Business Logistics

  • Editors
  • P. M. Van Buytenen
  • M. G. Christopher
  • G. S. C. Wills

Table of contents

  1. Front Matter
    Pages I-VIII
  2. The Total Approach to Logistics

    1. Front Matter
      Pages IX-1
    2. Bernard J. La Londe, John R. Grabner, James F. Robeson
      Pages 3-19
    3. James L. Heskett
      Pages 51-63
    4. Martin G. Christopher, Gordon S. C. Wills
      Pages 64-69
  3. The Elements of the Logistics Mix

    1. Front Matter
      Pages 71-74
    2. Peter Alsbury
      Pages 75-82
    3. W. H. de Jong, J. A. Wijnreder
      Pages 83-91
    4. John F. Magee
      Pages 92-137
    5. Keith Howard, Philip B. Schary
      Pages 138-160
    6. Keith Howard, Philip B. Schary
      Pages 161-172
    7. Robert J. Atkins, Richard H. Shriver
      Pages 173-189
    8. Janice Goertz
      Pages 200-217
    9. Bernard J. La Londe, John F. Grashof
      Pages 218-230
  4. Logistics Planning and Control

    1. Front Matter
      Pages 243-245
    2. Bernard J. La Londe, Robert Headen
      Pages 263-276
    3. Bernard J. La Londe, James F. Robeson
      Pages 277-288
  5. Case Histories

    1. Front Matter
      Pages 307-309
    2. Keith Howard, Ray Wild
      Pages 310-321
  6. Logistics in the Future

    1. Front Matter
      Pages 349-351
    2. James L. Heskett
      Pages 352-367

About this book


Business logistics has recently been defined as 'the process of managing all activities required to strategically move raw ma­ terials, parts, and finished inventory from vendors, between enterprise facilities, and to customers' . Many other definitions are available but this definition (1) stresses the fact that logistics concerns the strategical management level in the first place because of the over-all character of logistics and its long-term aspects; too long, emphasis has been laid on the operational aspects of logistics. The heart of the logistics concept is an integrated approach where cost savings are identified by considering the total costs of the system. This approach already implies the need for over-all management since the decisions about the different elements of the logistics system (transportation, inventories, facilities, unitization, communications) are traditionally made within different functions or departments. However, the need for over-all management becomes more stringent where the effectiveness of the company as a whole is considered i. e. where the logistics system has to be brought into balance with the production system and the marketing system (e. g. inventory levels vs. production-run lengths and customer service levels) . All elements of the logistiCS system have long-term aspects which have to be put into a planning system, c.q. the planning of a new transportation method, the planning of a new distribution centre.


Customer Logistics Service Facilities Location Integrated Distribution System Inventory Decisions Inventory Policy Logistics Logistics Planning Logistics Strategy Physical Distribution Channel Physical Distribution Management Scheduling Unitization Vehicle Fleet Vehicle Scheduling distribution

Bibliographic information