【正文】 prior to the emergence of puters from their infancy, and before applied analytical tools were generally at the disposal of business, there was no reason to believe an overall attack on physical distribution activities could acplish improved performance. In 1956, a review of the economics of air freight utilization provided a new orientation to physical distribution costing. Their study introduced the concept of total cost analysis, explaining that high rates required for air transportation could, in many instances, be more than justified by tradeoffs in reduced inventory holding and warehouse operation costs. Early articles referring to physical distribution were largely based on the systems approach to problem solving. When evaluated from a systems viewpoint, integrated physical distribution requires promises between traditional business activities. Manufacturing managers prefer long production runs and low procurement costs, while physical distribution managers question the total cost results of these practices. Finance, traditionally favorable to low inventories, may force physical distribution managers to modify ponents, with a resulting unsatisfactory total cost arrangement. Concerning marketing, preferences for finished goods and broad assortments in forward markets often conflict with economies offered through a total system evaluation. In 1969, Bowersox questioned what techniques or persuasive forces could be applied to encourage greater channel efficiency. He stated the channel appears to have been one of the most elusive of marketing subjects, adding that the function of physical distribution extends far into channel domains. Certainly, this would include the topic of service, including inventory control and the costs involved in maintaining an adequate inventory. JustInTime, or the Kanban technique, an idea borrowed from the Japanese, is an inventory policy which requires needed parts be available at the necessary time and that they be on hand the minimum needed time to operate the production line. JIT inventory has also been described as the production of goods just in time to be sold. As the JustInTime philosophy is considered, it seems essential it be regarded as a behavioral concept to encourage a cooperative spirit among channel members in their efforts to develop an effective and efficient physical distribution system. This is similar to the current emphasis of the physical distribution approach。 orders to the distributors drop back to the enduring 10% increase. The ining level at the factory warehouse lags the upturn at the distributor level, and is above retail sales for a number of months as the factory attempts to meet the wholesale distributor increase. The distributors39。 design and engineering personnel to help develop products. In this way, suppliers39。兩個(gè)術(shù)語通常被用來描述物 流職能，包括“材料管理”，指投入的原材料或者產(chǎn)品的流動(dòng)；“物流管理”，指成品庫存或者原材料剩余的去向，以便于在需要時(shí)使它們到達(dá)指定的地點(diǎn)。然而，一個(gè)有效的營銷渠道也離不開一個(gè)有效的物流 配送系統(tǒng)。另一個(gè)合理的解釋是，物流配送管理發(fā)展遲緩的原因可以歸結(jié)于一個(gè)事實(shí)，即在電腦出現(xiàn)初期，以及在業(yè)務(wù)處理上普遍運(yùn)用分析工具之前，沒有理由相信物 流配送活動(dòng)的整合能夠?qū)崿F(xiàn)更高業(yè)績。從系統(tǒng)的角度來評(píng)估，綜合物流配送要求傳統(tǒng)商業(yè)活動(dòng)之間的緩和。 在 1969 年，鮑爾索克斯提出哪種技術(shù)或者說服力能夠被用來提高渠道的效率。準(zhǔn)時(shí)制指的是，將必要的零件 以必要的數(shù)量在必要的時(shí)間送到生產(chǎn)線，并且只將所需要的零件、只以所需要的數(shù)量、只在正好需要的時(shí)間送到生產(chǎn)的一種存貨模式。 物流管理關(guān)注的是整體設(shè)計(jì)和分銷渠道管理，還涉及主要物流渠道的規(guī)劃和管理；物流主要涉及的是產(chǎn)品流 。一般來說，為了使采購的庫存產(chǎn)品滿足未來需求，庫存控制理論往往涉及最優(yōu)采購程序的決策。理想的庫存將包括按照客戶所下的訂單說明生產(chǎn)產(chǎn)品這一制度。 充足的庫存維修保養(yǎng)服務(wù)是一項(xiàng)至關(guān)重要的審查程序，它的目的是在持續(xù)經(jīng)營的基礎(chǔ)上評(píng)估經(jīng)銷商、運(yùn)輸服務(wù)供應(yīng)商、回單和破損產(chǎn)品。 這些變化要求改善客戶服務(wù)，比如“由供應(yīng)商提供的，為購買者創(chuàng)造便捷的購買時(shí)間和購物地點(diǎn)的相關(guān)活動(dòng)”。早期的研究調(diào)查表明，改善物流操作情況有利于及時(shí)掌握客戶對(duì)服務(wù)要求的變動(dòng)，從而提供更好的客戶服務(wù)，增加企業(yè)利潤。 要通過渠道開始貨物地流通，對(duì)組織系統(tǒng)、交流系統(tǒng)以及采購和庫存政策來