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The occurrence of disaster and crisis is increasing. They are complex as well as challenging for humanitarian organizations (HOs) and societies involved in disaster relief operations. This study examined the nexus between supply chain flexibility (SCF) and humanitarian supply chain performance (HSCP) among HOs with empirical evidence from HOs in Ghana.

The study employed the quantitative method to explore the interdependencies among the variables. In congruence with this, the study employed the purposive and convenience sampling technique to obtain information from 168 respondents. The analysis was done using SPSS version 23 and Smart PLS version 3.

The outcome indicates that intercluster coordination (ICC) plays a significant mediating role between SCF and HSCP.

The outcome of the study indicates that a closer and stronger relationship ensures proper channel use among the HOs. This will improve the performance of the supply chain of HOs and their ability to deal with supply chain uncertainties.

The discovery of this study provides empirical support to the resource-based view theory. Thus, practitioners in the humanitarian setting give priority to factors that could enhance flexibility in their supply chain as well as implement coordination strategies to achieve a responsive humanitarian supply chain (HSC) system in the quest to minimize the outcome of disasters.

The costs of feeding the nation are of various kinds — raw materials, labour, marketing and distribution. There is also the cost of government intervention, and membership of the EEC carries with it both advantages and disadvantages. This is a summary of an address by Derrick Hornby, President of the Food Manufacturers' Federation, at their recent annual conference.

Mr. Derrick Johnson of ICI Paints Division was elected President of the Paintmakers Association at the recent AGM in succession to Mr. Eric Osmond (International Paint Co.).

Although integrated marketing communication (IMC) is generally accepted as the way forward by academics and practitioners, there is a shortage of research into the challenges that clients face in implementing the process, particularly in the UK. This paper aims to address these issues by examining how UK clients perceive the barriers to implementation, with reference to the conflict theory of decision-making and the social exchange theory from the change management literature.

The study adopted a critical realism approach and collected data through an on-line questionnaire to an expert panel of UK clients, which generated some rich qualitative data. The experts were asked to comment on four statements developed from the literature which captured the main challenges identified in previous research.

The results indicate that UK clients are facing similar barriers to those evident in other countries more than a decade ago. Three main obstacles are identified. First, some clients still find IMC difficult to understand and therefore may avoid change because of the high level of risk involved. Second, marketing departments lack control or influence over other parts of the organisation, due in some cases to lack of representation at board level. Finally, agencies do not have a clear role in the implementation of IMC.

The paper is of value because it specifically investigates the UK client perspective, which is presently sparse in the literature and updates the knowledge on barriers to implementation. It underpins this discussion with reference to change management theories. The paper also examines the support being provided by industry bodies and questions their effectiveness.

The amount of finance required by co‐operatives subsequent to start‐up seems to be inconsistent with any rapid growth phase and symptomatic of steady growth. Their growth and development pattern can be described as Phase 1: Formation, Phase 2: Consolidation, and Phase 3: Maturity; a study of a sample of older co‐operatives would show “consolidation” as an extension of the gestation period and that industrial co‐operatives take longer to gestate.

THE country is condemned to a new economic dispensation as full of difficulties as a hedgehog is of spines, and in general just as prickly. Time's crucible will resolve some of them but there are others for which such protracted recuperation is too slow.

Reviews the trading environment and the implications of changes for each element within it in light of the recent inflationary period. Looks particularly at the strain between manufacturer and retailer. Reveals future trends which take into account demographic and environmental influences in addition to economic pressures.

IN view of the ever‐increasing application of time and motion study techniques in this country it is difficult to understand why so few manufacturers of time and labour‐saving equipment advertise the very items required by work study engineers.

TO say that the Twenty‐fourth S.B.A.C. Show was an unqualified success is perhaps to gild the lily. True there were disappointments— the delay which kept the TSR‐2 on the ground until well after the Show being one—but on the whole the British industry was well pleased with Farnborough week and if future sales could be related to the number of visitors then the order books would be full for many years to come. The total attendance at the Show was well over 400,000—this figure including just under 300,000 members of the public who paid to enter on the last three days of the Show. Those who argued in favour of allowing a two‐year interval between the 1962 Show and this one seem to be fully vindicated, for these attendance figures are an all‐time record. This augurs well for the future for it would appear that potential customers from overseas are still anxious to attend the Farnborough Show, while the public attendance figures indicate that Britain is still air‐minded to a very healthy degree. It is difficult to pick out any one feature or even one aircraft as being really outstanding at Farnborough, but certainly the range of rear‐engined civil jets (HS. 125, BAC One‐Eleven, Trident and VCIQ) served as a re‐minder that British aeronautical engineering prowess is without parallel, while the number of rotorcraft to be seen in the flying display empha‐sized the growing importance of the helicopter in both civil and military operations. As far as the value of Farnborough is concerned, it is certainly a most useful shop window for British aerospace products, and if few new orders are actually received at Farnborough, a very large number are announced— as our ’Orders and Contracts' column on page 332 bears witness. It is not possible to cover every exhibit displayed at the Farnborough Show but the following report describes a wide cross‐section beginning with the exhibits of the major airframe and engine companies.

The mammoth proportions of Public Expenditure, its accountability, its control, must be one of the biggest problems any government has had to meet. Despite all its counselling to the public spenders, its massive efforts to scale down the spending, there is extremely little to show for it. The Departments and State Services have become so large, they have outgrown government control; they are in fact forms of government in themselves. When a body established with a definite role becomes so big and powerful, as many of the authorities in the country have become, they tend to resent any form of control over them. History has many such examples in one form or another. Where an ocean divides them, the subordinate power may seek a separate nationhood for itself, as the American colonies did a couple of centuries or more ago. They chose the right moment to rebel when the home government sought to pass on extra levy on the importation of tea, which the Colonists turned into a slogan “no taxation without representation”. The truth, however, was they had outgrown the mother country and saw themselves as a new nation in a new land immensely rich in natural resources, riches all theirs for the taking. Much of the old country understood their aspirations and in the final settlement, the British were more than generous to them.