【正文】 沒有理由相信物 流配送活動的整合能夠?qū)崿F(xiàn)更高業(yè)績。兩個術(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；“物流管理”，指成品庫存或者原材料剩余的去向，以便于在需要時使它們到達指定的地點。 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。 and physical distribution management, the outbound movement of finished inventory and/or raw material assortments so they arrive at the designated place when needed. Physical distribution has also been defined as being the broad range of activities concerned with efficient movement of finished products from the end of the production line to the consumer, and in some cases, includes the movement of raw materials from the source of supply to the beginning of the production line. Another emphasis is to regard logistics as the umbrella term, with materials management referring to inbound movement and physical distribution as outbound movement. Channel management is a much broader and more prehensive element of distribution strategy than physical distribution, and involves planning and management of all of the major channel flows, while physical distribution is concerned largely with the product flow. However, an efficient marketing channel cannot exist without an efficient physical distribution system. The objective of the present paper is to highlight a development in what might be considered a significant subset of channel management, that is, more efficient control of finished inventory. It is proposed that a JustIn Time (JIT), or Kanban, method of Japanese inventory management can improve productivity of the marketing channel. The concept of integrated physical distribution emerged during the 1950s. In a speech, Professor Paul D, Converse said in the study of marketing theory, a great deal more attention is devoted to buying and selling than to physical handling。 sales representatives, instead of just calling on purchasing agents, are now cooperating with their customers39。 渠道管理是一種比物流配送更廣泛、更全面的物流策略，它涉及所有主要渠道的規(guī)劃和管理，而物流關(guān)注的大部分是產(chǎn)品流。 早期的文章中指出物流配送主要是以系統(tǒng)方法為基礎來解決問題。 準時制生產(chǎn)方式，又稱無庫存生產(chǎn)方式，是從日本引進的一種方式。一個主要的管理標準是在批發(fā)和零售層面都滿足渠道成員的庫存水平。為了防止交貨延誤或者實際銷售額超出預期銷售額所帶來的意外風險，一般還需設定安全庫存。 拉隆德和齊舍認為包括在大多數(shù)和客戶服務相聯(lián)系的存貨因素中的活動通常有以下幾種：產(chǎn)品缺貨水平、溝通 渠道、訂貨周轉(zhuǎn)時間和交貨時間的變動性。相反地，由于新訂單的增加，增長率在 3 月份達到了 16%的高峰，這是因為銷售額的增加使零售商們增加了庫存，并且在供應渠道環(huán)節(jié)將訂單和貨物的運輸效率提高了 10%，相當于銷售增長率的 10%。 隨著計算機以及零售商的計算機系統(tǒng)與產(chǎn)品控制系統(tǒng)相互作用能力的出現(xiàn)，使信息流通的延遲大大減少了。這樣，供應商的產(chǎn)品在生產(chǎn)開始之前將更不容易被泄露和改造了。 在美國各種各樣的行業(yè)中，制造商和供應商之間相互合作努力減少庫存。本文列舉了能夠給渠道管理者帶來機會的物流配送的兩個方面。 商品經(jīng)過無數(shù)個營銷渠道流通到了最終消費者手里。它反對持有大量安全庫存的原則。福利斯特指出，廣告和定價策略有利于穩(wěn)定銷售量，減少銷售額激增或驟降的劇烈波動。因此，在四月份工廠的訂單可能會超過了去年 12 月份達到 28%的最高值，這是以 1 月份零售商增加的銷售額增長 10%為基礎的。然而，雖然使用了各種方法，但是有種更有效的方法能夠通過降低成本增加利潤。通過評估這些信息并將它們傳遞到企業(yè)內(nèi)部的決策層，企業(yè)的決策者就可以對市場上存在的不可控因素做出更及時的反應。 存貨的主要作用是能夠通過生產(chǎn)和流通提高企業(yè)的盈利能力。這類似于當前所強調(diào)的物流方法，即所涉及到的各種活動必須作為一個綜合的系統(tǒng)被管理，以最低的成本進行所有必要的活動，向客戶提供一定標準水平下的服務。關(guān)于市場營銷方面，偏好產(chǎn)成品和設備組合的期貨市場，常常與通過提供綜合系統(tǒng)評估的經(jīng)濟體相互 產(chǎn)生沖突。教授保羅在市場營銷理論研究演講中指出，人們把大量的注意力集中在購買和銷售上，而很少關(guān)注物流控制，物流配送的問題常常被當做無關(guān)緊要的事情，不受人們的重視。然而，在過去的三十年，人們認為物流配送就等同于綜合物流，給予了錯誤的理解和關(guān)注。 orders from retailers lagged about a month because of accounting, purchasing, and transportation delays. He then indicated the importance of observing the rise did not stop at 10%. Instead, it reached a peak of 16% in March, because of new orders added at the retail level to increase inventories by some increment and to raise the level of orders and goods in transit in the supply pipeline by 10 % to co