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Business Logistics
MANAGEMENT
Pienaar
Vogt
OXFORD
UNIVERSITY PRESS
-----------------------------
SOUTH AFRICA
OXFORD
University Press
Index 539
ix
Contributors
How does one ensure that the goods demanded by the client are at the designated place, at the desired time, in the required
condition and quantity, and at an acceptable price? Why has coordination of the supply chain become so crucial in logistics
management? How does consistent order fulfilment enable competitive advantage? How do recent advances in logistics
technology and the freer exchange of information impact on business? How do globalisation and trends in International trade
impact on logistics/supply chain practices. These are the tenets of this new edition of Business logistics management – a value
chain perspective.
In most countries, economic life from the late 1970s to the early 1990s was marked by rapid change. First, the economic
deregulation of freight transport and agricultural produce marketing, combined with the liberalisation of international trade
made transport decision making more market driven. Second, the development of effective information technology,
widespread electronic communications, the ability to perform comprehensive and complicated analyses through the use of
computer technology, and new holistic management approaches have made it possible to manage logistics channels and other
complicated processes in an integrated and coordinated fashion, almost in real time.
Increasing business competition and more sophisticated consumer service requirements led to the realisation that product
competitiveness would henceforth be determined more through logistically arranged product supply chains, rather than through
individual firms operating in isolation. Successful supply chain management requires that decisions reached on strategic,
tactical and operational levels must be founded quantitatively, mainly because of the various cost trade-offs and process
coordination involved in the logistics decision-making process.
The public sector and private business management alike are currently benefiting from developments in logistics. In
addition, modern computer systems make it possible for organisations to continuously improve all their logistics activities.
Organisations can now hold smaller inventories, and transport systems are effectively linked to their operations. Modern
computerised warehouses and handling equipment are increasingly used and improved procurement systems developed to
enhance the flow of materials from the raw-material stage through the logistics chain to the end-user. Advanced logistics
activities make it possible for organisations to manage their incoming and outgoing goods and service flows more efficiently.
This has a positive effect on customer service and ultimately on maximising revenue and wealth. The same contemporary
logistics principles apply equally to public and non-governmental organisations and private trading enterprises.
To some extent, logistics/supply chain management is still an emerging field of study – there are not many second-
generation logistics and supply chain managers in practice; the majority are of the first generation trained in the field, while
some have moved into this field from other functional areas, namely procurement and supply management, inventory and
warehouse management, production and operations management, transport and distribution management, and marketing
management.
For this reason this book has been structured so that it can be used at universities, universities of technology, business
schools and vocational training providers in the tertiary sector. It is believed that the lecturer/instructor can select and combine
the assessment material in the instructor’s manual in such a way that the book will meet the teaching objectives and outcomes
at junior undergraduate, senior undergraduate and postgraduate levels. Ancillary material – including an instructor’s manual
containing a case study chapter and a brand-new set of PowerPoint slides – is available to lecturers prescribing the book (on
CD and the Oxford University Press website: http://www. oxford.co.za). To assist the instructor/lecturer, the target level of
tuition of each case study is indicated in the instructor’s manual.
Care has been taken to utilise as much of the contributing authors’ published research products, practical experience and
academic insight in the various chapters as was feasible. The contributors made extensive use of primary information sources,
and limited the use of secondary source material.
The following course outlines are suggested:
• Comprehensive year course in supply chain management: the whole book.
• Semester course in supply chain management: chapters 1; 2; 4; 9; 10; 12–17; and 19–21.
• Semester course in transport economics and operations: sections 1.1; 1.6; 2.2; 2.3; 7.2; 10.6; 11.5; 12.4; 12.6; and
13.7–13.9; and chapters 15–18.
• Junior undergraduate year course in logistics management: the whole book, excluding chapters 5; 6; and 8.
• Senior undergraduate and postgraduate year course in logistics management: the whole book, excluding Chapter 8.
• Procurement/materials management: chapters 1–10; 14; 17; and 21.
• Distribution management: chapters 1–7; 10; and 12–20.
• Operations and production management: chapters 1; 4; and 5–13.
• Storage and inventory management: chapters 1; 4; 6; and 10–14.
• Short course in procurement management: sections 1.1 and 1.6; chapters 4 and 8–10; and sections 17.2.2 and
17.4.3.
• Short course in transport economics and operations: chapters 15–18.
• Short course in international logistics/supply chain management: chapters 1; 13; 15; 18; and 19.
Wessel Pienaar
John Vogt