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Managing Logistics Systems
This textbook introduces logistics from a broad perspective to include all activities
throughout the product and service life cycle pertaining to supply chain and logistics
management, the physical supply and distribution of products, and the corresponding
maintenance and support.
It recognizes the mutual interdependence of the major functional areas of an organization
including marketing, production, and finance. The emphasis throughout the text is on
logistics in the context of a total business system design process. It views the business
as a ‘system,’ managing logistics within that system, and thus transforming their supply
chain. Pedagogy to aid learning is incorporated throughout every chapter, with chapter
objectives, case studies, and concept checks.
This text is intended for both upper-level undergraduate and lower-level graduate
students interested in both Business and Engineering on logistics and supply chain tracks.
It can also serve as a reference for practitioners actively engaged in day-to-day management
of logistics and supply chain activities.
Supplementary online resources include an instructors’ manual, chapter-by-chapter
PowerPoint slides, glossary, and a test bank of exam questions.
John M. Longshore is Associate Professor of Management within the David B. O’Maley

College of Business at Embry Riddle Aeronautical University, Daytona Beach, FL, USA.
Angela L. Cheatham is Assistant Professor of Management within the David B. O’Maley

College of Business at Embry Riddle Aeronautical University, Daytona Beach, FL, USA.
Managing Logistics Systems
Planning and Analysis for a Successful
Supply Chain
John M. Longshore and

Angela L. Cheatham
First published 2022
by Routledge
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and are used only for identification and explanation without intent to infringe.
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DOI: 10.4324/9781003128939
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Contents
1 An Overview of the Logistics System 1

The Scope of Logistics 1
The Economic Impact of Logistics 5
The Increased Importance of Logistics 6
Advances in Retailing 7
Technological Advances 7
Changes in Consumer Behavior 8
A Reduction in Economic Regulation 9
The Systems and Total Cost Approaches to Logistics 9
Relationships Within the Organization 11
Finance 11
Production 11
Marketing 12
Product Decisions 12
Pricing Decisions 12
Place Decisions 13
Promotional Decisions 13
The Need for Systems Logistics 14
Visibility 14
Summary 17
Chapter 1 Concept Questions 17
2 Logistics System Information Technology 19

Information and Logistics Systems Topologies 19
The Different Types of Information Management Systems 20
Office Support Systems 20
Transactional Processing Systems 22
Management Information Systems 23
Communications Systems 25
Decision Support Systems (DSS) 26
Enterprise Information Management Systems 27
Information Management System Challenges 29
Summary 31
vi Contents
Discussion Questions 33
3 The Measures of Supply Chain and Logistics System Support 35

Measuring Supply Chain and Logistics System Performance 35
Evolution of Metrics 35
Supply Chain and Logistics System Data Analytics 35
Supply Chain and Logistics System Measures of Effectiveness (MOEs) 36
Measurements and Metrics 43
Procurement and Material Flow Measures and Metrics 43
Transportation, Packaging, and Handling Measures and Metrics 43
Warehouse and Distribution Center Measures and Metrics 43
Summary 46
4 Demand Management, Order Management, and Customer

Service 53
Demand Planning and Management 53
Some Forecasting Realities 54
Demand Forecasting Techniques and Models 55
Demand Forecasting Challenges 56
Order Management 57
Customer Service 63
Customer Profitability Analysis 64
Service Failure and Service Recovery 65
Summary 67
5 Supply Chain and Logistics Systems Efficiency and

Effectiveness: Organizational and Managerial Design Impact 71
Supply Chain and Logistics Systems Structures 71
Organization Design for the Supply Chain and Logistics System 74
Managerial Issues in Supply Chain and Logistics System
Organizations 79
Managing and Measuring Productivity 79
Non-financial Measures 80
Managing and Measuring Quality 81
Managing and Measuring Risk and Security 83
Managing and Measuring Sustainability 85
Summary 86
Contents vii
6 Inventory Planning and Control 92
Inventory Planning and Control 92
Inventory Types and Classifications 92
Inventory Types 93
Inventory Classifications 94
Inventory Costs 94
Minimizing Total Inventory Cost 95
Economic Order Quantity (EOQ) Model 96
EOQ Basic Calculation 97
When to Order 98
Managing Inventory 101
Inventory Accuracy and Control 103
Vendor-Managed Inventory 106
Summary 107
7 Packaging, Containerization, and Materials Handling 111

The Functions of Packaging 111
Primary Functions 111
Secondary Functions 113
Packaging Design 113
Packaging Marks and Labels 115
Unitization and Palletization 117
Packaging Testing and Monitoring 120
Packaging and the Environment 121
Sustainable Packaging 121
Materials Handling 123
Special Handling Considerations 130
Summary 132
8 Warehouse Management and Operations 136

Introduction 136
Brief History of Warehousing 136
The Importance of Warehousing in a Supply Chain and Logistics System 138
Types of Warehouses 139
Warehouse Classification by Role in the Supply Chain and Logistics
System 140
Warehouses by Customer Classification 141
The Economic Impact of Warehousing 142
Warehouse Design and Layout 145
Warehouse Operations 148
viii Contents
Warehouse or DC Key Metrics 150
Summary 152
9 Transportation Systems Management 155

Transportation Systems 155
Transportation Systems in the United States 156
Transportation Modes and Cost Structure 157
Transportation Cost Structure 162
Transportation Economics 163
Transportation Pricing 165
Domestic Transportation Documents 166
International Transportation Documents 167
Transportation Performance Metrics 168
Summary 168
10 Supply Chain and Logistics System Network Design:

Distribution Network Design in the Supply Chain
and Logistics System 176
Supply Chain and Logistics System Network Design Decisions 178
Types of Distribution Networks 181
Models for Designing Network Configuration 186
Modeling Techniques Used in Facility Selection Decision Process 188
Summary 193
11 Aggregate Planning and Master Scheduling 197

Decision-Making 197
Process Decisions 197
The Planning and Scheduling Process Overview 200
Sales and Operating Plan Process 201
Integrated Business Planning (IBP) 203
Options Used to Influence Demand and Supply 203
Meeting Uneven Demand in Aggregate Planning 205
Master Production Schedule (MPS) 206
Order Fulfillment Manufacturing Production Strategies 206
Materials Requirements Planning (MRP) 207
MPS and MRP Execution 208
Summary 212
Contents ix
12 Reverse Logistics and Sustainability 217

Introduction 217
Activities and Cost Associated With Reverse Logistics 218
Product Return – The Reverse Logistics Process 220
Transforming Reverse Logistics Into a Profit Center 223
Drivers in Reverse Logistics – System Network Design Considerations 224
Reverse Logistics Management 225
Challenges in Reverse Logistics 228
Reverse Logistics and Sustainability 229
Reverse Logistics Role in the Circular Economy 230
Summary 232
13 Supply Chain and Logistics Management in the System Life Cycle 236
Introduction 236
Supply Chain and Logistics Program Planning 236
Development of the Work Breakdown Structure (WBS) 248
Scheduling Supply Chain and Logistics System Activities 250
Organizing for Supply Chain and Logistics System Management 255
Integrated Product and Process Development (IPPD) 260
Staffing the Organization 263
Controlling 263
Summary 265
14 The Lean, Agile, and Hybrid Supply Chain and Logistics Systems 271
Lean, Agile, and Hybrid Defined 271
Brief History of Lean 271
Lean Tools 277
Summary 287
Index292
1 An Overview of the Logistics
System
The Scope of Logistics

