a holistic and systemic view of the firm. Concepts of the learning organization can then be applied to increase flexibility and increase capacity to withstand and exploit unexpected and rapid change. Makes recommendations for successfully combining a learning approach to strategy with proactive and integrated logistics management.

Attempts to question the established paradigms of the relationship between logistics companies and their traditional customers, the suppliers, the manufacturers, retailers and wholesalers. Calls for a completely open mind to the role of logistics in future and seeks to address concerns that ought to be felt by logistics managers (both managers of companies and managers of the internal logistics function). Recommends that the definition of logistics be broadened to include transport and storage of knowledge. Concludes that the logistics manager must grasp the initiative by being an active partner in the supplier customer dialogue, emphasizing the value of logistics to that dialogue.

This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/EUM0000000002955. When citing the article, please cite: John E. Sussams, (1991), “THE IMPACT OF LOGISTICS ON RETAILING AND PHYSICAL DISTRIBUTION”, International Journal of Retail & Distribution Management, Vol. 19 Iss: 7.

Outlines cost benefits for information system implementation using electronic data interchange as the enabling tool. Highlights rarely cited on‐cost benefits through the examination of supply chain dynamics, and their relative reductions created through increased stability. Examines two business re‐design strategies, namely lead time reduction via information systems implementation and information integration in the form of actual customer demand fed forward to all supply chain members. Highlights global integrated logistics information systems and describes their role in overall supply chain system optimization.

Attributes of leadership in logistics management today are reviewed and likely characteristics of leading logistical organisations of the future are suggested. Leading firms will continue to rely on sophisticated solutions and development of unique competences to gain differential advantage. The essence of these sophisticated solutions will be information.

Key components of the logistics mix are described in an effort to create an understanding of the total logistics concept. Chapters include an introduction to logistics; the strategic role of logistics, customer service levels, channel relationships, facilities location, transport, inventory management, materials handling, interface with production, purchasing and materials management, estimating demand, order processing, systems performance, leadership and team building, business resource management.

Planning systems are only as good as their interface with the distribution function. If distribution is having an adverse effect on the overall logistics system, then we have a “systems gap”. What is then needed is the use of distribution requirements planning (DRP), a powerful method with which to integrate the logistics systems of organisations.

The major developments and trends in computer hardware and software are discussed, and those developments that will influence the use of computers in logistics in the coming decade are highlighted. The main areas in the logistics operation where changes will take place are highlighted. The human element is examined, particularly the type of people needed to operate future logistical computer systems.

Logistics costs come from physical and information systems in use. Logistics systems can be complex, very costly and wide reaching in function and geographic parameters. Because of this it is vitally important that marketing staff include one or more logistic specialists at the early stages of product development. By so doing the marketer is able to consider logistics elements and their costs and put these into the marketing plan. The use of a logistics life‐cycle approach can act as a prompt, the aim being to make sure that the logistics factors which might otherwise be overlooked are included. It is used as a tool to obtain an operations and systems input to the product life cycle at the development stages. An outline is proposed for the complete management of the product including an “end game plan”. Also raised is consideration of the individual parts of each product component in the distribution channel, in use by the consumer and after it has been used by the consumer.

Information Systems Technology (IST) has a recognised role in creating and sustaining competitive advantage. The link is developed between logistics and the use of IST to improve competitive performance by outlining a model of the logistics function that stimulates thinking about logistics issues and by describing instances of organisations that are using IST to gain competitive advantage in logistics. It is argued that IST will be a powerful tool for putting logistics and marketing together again. The majority of the case studies are drawn from the Australian business environment. A general process is also described that strategic planners can use when attempting to identify strategic information systems.

The authors outline IBM's organisation and logistics processes and show the current application of information systems.

The logistics function has increased dramatically over the last decade from the narrow responsibilities of distribution to a broader interpretation of the disciplines involving all aspects of the material flow. The challenges that this has given logistics managers, who need to expand their skills to encompass the internal and external responsibilities of the traditional logistics function in order to take full advantage of the new technologies and incorporate new ideas into the business environment, are addressed.

Reports on recent research on “leading edge” firms, which shows that logistics plays an important role in a firm′s competitiveness. Details the evolution of advanced logistics management, analyses the essence of logistical leadership and outlines likely characteristics of the leading logistics organizations of tomorrow. Suggests that leading firms use logistical competence strategically to realize competitive advantage. Sophisticated solutions are required and information has come to play a vital role in this regard.