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In an article in the previous issue of the International Journal of Physical Distribution, a technique for developing depot boundaries for own‐transport distribution was outlined. The algorithm for determining Delivery Areas From Fixed Own Depot Inventory Locations — DAFFODIL for short — is based upon the delineation of two boundaries surrounding the depot location: the time‐constraint boundary and the cost equalization boundary. They are determined by feeding values into two key formulae:

The problem of the determination of delivery areas from given depot locations can frequently be complex. In this article the authors present a simple technique for developing depot boundaries for own‐fleet operation.

Most articles and books that refer to information and control systems talk usually at a very abstract level. They mention ‘cybernetics’, ‘organisational changes’, ‘the systems approach’; and they generally seem loath to get down to specific details of what information a manager needs, when he should receive it, and how he should use it.

Every company reaches stages in its affairs when it has to organise itself differently. We at Wander have reached this point in many areas, particularly over the last three years, but none of these is more important than physical distribution. We re‐organised this function under the total physical distribution concept only a few months ago. We cannot claim to have made great cost savings, or to have improved efficiency because of this change, nor do we think we were particularly inefficient before the re‐organisation, what I have to present is, therefore, not so much a story of success as a case history of a decision and the things that lead up to it.

Examines Just‐in‐Time (JIT) from its evolution as a Japanese concept through to a review of its philosophy and implementation. Cites several techniques of implementation. Includes a review of the early work of various researchers and practitioners. Concludes that JIT is a very effective manufacturing philosophy which is universal in nature encompassing all aspects of manufacturing. Suggests a few deficiencies in current literature.

The first published report that hydrocarbons were subject to microbial degradation appears to be that of the Japanese botanist Miyoshi in 1895. He observed that certain alkanes were attacked by the fungus Botrytis Cinerea. The first reports of microbial oxidation of methane, the simplest alkane, were made about 10 years later by Kaserer (1905), and Sohngen (1905). According to the recent review of Quayle (1967), the ability to utilise hydrocarbons is widespread amongst micro‐organisms. The ability to grow on methane appears to be a more restricted property although Whittenbury, Phillips and Wilkinson (1970) have recently isolated more than 100 strains of methane utilising bacteria.

The official supervision which may be exercised over the food supply of England and Wales, so far as its quality and wholesomeness is concerned, falls under the following heads:—

The management of children′s literature is a search for value and suitability. Effective policies in library and educational work are based firmly on knowledge of materials, and on the bibliographical and critical frame within which the materials appear and might best be selected. Boundaries, like those between quality and popular books, and between children′s and adult materials, present important challenges for selection, and implicit in this process are professional acumen and judgement. Yet also there are attitudes and systems of values, which can powerfully influence selection on grounds of morality and good taste. To guard against undue subjectivity, the knowledge frame should acknowledge the relevance of social and experiential context for all reading materials, how readers think as well as how they read, and what explicit and implicit agendas the authors have. The good professional takes all these factors on board.

The purpose of this paper is to propose a methodology for evaluating and comparing supply chain relationships, specifically when, small and medium scale enterprise (SME) is considered as focal company.

The paper proposes a mathematical solution based on interpretive structural modeling and graph theory matrix to determine the supply chain relationship index. The application is demonstrated for the case of Indian automotive SMEs based on the secondary data reported.

Solution determines supply chain buyer‐supplier index for upstream and downstream. Based on which coefficient of similarity and dissimilarity are determined to evaluate the net pool of buyer‐supplier relationship on focal small and medium scale automotive component manufacturing industry.

Developed approach and results will help SMEs in general and Indian automobile component manufacturing SMEs to rethink on their supply chain relationships and identify the reasons behind their present failures and establish the criteria for win‐win partnership.

The paper addresses the following issues: how buyer‐supplier relationships can be quantified and the impact measured for the present working of focal SME; how SMEs can convince upstream and down stream supply chain players to initiate improvement on some dimensions of buyer‐supplier relationships; and on what basis change in relationships (from transactional to alliance) can be made to minimize the supply chain pressure on a focal company.

AS this number appears at a time when it is impossible to give any account of the Library Association Conference, we have turned aside from conference subjects to some of our more usual matters. In our next issue we hope to give adequate impressions of what promises to be a really interesting and productive meeting.