The principles and concepts of logistics stem from specific facets of activity within both
the commercial and federal sectors. There are different perspectives of logistics, with vari-
ations of key elements. Logistics is the coordination of complex operations, including pro-
curement, transportation, maintenance, and operations affecting the effective and efficient
movement of goods throughout the supply chain (Haq, 2006).
Logistic activities include (1) the identification and management of suppliers and pro-
curement and order processing and physical supply of materials and/or services from
sources of supply to the manufacturer or producer; (2) the materials handling and inven-
tory management of materials and/or services during and throughout the manufactur-
ing process; and (3) the subsequent transportation and distribution of products from the
manufacturer to the ultimate consumer. Figure 1.1 illustrates logistics activities in a for-
ward flow from supplier to consumer. A reverse flow is illustrated as well. This is the flow
of items from the consumer back to the point of disposal. These activities are required
when materials and products are retired, recycled and/or disposed of and phased out of
inventory. This is called reverse logistics, a topic that will be covered in depth in Chapter 12
(Svensson, 2002).
Logistics in the commercial sector has traditionally been oriented toward the manage-
ment of the physical flow of materials and products among members of the channels of dis-
tribution of the organization. Activities such as transportation and warehousing have been
available to ensure that the movement of the product is continuous and reliable. Purchasing
departments have been responsible for the procurement and acquisition of materials, and
marketing and sales groups have been responsible for providing planning information to set
demand forecast. In essence, the spectrum of logistics in Figure 1.2 contains a number of
different organizational elements working together toward a given objective yet operating
independently.
With advances in information technology topologies such as Advanced Planning and
Scheduling (APS) and Scaled Agile Framework (SAFe) systems, logistics has taken over
new roles within the supply chain architectural framework. The advancement in Bar
Coding methodologies for instant Point of Sale (PoS) order processing and rapid improve-
ments in both passive and active Radio Frequency identification (RFID) tags and global
positioning systems have enabled rapid and efficient transfer of information on product
and material flows.
All of these information system technological advances coupled with data aggregation
and transformation structures such as Blockchain clearly signal that the logistics has taken
DOI: 10.4324/9781003128939-1
Forward flow
Supplier Customer
Warehouse
Customer
Supplier Production Process Flow
Warehouse
2 An Overview of the Logistics System
Supplier Customer
Warehouse
Industrial Logistic Support

Supplier Customer
Warehouse
Reverse flow
Physical Supply Manufacturing Physical Distribution

• Demand Forecasting • Production Planning • Demand Forecasting
• Order Processing • Purchasing • Order Processing
• Procurement • Materials Handling • Inventory Management
• Inventory management • Packaging and Shipping • Transportation and Traffic
• Transportation • Information Flow • Customer Service
• Information Flow • Information Flow
Figure 1.1 Logistics Flows During the Production Process.

An Overview of the Logistics System 3
General Manager
Production Sourcing Sales/Marketing Finance Logistics
Materials
Management
Purchasing
Warehousing
Transportation
Figure 1.2 Generic Logistics Organizational Structure.
on a more comprehensive, integrated approach and has a leading role in activities such
as information technology, marketing and sales, and finance as they relate to the physical
flow of materials and products (Winston, 1998).
At the same time, globalization trends represent the competitive landscape with more
complexity and the need for partnerships and coalitions to influence the expansion of
logistical services. All these various developments have evolved and are directly associated
with the supply chain (SC) and Supply Chain Management (SCM).
SCM integrates supply and demand management within and across companies and, as
stated by the Council of Supply Chain Management Professionals (CSCMP), ‘includes all logis-
tics management activities, as well as manufacturing operations, and it drives coordination
of processes and activities with and across marketing, sales, product design, finance and
information technology (Zinn, 1997).
Supply chain includes all those activities associated with inbound logistics, the flow of
materials and services from the supplier to the producer and/or manufacturer, the mate-
rial flows within the factory, and the outbound logistics, flow of materials, products, and
services from the factory to the customer. Conversely, SCM is the management of that
supply chain, or groups of supply chains, efficiently and effectively with the overall objec-
tive being to accomplish those activities shown in Figure 1.1, with a total Business per-
spective in mind (Winston, 1998).
In the federal sector, logistics evolved through the concept of integrated logistics support (ILS)
which was formally developed in the mid-1960s. As defined in the 4100.35G, Integrated
Logistics Support Planning Guide for DoD (Department of Defense) Systems and Equipment, ILS is
a composite of all support considerations necessary to assure the effective and eco-
nomical support of a system at all levels of maintenance for its programmed life cycle.
It is an integral part of the other aspects of system acquisition and operations.
(Werbel, 2002)
As initially envisioned, ILS included a life cycle approach to the planning, development,
acquisition, and operation of systems and equipment to maximize readiness and optimize
costs. The principal elements of ILS, as shown in Figure 1.3, included the system design
and support, interface, reliability and maintainability, maintenance planning, support, and
test equipment, supply support, transportation and handling, technical data, facilities,
personnel and training, logistics support resource funds, logistics support management
information, and contractor support services (Castaldo, 2009).
The emphasis here is on logistics as it pertained to total life cycle system support versus
the supply and distribution of components and consumables. It includes not only the
maintenance and sustaining support of those systems during their period of utilization,
but also the design of those systems for reliability, maintainability, and supportability.
During the ensuing decades of the 1970s, 1980s, and 1990s, the principles and con-
cepts of logistics were further expanded and, as defined by the Defense Systems Manage-
ment College (DSMC), Integrated Logistics Support Guide was expanded to constitute a
disciplined, unified and iterative approach to the management and technical activities
necessary to (1) integrate support considerations into system and equipment design;
(2) develop support requirements that are related consistently to readiness objec-
tives, to design, and to each other; (3) acquire the required support; (4) provide the
required support during the operational phase at minimum cost (Castaldo, 2009).
Inherent within this definition is the current requirement of design for supportability.
This pertains to the degree to which a system can be effectively supported in terms of
built-in design characteristics and overall maintenance support infrastructure.
To further stress the requirement for dealing with logistics in the system design process,
the concept of performance based logistics (PBL) has been introduced by the Department of
Defense. The objective is to emphasize the importance of and need for the maintenance
Facilities
Manpower and Design Interface and

Personnel Computing Support
Integrated Logistics
Technical Support
Data Supply
Support
Maintenance
Training
Planning
Support and Test
Equipment
Figure 1.3 Integrated Logistics Support Elements.

