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This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/eb014616. When citing the article, please cite: Donald J. Bowersox, Phillip L. Carter, Robert M. Monczka, (1985), “Materials Logistics Management”, International Journal of Physical Distribution & Materials Management, Vol. 15 Iss: 5, pp. 27 - 35.

In 1966, Professor Donald J. Bowersox mused that the acceptance of the physical distribution (logistics) concept was in “semi‐maturity”. The question then becomes—now, more than a decade later, has the concept of physical distribution reached maturity? Today, most senior executives at least recognise that physical distribution activities generally represent a significant expense item to their firms. While their respective views of the importance of physical distribution vary, most can empathise with this anonymous observation: “Line executives are a happily blessed race who radiate confidence and power. They stride confidently. They can develop a new pathway to greater profits by using decisive words and gestures. However, each line executive usually has one or more logisticians riding on his back. He knows that, at any moment, the logisticians may lean forward and whisper, “No, you can't do that”.”

What constitutes the best practice in logistics? Two researchers report on a major new study to find out.

The problem considered in this paper is that of long range planning of physical distribution systems and how this may be improved through simulation

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.

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.

A long‐standing and important concept in marketing is the existence of flows in the channel of distribution. Various channel strategies related to flow separation, postponement, and acceleration have been described separately in different parts of the marketing literature. This article attempts to integrate and relate these concepts in both a managerial and theoretical manner. Building on order penetration points and a network paradigm, the concepts are systematically integrated. Specific managerial tools such as a network planning matrix and mathematical network analysis are also presented. The need to integrate marketing flows for achieving customer satisfaction is highlighted. By linking separate flow strategies, channel performance can be leveraged for competitive advantage.

A few years ago the faculty of the Graduate School of Business Administration at Michigan State University responded to a developing industry need for young people trained with an understanding of the interfaces between physical distribution, manufacturing and purchasing. In 1980 the Materials Logistics Management Programme (MLM) was established to meet this industry requirement. Students of the MLM programme have been in great demand by industry since the programme's inception. For the past two years MLM graduates have received the highest starting salaries of all MSU business graduates. This article presents an overview of the MLM philosophy that has emerged as the programme matured.

This monograph progresses from a consideration of definitional issues to the development of a conceptual model for marketing‐logistics interaction and finally to a discussion of the issues of implementation of the model within the context of marketing strategy. Thus, following an introduction, Part II begins with definition of the field and examines the position of physical distribution in relation to marketing. Part III discusses the relationship of physical distribution and macro‐marketing, and is thus concerned about the social, aggregative goals of logistics systems, including the costs of distribution. Part IV continues this argument, examining specifically the influence of physical distribution on channel structure. Part V then focuses on the assumptions underlying the customer service function, asking how physical distribution can influence final demand in the market place. Part VI presents a conceptual model of marketing‐logistics demand stimulation. The operational issues concerned with its implementation are shown in Part VII; and a summary of the relevant points is presented in Part VIII. The concern has been not with presenting either new computational models nor empirical data but with presenting a new perspective on the marketing‐logistics interface. There is a need to reduce the barriers between these fields and to present more useful ways for co‐operation.

The purpose of this monograph is to examine the types of data that are required in the design and analysis of physical distribution systems, and to establish a method for obtaining such data to successfully accomplish the objectives of a distribution study. The development of the data base includes determining: (1) data specification; (2) data collection; (3) data analysis; and (4) data validation. All of these stages in data base construction are analysed and evaluated in this paper. This discussion will probably be of most importance to those managers contemplating a computer‐oriented study; an attempt has been made in the monograph to provide a managerial as opposed to a technical overview of data base requirements.