and support infrastructure by establishing specific metrics and to include these as quanti-
tative design-to-performance requirements in the appropriate specifications (Whitmore,
2015).
In covering the scope of logistics, one needs to consider the entire spectrum of activ-
ity, both the commercial and federal (defense) approaches. There is a need to address
all logistics activities on an integrated life-cycle basis and from a total system perspec-
tive. The interrelationships are many, and, if organizations are to remain competitive in
today’s environment, integration of both commercial and federal aspects of logistics is
important.
The Economic Impact of Logistics

The logistics discipline has evolved, and one element that has remained constant is the
economic impact of logistics. Table 1.1 represents business logistics cost in relation to gross
domestic product (GDP) for a select group of countries. As should be noted, although
absolute and relative logistics costs in relation to GNP vary from country to country,
logistics is definitely an important component in any country’s economy.
The macroeconomic impact of logistics is significant; equally significant are the micro-
economic impacts of logistics on the individual consumer. These economic impacts can
be illustrated through the concept of economic utility which measures the value or use-
fulness of a product or service in fulfilling a consumer’s needs and wants. The four general
types of economic utility are possession, form, time, and place.
The value or usefulness to a customer is based on the ability to take possession of a
product or service or what is called the Possession Utility.
Form Utility refers to product completion in a form that can be used by the customer
and is of value to that customer. Normally, form utility is associated with the production
of a product or service. Breaking down production lots into useable allocation sizes for
individual consumer consumption is form utility.
Having products available where they are needed by the consumer is Place Utility. Prod-
ucts and/or services are moved from a point of less value (warehouse) to that of higher
value (consumer).
Time Utility refers to having the product and/or service available when needed by
the customer. Different products have different sensitivities to time; perishable products
would be more time sensitive than, for example, a product than 3-week shelf life.
Table 1.1 The Cost of Logistics in Relation to a Country’s Gross Domestic Product Source; Research-
gate; 2019. Nominal GDP (2020) (Lee, 2002).
Country Logistics as a Percentage of GDP Nominal GDP (2020)
The United States 8.5 20,936,600

South Africa 12.7 301,923
India 13 2,622,983
Thailand 15.2 501,794
Brazil 15.4 1,444,733
China 17.8 14,722,730
Finland 19 271,233
Vietnam 22.5 271,158
Source: The World Bank, World Development Indicators.
Simultaneously achieving possession, form, place, and time utilities contributes greatly
to achieving, but not guaranteeing customer satisfaction.
The Increased Importance of Logistics

Formal study of business logistics and predecessor concepts such as traffic management
and physical distribution have existed since the second half of the twentieth century.
However, limited appreciation was shown for the importance of the logistics discipline
for several decades from the mid-1950s through 1980s. Over the proceeding decades
(1990–2020), increasing recognition has been given to business logistics in part because of
tremendous and rapid changes in the discipline (Table 1.2) (Whitmore, 2015).
Global business is being driven by significant opportunities to increase operating effi-
ciency. Such operational efficiencies are attainable in at least three areas: the global mar-
ketplace, labor advantages, and tax laws. First, the global marketplace offers significant
opportunities to strategically source raw material and components. Second, significant
labor advantages can be gained by locating manufacturing and distribution facilities in
developing nations. Third, favorable tax laws can make the performance of value-adding
operations in specific countries highly attractive.
The decision to engage in global operations to achieve market growth and enjoy opera-
tional efficiency follows a natural path of business expansion. Typically, in the first stage,
firms first enter the global marketplace by conducting import and export expansion. Such
import and export transactions constitute a significant portion of global international
business. The second stage of globalization involves a firm’s establishment of local pres-
ence in foreign nations and trading areas. Such presence can range from franchise and
licensing of local businesses to the establishment of manufacturing and distribution facili-
ties. The important distinction between import/export involvement and the establish-
ment of local presence is the degree of investment and managerial involvement. The third
stage of globalization is the full-fledged conduct of business operations within and across
international boundaries. This is the most advanced phase of international engagement
and is typically referred to as globalization (Werbel, 2002).
The logistics of globalization involves four significant differences in comparison to
national or even regional operations. First, the distance of typical order-to-delivery oper-
ations is significantly longer internationally in contrast to domestic business. Second,
to accommodate the laws and regulations of all governing bodies, the required docu-
mentation of business transactions is significantly more complex. Third, international
logistic activities must be designed to deal with significant diversity in work practices
and local operating environment. Fourth, accommodation of cultural variations in how
consumers demand products and services is essential for successful logistical operations
(Brennan, 2000).
Table 1.2 Top Ten Important Logistics Trends a Company Looked Out for in 2020 (Whitmore, 2015)?
Artificial intelligence
Digital twins
Real-time supply chain visibility
Blockchain
Data standardization and advanced analytics
The growing importance of industry newcomers
At the end, twenty-first century commerce is conducted within the constant threat of
environmental, social, and manmade issues. Businesses experience both environmental
and social threats due to natural and manmade issues. These constraints decrease produc-
tion, increase security measures, and impact how businesses interact internationally. How-
ever, it is the threat of terrorism that requires constant increased vigilance. The intensity
and severity of terrorist disruption involve both the shipment itself and the exposure to
using the logistical infrastructure as a means to deliver explosive and chemical devices. It
is important to understand that successfully engaging in global logistics requires mastering
the associated logistical challenges.
Advances in Retailing
In the second decade of the twenty-first century, retailing is noticeably different than in
the past, and the differences exemplify the importance of effective and efficient logistics.
So-called big-box retailers such Walmart, Carrefour, and Dick’s Sporting Goods explicitly
have recognized superior logistics as a super component of their corporate strategy. The
same is true for the now dominant, online retailing giants such as Amazon. Two decades
ago, one-day delivery of a purchase made online was thought to be not possible; now, it is
the new normal. Both big-box retailers as well as online giants have also been trendsetters
with respect to environmental and social issues in logistics (World Bank, World Develop-
ment Indicators, 2020).
Also influencing the rapid change in the retailing landscape is the change in channel
structure and management. Omni-channel Retailing, a strategy that focuses on providing
customers with a seamless shopping experience, regardless of sales channel, is becoming
the norm. In this, retailers enable their customers to transact within and across any con-
tract channel (online, in-store, mobile app, etc.) to enhance information availability and
customer experience. Multi-echelon distribution supply chain, a replenishment methodology
designed to improve channel synchronization within the supply chain and optimize lot
sizing, vastly decreases total costs across the distribution network thus providing more
value to the customer at a lower cost (Asiedu, 1998).
Technological Advances
Each academic year, Beloit College in Wisconsin releases its annual ‘Mindset’ list that
details the world view of incoming first-year college students. The class of 2032, which
assumes a 2020 birthdate, is noteworthy because ‘thumb prints have always provided log-
in security, and harder to lose, than passwords.’
There have been tremendous technological advances in the last 25 years from dial-up to
WI-FI, retail stores to online shopping, and the use of GPS (Global Positioning System)
technology. Each advancement has profoundly influenced business management and, by
extension, business logistics.
Technological advances such as the Internet of Things (IoT) are coming of age. As
costs fall, research shows that the number of businesses using IoT devices grew from
being 13% in 2014 to 25% in 2019. The IDC (International Data Corporation) fore-
casts a 13.6% annual year-over-year growth through to 2020. IoT allows organiza-
tions to monitor inventory, automate stock reordering and keep track of deliveries, all
in real time. Sensors can predict wear and tear on equipment, allowing timely order-
ing of spare parts and increased supply chain transparency. The Boeing company,
with its management of its fleet of 787 aircraft, is a pioneer in this technological area
(Bengtsson, 2005).
With greater access to Big Data, more organizations are turning to Artificial Intelligence
(AI) and machine learning to simplify tasks and automate procedures. Gartner reports that
in the 4 years leading up to 2020, there was a 270% increase in the number of organiza-
tions using AI. Predictive analytics and machine learning algorithms are being used to improve
planning and decision support systems, identify purchasing patterns, automate tedious
warehousing processes, and manage inventory to ease logistics operations.
While many organizations still rely on legacy or primitive supply chain solution soft-
ware, the future lies in the cloud. Available in many forms, including Software as a Service
(SaaS), Infrastructure as a Service (IaaS), and Platform as a Service (PaaS), supply chain
cloud computing offers flexibility, scalability, and a global reach while doing away with
the need to maintain extensive, expensive on-premises computing infrastructure. Accord-
ing to McKinsey, cloud-specific spending in 2022 will grow six times faster than other
IT expenditures. Able to work with and complement on premise supply chain software,
cloud-based supply chain applications offer a better experience, greater flexibility, and
easy access to new features and releases (Arnold, 2015).
Changes in Consumer Behavior

Although changes in consumer behavior are commonly the purview of psychology and
marketing disciplines, such changes have important logistical and supply chain implica-
tions as well. Changing family roles, the customized customer, and rising customer expectations
are all current examples of changing consumer behavior that is helping transform logistics
and supply chains (Hu, 2017).
In terms of changing family roles, 45 years ago, less than 45% of adult women were in the
workforce. Today, women hold the majority of jobs for the first time in almost a decade
according to the Bureau of Labor Statistics. One consequence of the changing demographic
is an increasing emphasis on the convenience associated with a family’s grocery shopping
experiences. This convenience is manifested in various ways to include extended store
hours, home delivery of purchased items, and ready-to-eat/ready-to-cook foods, and
each of these has logistics-related implications. With extended store hours – some stores
are open 24 hours – retailers must address issues such as optimal delivery times for replen-
ishment trucks and when to replenish merchandise (Fornell, 2020).
Although home delivery could be convenient to the purchaser, the time-sensitive nature
of grocery products means that delivery should be made when the purchaser is at home.
Scheduling home deliveries to coincide with the purchaser’s availability is paramount to
avoid dissatisfied customers. At the end, the growth in ready-to-eat/ready-to-cook foods
means some food processors have added high-volume cooking systems to their produc-
tion facilities. From a logistics perspective, food processors continue to experiment with
packaging alternatives that will extend the shelf life of the ready-to-cook foods.
The Customized Customer signifies that the customer desires a product offering that
is highly tailored to the customer’s exact preferences. One approach for addressing the
customized customer is through mass customization, which refers to the ability of a
company to deliver highly customized products and services that are designed to meet
the needs and wants of individual segments or customers. The customized customer
will not accept a ‘one size fits all’ approach, and that means that logistics systems must
be flexible rather and not rigid. As an example, logistics service providers such as
FedEx and UPS offer a variety of delivery options to prospective customers. FedEx
and UPS customers can choose same-day delivery, next-day delivery by noon, next-
day delivery by the close of business, second-day delivery by noon, among others.
As a rule, the earlier the delivery time, the more expensive the transportation cost
(Müßigmann, 2020).
As for Rising Customer Expectations, customer expectations tend to increase through
time, which means that a satisfactory level of performance in the past might be consid-
ered mediocre today. An excellent example of rising customer expectations is provided
by the operations of Toyota Motor North America company. To retain customers and to
reduce losing customers to other automotive repair facilities, Toyota now offers same-day
delivery (rather than one-day delivery) of automotive parts to certain Toyota dealerships
located in major metropolitan areas. This same-day delivery has been facilitated by a rede-
sign of Toyota’s automotive parts’ distribution network (Zinn, 1997).
A Reduction in Economic Regulation

Widespread reductions in economic regulation (commonly referred to as deregulation),
enacted during the 1970s and 1980s, relaxed government control of carriers’ rates and
fares, entry and exit, mergers, acquisitions, and much more. These controls were particu-
larly onerous in the US transportation industry in the sense that price competition was
essentially nonexistent, and customers were forced to accept whatever service the carriers
chose to provide. This meant that logistics managers had relatively little control over one
of the most important cost components in a logistics system.
Reduction in economic regulation in the airfreight, railroad, and trucking industries in
the United States allowed individual carriers flexibility in pricing and service. This flex-
ibility was important to logistics for several reasons. First, it provided companies with the
ability to implement the logistics service levels, and prices could be adjusted accordingly.
Second, the increased pricing flexibility allowed large buyers of transportation services
to reduce their transportation costs by leveraging large amounts of freight with a limited
number of carriers (Adams, 2001).
Although the preceding part of this chapter has focused on the adjustment of eco-
nomic regulation within the United States, deregulation has had a similar effect in other
countries. Lessened economic regulation of transportation among European countries has
resulted in lower prices for truck shipments in these countries. Privatization of commercial
airports has been found to improve their operational efficiency relative to government-
owned and/or operated airports as well.
The Systems and Total Cost Approaches to Logistics

Logistics is a classic example of the systems approach to business problems. From a company-
wide perspective, the systems approach indicates that a company’s objectives can be realized
by recognizing the mutual interdependence of the major functional areas of the firm,
such as marketing, production, finance, and logistics. One implementation of the systems
approach is that the goals and objectives of the major functional areas should be compat-
ible with the company’s goals and objectives. One logistics system does not fit all companies;
goals and objectives vary from one firm to another. The logistics system that emphasizes
customer satisfaction is likely to be different from the logistics system that emphasizes cost
minimization (Haq, 2006).
A second implication is that decisions made by one functional area should consider
the potential implications for other functional areas. For example, one consequence of
pursuing the marketing concept, which focuses on satisfying customer needs and wants, is
often a marked increase in the number of stock-keeping-units (SKUs) or line items of inven-
tory offered for sale. An increase in the number of SKUs provides customers with more
choices, which today’s customers want.
Alternatively, from a logistics perspective, the proliferation of SKUs creates challenges
such as more items to identify, store, track, which increase the chances of mistakes. Exam-
ple of misidentification involves a consumer products company that mistakenly assigned
the same product code to a 3-pack, 6-pack, and 12 pack of a product it sold. Imagine the
reaction of the customer who ordered a 3-pack of the product, only to receive a 6-pack
and was charged for the 12-pack.
Just as the major functional areas of a firm should recognize their interdependence, so
too should the various activities that comprise the logistics function (the intra-functional
logistics). The logistics manager should balance each logistics activity to ensure each area is
operating effectively and efficiently.
These infra-functional logistic functions illustrated in Figure 1.4 indicate that systems
logistics serves as the foundation for business logistics which is made up of materials
management (movement and storage of materials into the firm) and physical distribu-
tion (storage of finished product and movement to the customer). Infra-functional
logistics attempts to coordinate materials management and physical distribution in
a cost-efficient manner that supports an organization’s customer service objectives
(Haq, 2006).
Coordination of material management and physical distribution can be made possible
in many ways. One way is by designating one vehicle to deliver materials and component
parts and to pick up finished goods. This may sound like common sense, but considerate
amounts of communication/coordination are required and can be elusive.
Raw materials, parts, and Initial processing or Distribution to

creation of sub- Finished goods inventory
components Factories warehouse and Retailers Customers
assemblies wholesalers
Materials Management Physical Distribution
Business Logistics
Systems Logistics
Figure 1.4 Points of Control over Inbound and Outbound Logistics Movement.
Logistics managers use the total cost approach to coordinate materials management and
physical distribution in a cost-efficient manner. This approach is built on the premise that
all relevant activities in moving and storing products should be considered (total cost), and
not individually. Use of the total cost approach requires an understanding of cost trade-
offs; in other words, changes to one logistics activity cause some costs to increase and
others to decrease. It is important to understand that logistical cost trade-offs recognize
that the costs of certain logistic activities move in opposite directions. As an example, a
decrease in transportation costs is often associated with an increase in warehousing costs.
The key to the total cost approach is that all relevant logistical cost items are considered
simultaneously during the decision-making process. Expedited transportation for exam-
ple, such as air freight, will increase a company’s transportation costs. However, expedited
transportation leads to a faster order cycle, which allows the receiving company to hold
lower levels of inventory, thus reducing both its inventory and warehousing costs. The
total cost approach evaluates if the decreased inventory and warehousing costs are greater
than the increased costs of expedited transportation.
When used in the logistics decision-making process, the total cost concept approach
forms what is commonly called the total logistics concept. This concept is unique, not
because of the activities performed, but because of the integration of all activities into
a unified whole that seeks to minimize distribution costs in a manner that supports an
organization’s customer service objectives (Coelho, 2012).
Relationships Within the Organization

The system and total cost approaches to logistics require an understanding of logistics and
its relationship with other functional areas within the organization. We could state that
logistics touches every facet of the organization in some way because of both intra and
inter business relationships. However, here, we focus on the logistical relationships with
three key functional organizational areas: finance, production, and marketing (Hu, 2017).
Finance
The finance staff is often charged with the responsibility of allocating the organization’s
funds to approved projects in various operating departments. The finance department is
instrumental in approving capital budgeting decisions that affect logistic activities. These
include the acquisition of materials, handling equipment, packaging, and inventory.
A basic challenge for the two areas is that finance often measures inventory in terms of
its cost and value while logistics tends to measure inventory in terms of units. These two
different ways of measuring inventory can often create friction between the two groups.
It is also not unusual to have identical items added to inventory at different times
which means that each unit can have a different cost even though inventory levels are not
affected. The concept of depreciation, which reduces the monetary value of inventory by
a certain amount per period of time, even though the actual quantity of inventory may be
unchanged, often can cause the two functional areas to have ‘discussions.’
Production
One of the most common interfaces between production and logistics involves the length
of production runs. The production department favors long production runs of individual
products because this allows the relevant fixed costs to be spread over more units, resulting
in a lower production cost per unit. However, long production runs require large amounts
of inventory, and it is the responsibility of logistics to store and track that inventory.
Another consideration with long production runs is that, occasionally, excess inventory
of products occurs due to limited or demand forecast inaccuracies. This adds to the inven-
tory carrying cost and contributes to an increased handling cost.
Increasing utilization of the postponement concept or the delay of value-added activities
such as final assembly, production, and packaging until the latest possible time also influ-
ences the interface between production and logistics. Some value-added activities includ-
ing case packing and labeling that were traditionally performed at the production site are
now performed in warehousing facilities. As a result, warehouse facilities are adding new
types of equipment and being reconfigured differently.
Marketing
Marketing places a heavy emphasis on customer satisfaction, and logistics strategies facili-
tate this by reducing the cost of the products, which can translate into lower prices for
customer and higher margins for the organization as well as can bring a broader variety of
choices closer to where the customer wishes to buy and use the product. Logistics strat-
egies offer a unique way for the organization to differentiate itself among competitors,
and logistics offers an important route for organization to create marketing superiority.
Interaction between logistics and marketing focuses on the marketing mix – the four Ps
of marketing – product, price, place, and promotion.
Product Decisions
Several potential interfaces are possible between marketing and logistics in terms of product
decisions. The marked increase in product offerings allows for customer choice and creates
logistical challenges in terms of identification, storage, and tracking. The number of SKUs
to hold is another product interface between the two functional areas. Marketers often
prefer to carry higher quantities because this reduces the likelihood of stock-outs. Product
design, which is often the purview of marketing, also has important logistical implications.
Beverage containers are a good example of this. Long-neck glass beverage containers might
be more distinctive than aluminum cans; however, from a logistics perspective, long-neck
bottles take up more space and are more likely to be damaged than aluminum cans.
The growing emphasis on offering sustainable products, products that meet present
needs without compromising the ability of future generations to meet their needs, impacts
logistical decisions. Fair trade products are those that guarantee a better deal for producers
in the developing world through fair and stable prices as well as teaching farming meth-
ods that are environmentally sustainable. From a logistical perspective, an organization’s
commitment to selling fair trade products can result in more rapidly changing sourcing
requirements for necessary raw materials (Brennan, 2000).
Pricing Decisions
The product’s transportation costs are reflected in its selling price; this is a key price-
related decision for marketers and has proved to be a particularly viewing issue for some
online merchants. For example, should an organization’s selling price reflect its product’s
landed cost, which refers to the price of a product at the source along with the transpor-
tation costs to its destination? A selling price that is based on a product’s landed cost,
on the one hand, could result in a substantial increase in a product’s selling price. That
increased price could decrease buyer demand as well, on the other hand. One way that
some organizations address this conundrum is to require a minimum order dollar amount
to qualify for ‘free’ delivery.
Logistics managers play a key role in product pricing including the associated cost of
providing various levels of customer service and the formulation of the firm’s quality
discount pricing policy. These decisions affect price per unit, customer satisfaction, and
shipping cost.
Place Decisions
Two types of networks, logistics and marketing channel, are directly affected by place
decisions. Logistics decisions concern the most effective way to move and store the prod-
uct from where it is produced to where it is sold. An effective logistics system can provide
positive support by enabling the organization to attract and utilize the most productive
channel and supply chain members. Those channel members are frequently able to pick
and choose which manufacturer’s products they desire to sell. If a manufacturer is not
able to provide a product at the right time, in the right quantities, and in an undamaged
condition consistently, the channel members are apt to end their relationship or end active
promotion of the product.
A popular marketing strategy involves co-branding, which refers to an alliance that allows
customers to purchase products from two or more name-brand retailers at one retail
outlet. Co-branding offers the customer convenience by allowing one-stop shopping
and the opportunity to purchase brand-name rather than private-label products. From a
logistical perspective, delivery of that product to a retail location can be a major decision.
Should each co-branding party deliver its respective products to a location, or should the
co-branding parties co-load vehicles to minimize the number of deliveries that arrive at
a particular location? While the former might result in higher delivery costs because of
multiple deliveries, the latter requires a higher degree of coordination between the co-
branding parties (Asiedu, 1998).
Promotional Decisions
Promotional decisions require close coordination between marketing and logistics. The
availability of highly advertised products, when an organization is running pricing cam-
paigns, is one important situation where a close coordination is required. A few things
that are more damaging to a firm’s image are having a stock-out of an item that has been
heavily promoted in a sales campaign. In some instances, imbalances of product supply
and demand can be viewed as bait and switch tactics – enticing customers with promise of
low-priced items only to find that they are unavailable, but a higher priced substitute item
is mysteriously available.
Once a decision is made to promote the introduction of a new item, logistics assumes
responsibility for having the item in place on the scheduled release date – not earlier, not
later.
The Need for Systems Logistics
The complexity and the costs of products and/or systems, in general, have been increas-
ing over recent years. As an example, the B-757 was first flown in 1982. Five years later,
the B-737-400 had 1.9 times the onboard Source Lines of Code (SLOC) requiring an
estimated 2.7 times the development effort of that required for B-757. Five years later, the
B-777 had 21 times more onboard SLOC than the B-757 and estimated 28.5 times the
development costs. A combination of the introduction of new technologies in response to
a constantly changing set of performance requirements and increased external social and
political pressures associated with environmental issues has been a major driver. Moreover,
the requirements to reduce the time it takes to develop and deliver a new system to the
customer and the requirement to extend the life cycle of systems already in operation
constitute a major challenge for today’s logistician.
Because of this increased complexity and costs, many systems in use today fail to ade-
quately meet the needs of today’s customers. In addition, they are not cost-effective in
terms of their operation and support. This is happening in real time when resources are
dwindling, and international competition is increasing worldwide (Whitmore, 2015).
When one examines the issue of cost-effectiveness, experience shows that a lack of total
cost visibility is a major contributing factor. A graphical representation of this is shown in
Figure 1.5.
Visibility
For many systems, the costs associated with design and development, construction, ini-
tial procurement, and installation of capital equipment and production are relatively well
known. These costs are dealt with and decisions made on a regular basis. However, the
Acquisition Cost
(research, Design,
Test, Production,
Construction)
Operations Cost Product Distribution Cost

(Personnel, Facilities, (Transportation, Traffic, and
Utilities and Energy Material Handling)
Test and Support

Equipment Cost
Maintenance Cost
Software Cost (Operating (Customer Service, Field,
and Maintenance Supplier Factory Technical Data Cost
Software) Maintenance)
Supply Support Cost

(Spares, Inventory, and
Training Cost (Operator
Material Support)
and Maintenance Training
Unknown Cost?
Retirement and Disposal

Cost
Figure 1.5 The Need For Total Cost.

costs associated with utilization and the maintenance support that the system needs
throughout its intended life cycle are often overlooked. This is particularly true through
the past decade when systems have been modified to include the ‘latest and greatest tech-
nology’ without consideration of cost impact downstream (Whitmore, 2015).
A large percentage, up to 75%, of the total life-cycle cost for a given system can be
attributed to operating and maintaining activities. A significant portion of those costs stems
from decisions made during the early phases of planning and conceptual design of the sys-
tem. Decisions pertaining to the selection of technologies and of materials, the design of
manufacturing processes, equipment packaging schemes and diagnostic routines, the per-
formance of functions manually versus using automation, the design of maintenance and
support equipment have a significant impact on the downstream life-cycle costs. Addition-
ally, the ultimate maintenance and infrastructure selected for a system throughout its period
utilization significantly affect the overall cost-effectiveness of that system.
Including life-cycle considerations in the decision-making process from the beginning
of the product/systems is critical. As illustrated in Figure 1.6, although improvements
to reduce cost can be initiated at the any stage of development, the greatest impact on
life-cycle cost, and hence maintenance and support costs, can be realized during the
early phases of product/system design and development. In other words, logistics and
the design of supportability must be inherent within the early product/system design and
development process if the results are to be cost-effective (Bhutta, 2002).
Determining supportability early in the decision-making process positively impacts the
effects of early life-cycle planning versus supportability issues later. It is imperative that
future system design and development efforts emphasize;
1 Improving methods for defining system requirements as related to true customer

needs early in the conceptual design phase and addressing performance, effectiveness,
and all essential requirements for logistics.
Customer Requirements
Design and Production and/or Construction Operation, Utilization, and Sustaining Life - Retirement of /Product of
Development of of Product/System Cycle Maintenance and Support of System and Disposal of
Product/System Product/System Material
Feedback Loop
Life Cycle Project Commitment Cost (cumulative)
Opportunity Impact Cost Effectiveness
Figure 1.6 Impact of Logistics and Life-Cycle Cost-Effectiveness.

2 Addressing the total system, its prime components, and all its elements of support
from a life-cycle perspective.
3 Organizing and integrating the appropriate and necessary logistics-related activities
into mainstream design effort concurrently and in a timely manner; and,
4 Establishing a disciplined approach, with the necessary review, evaluation, and feed-
back provisions to ensure that logistics and design for supportability are adequately
considered in the overall system acquisition process.
System logistics must be considered as an integral part of the business system function, not
separately and not after-the-fact. More specifically, to be affected, it must include the fol-
lowing activities:
1 The initial definition of product/system support requirements.

2 Development of criteria as an input to the design including key competitive differ-
ential related elements of the product/system, support infrastructure and design, and
procurement specifications.
3 Ongoing evaluation of alternative design configurations of the product/system
through trade-off studies, design optimization, and formal design review.
4 Determination of resource requirements for support based on a given design configu-
ration to include personnel quantities and skill levels, spares and repair parts, test and
support equipment, facilities, transportation, data, and computer resources.
5 Ongoing assessment of the overall support infrastructure with the objective of con-
tinuous improvement through iterative processes of measurement, evaluation, and
recommendations for enhancement to include the data collection methodologies,
evaluation, and process improvement capabilities.
System Design and Development Production and Deployment Operation
Feedback Loop
Supportability Problems
Program without Early Support Emphasis
Program with Early Emphasis on Supportability

• Overall Less Costly
• Implementation Occurs Earlier
Product/system Development Time frame
Figure 1.7 Consequences of Not Addressing Supportability Early in the Product/System Life Cycle.
A Comparison Showing the Effects of Early Life-Cycle Planning Versus Supportability Issues
Later (Bhutta, 2002).
Summary
This chapter provided an abbreviated introduction to the scope of logistics and defined
it in a broad context as it applies to commercial product and complex systems develop-
ment from a life-cycle perspective. Business logistics was initially presented and discussed
in the context of its overall fit within the supply chain structure as well as its relationships
with other functional elements within the organization context. System logistics was then
addressed by first discussing the current environment and establishing the importance
of Engineering logistics. Rational was then given for the inclusion of logistics as part of
the larger logistics support infrastructure and the need to consider it as a major Systems Ele-
ment when conceptualizing the development of a product and/or complex system. Addi-
tionally, the need to define this infrastructure early in the product/system life cycle was
addressed so that it can positively affect the Design and Development process thus yielding
manageable Life Cycle Costs.
Chapter 1 Concept Questions

1 In your own words, provide definitions of the following terms: logistics, supply chain,
supply chain management, integrated logistics support. Briefly address the distinguishing
characteristic(s) of each.
2 Discuss logistics globalization by addressing its advantages/disadvantages, its various
stages, and how it differs from national or regional operations.
3 Explain in your own words what impact the following have had on the field of
logistics:
• Advances in retailing.
• Technological advances.
• Changes in consumer behavior.
• A reduction in economic regulation.
4 Briefly describe the relationship logistics has within the organization. Specifically
address how it interfaces and influences/impacts the functional areas of finance, pro-
duction, and marketing.
5 In your own words, illustrate your understanding of the need to view logistics from a
systems perspective. Your response should, at a minimum, touch on the point’s prod-
uct complexity, new technologies, total cost visibility, and life-cycle supportability.
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ontasbare stofwaas. En die rotskranse van die berge behou nog net
vir hulle alleen die glans van die reeds ondergegane son; ’n
gloeiende rooi, wat so ’n volheid van lewe uitstraal, dat dit lyk of die
kranse tintel in ’n opbruising van blydskap te midde van die ligbad.
Agter Alida wil Marcel net die tribune afstap, maar hy bly staan as
hy die pragvertoning van die natuur gewaar. Die jongnooi draai om,
om hom te roep, en is verwonderd om te sien wat ’n uitdrukking van
geluk daar op sy gelaat lê. En hy gewaar ook in sy binneste ’n
ooreenkomstige opwakkering van al sy lewenskragte.
Die famielie Delourens en hul gaste ry na die stad, daar naby. Die
tuine is vol eethuise en op die grasperke daarby staan ’n menigte
klein tafeltjies; die lampe daarop het kappe van allerhande kleure,
wat lyk soos groot vuurvliegies tussen die bome.
Luitenant Marthenay was deur mevrou Delourens gevra om by
hulle te eet en kom nou by die geselskap. Hy is in ’n slegte bui. Hy
kan dit maar nie verkrop dat sake hom die middag so teëgeloop het
nie. So gou as hy Marcel Kibert sien, loop hy sonder nadink somar
op hom toe, en sê:
—Meneer, u weet nie om onderskeid te maak tussen speletjies en
geveg nie.
Marcel trek hom in sy volle lengte orent—hy is baie langer as
Marthenay—,kyk hom permantig aan, en antwoord:
—Ja, maar u het nie geweet wat die onderskeid was tussen
respek en hoflikheid nie.
Die toon van die gesprek laat mevrou Delourens vrees vir onweer;
sy kom nader. In haar gedagte weeg sy die tietel van die een teen
die roem van die ander: haar ydelheid het albei nodig.
Marthenay kan nie sien dat hy iets onbehoorliks gedoen het nie,
en soek nou rusie. Daar waai Isabella Orlandi meteens soos ’n
warrelwind aan, en los die gespanne verhouding op.
—Jan, kom kyk, hier is hy!
En aangesien sy as bedorwe en sleg-opgevoede kind nooit geleer
het om haar luim te beteuel nie, laat sy daar onmiddellik op volg:
—Wys ons jou gesig.
—Maar, mejuffrou!... protesteer die luitenant, en word bleek.
—’n Oomblikkie, net maar ’n oomblikkie! sê sy.
Sy maak of sy sy gesig bekyk en sê, asof sy almal opmerksaam
wil maak:
—Maar dis snaaks, hy makeer niks.
—Maar wat wil u tog van my? vra Marthenay met nadruk.
Die meisie bars uit van die lag en sê nog spottend daarby:
—Jy kan nie stry nie, die kêreltjies wat in die kolonies was, weet
darem hoe om goed te mik. Julle klop hulle in die danssaal; maar in
die oorlog—daar moet jul vir hulle oppas!
—Maar ek begryp nie . . . sê Marthenay. . . .
—O, ja! u begryp my baie goed. Meneer Kibert, hier, het jou lekker
uitgeklop. Ons juig hom toe. Hy is ons held. As jou uniform ’n bietjie
nat gereën het, praat jy ’n hele week groot oor jou heldedade.
Vir ’n man van die wêreld is daar niks so moeilik nie as om met
fatsoen los te kom uit die verleëntheid waarin ’n mooi jong meisie
hom dring deur hom so te laat deurloop onder haar kwinkslae.
Luitenant Marthenay is nie fluks genoeg daarvoor nie. Hy draai weer
na Marcel toe:
—Die meisies neem u in beskerming, meneer.
Isabella Orlandi laat hom nog nie los nie, en sy gee antwoord in
plaas van Marcel:
—O, om ’n aanval te maak het hy nie beskerming nodig nie.
Mevrou Delourens kom nou tussenin:
—Isabella, jy is onredelik.
Op ’n komieke manier gooi die nooi haar arms omhoog:
—O, so ’n offisiertjie van die dragonders mag ’n mens nie raak nie,
selfs nie met ’n bossie blomme nie.
Dis haar plesier om hierdie jonkman te verneder. Voordat die lewe
haarself verneder—want sy is vooraf beslote om alles, ook die liefde,
prys te gee aan haar begeerte om te skitter—gee sy haar heeltemal
oor aan die plesier van mooi en behaagsiek en vermetel te wees.
Gedurende die toneeltjie het Alida sku en stil gebly.
Almal gaan nou aan tafel sit, en die voorvalletjie word vergeet in
die onderlinge hartlikheid wat so vanself kom as mense so ’n heel
dag saam pret gemaak het in die ope lug. Isabella het opgehou met
haar geplaag en kry dit selfs reg om haar vyand weer op te vrolik.
Alida sit tussen Marcel Kibert en luitenant Marthenay, en hoewel sy
agterhoudend is, soos altyd, probeer sy tog om dit vir albei ewe
aangenaam te maak. As almal opstaan van tafel, vergeet sy naas
haar bord die bossie blomme wat sy die hele middag op haar bors
gedra het. Marcel tel dit op en sy merk dit.
—U wil dit tog wel aan my gee, nie waar nie, juffrou? vra hy; so ’n
smeektoon val hom swaar, en hy voeg daarby:
—U gee daar so min om, dat u dit laat lê het—en die blommetjies
is al verlep.
Sy antwoord nie, dog bloos, en die glimlag is vir hom ’n teken van
haar voorkeur.
Marcel vertrek vroeg met die trein terug na Chamberie; hy wil
vroeg tuis wees om sy moeder nie ongerus te laat voel nie. Dis so ’n
heerlike aand, dat hy, by aankoms op Chamberie, besluit om huis-
toe te loop van die stasie af. Dis tienuur. Hy moet drie myl loop deur
die veld, onder lanings van plataanbome deur, en dan deur ’n bos.
Hy stap haastig aan, en ruik nou en dan die skerpgeurende
blomme. Die donker van die nag is onder die bome nog eens so
swaar—hy kan maar ’n paar sterre deur die blare sien. Met volle
teue asem hy die balsemgeurige aandlug in. Hy het ’n gevoel van ’n
heerlike vernuwing en opheffing van sy hele wese.
Het hy haar lief? Hy weet nog nie reg nie. Maar die
teenwoordigheid van die nooi was voldoende gewees om sy jong
bloed in onstuimige beroering te bring.
Meteens kry hy gedagte aan iets wat hom eenkeer in Algiers
oorkom het, ’n paar jaar gelede. Dit was so ’n onvergeetlike oosterse
nag, swaardonker, met so ’n lui, lou windjie. Hy was te perd, alleen,
op ’n stap deur die bossies. Meteens het sy perd stil gestaan.
Rondom het hy niks anders gesien nie as die donker kolle van die
naaste bossies. Hy het die perd met die spore gesteek en gepaai,
maar vooruit wou hy nie, en hy het gebewe oor sy hele lyf. Was daar
iets lewends in die donker naby hulle?
In die groot stilte, drukkend op die donker en verlate vlakte, het die
perd iets geruik. Maar Marcel het nie bang gevoel in
teenwoordigheid van die geheimsinnige gevaar nie—vrees was vir
hom iets onbekends. Nee, hy was alleen bewus van al sy
vasberadenheid en van al sy krag.
Met geweld het hy die perd toe gedwing, en die dier het op galop
die duisternis ingehol. Hy het nooit agtergekom of dit ’n
denkbeeldige vrees van die perd was nie, dan wel of hulle werklik
naby die dood verbygegaan het . . . .
Waarom moet hy op hierdie oomblik nou aan dié geval terugdink?
Hy het dieselfde wonderlike gevoel van daardie nag. Soos toe, voel
hy nou ook dat daar gevaar naby is: hy weet nie wat vir ’n toekoms
van vreugde of verdriet hy tegemoet gaan nie. Maar, net soos toe,
voel hy nou ook sterk. Hy druk sy hand op sy bors: daar is ’n
béwerige gevoel in, terwyl hy met ’n diep haal die aandlug inasem.
Hy trek sy lyf orent, om nog groter te wees, en hy verheug homself in
sy jonkheid. In ’n bedwelming van hoop en fierheid begin hy te
hardloop. Hy hou weer op; maar die gevaar sonder oorsaak, wat hy
voorgevoel het, is nog nie weg nie: dit bly in hom.
In die bos sug die luggie droefgeestig deur die blare . . . .
Naderhand sou Marcel nog terugdink aan hierdie aand, toe hy in
die donker gehardloop het na iets bedwelmends en gedugs, wat niks
anders was as die liefde nie.
IV.
’N AGTERMIDDAG OP CHENÉE.
—Ek kom u kinders wegneem, sê Jan Berlier aan mevrou Kibert,

nadat hy haar gegroet het.
Die ou vrou se sagte antwoord is:
—O, ek smeek u, gun hulle aan my.
Haar glimlag is fyn en teer. Die jonkman het haar verras by haar
werk; sy sit in die skaduwee van die kastaiingbome, voor die huis.
Sy het haar bril op, om die steke beter te kan sien van die
handwerkie waar sy aan besig is. Dadelik roep sy vir Marcel en
Paula; hulle is ’n entjie daarvandaan, in die tuin. Terwyl hulle stadig
nader kom, vra sy byna bangerig:
—Gaan julle na Chenée, na die famielie Delourens?
—Ja, sê Jan, om krokee en tennis te speel. En net of hy spyt het
dat hy dit gesê het, laat hy daarop volg:
—As u wil, mevrou, sal ek hulle daar niks van sê nie.
—O Ja! Marcel het ’n bietjie afleiding en beweging nodig. Hy is
gewend aan baie beweging. En my arme Paula het alte lank met ’n
ou vrou, soos ek, alleen gebly.
Sy dink nie aan haarself en aan haar eensaamheid nie.
Mevrou Kibert behandel Jan Berlier amper soos ’n moeder haar
kind. As klein kind het sy hom dikwels op Maupas sien speel, saam
met haar eie kinders. Hy is die enigste seun van ’n advokaat wat die
hof van Chamberie eer aangedaan het en in die krag van sy lewe
gesterwe het. Te vroeg ’n wees geword, is Jan opgevoed deur ’n
oom wat ’n bietjie snaaks en afgetrokke van maniere is en hom maar
baie min oor Jan bekommer. Hy is ’n liefhebber van rose; sy huisie is
amper daaronder begrawe. Hy verlies Jan heeltemal uit sy gedagte
as Jan weg is op diens in die kolonie. En as Jan op verlof tuiskom,
vertel hy hom van die nuwe roos-soorte wat hy gekweek het, en dink
dat hy hom daarmee baie liefde bewys.
Marcel en Paula is nou ook by, en Jan vertel hulle dat hulle op
Chenée verwag word. Hy sê aan Marcel:
—Jy skuld bowendien ’n besoek aan mevrou Delourens, na die
blommefees; as jy nou vanmiddag gaan krokee speel, dan doen jy
tegelyk die besoek af.
—Dit is so, sê Marcel.
—En u gaat seker saam, juffrou Paula?
Maar Paula weier.
Marcel kyk haar neerslagtig aan, en Jan met simpatieke
nuuskierigheid. Jan onthou nog hoe hy vroeër op hierdie selfde plek
gespeel het met ’n uitbundig vrolike kind, nog wilder as ’n jongetjie.
En in haar plek sien hy nou ’n jongnooi, teruggetrokke en fier, selfs
teenoor haar vroeëre speelmaat. Hy kan darem nie help om haar
slank, bevallige postuur te bewonder nie, haar flinkheid daarby, en
haar somber oë, wat lyk of hulle lig uitstraal. Hy sou wel die
vriendskap van sy ou kameraadjie weer wil win, maar voor hierdie
Paula, so mooi en so moeilik te nader, voel hy ’n verleëntheid en
bangerigheid waarvan hy homself die oorsaak maar nie wil vra nie.
—Jan, ek moet jou knor, sê mevrou Kibert meteens.
—O nee, asseblief nie! antwoord Jan, en trek ’n gemaak-kwaai
gesig. Sy goeie humeur is spreekwoordelik, en sodra hy êrens
gesien word, neem alle gesigte ’n vrolike plooi aan.
—Ons is jou oudste vriende, sê mevrou Kibert, en tog moet ons
van mevrou Delourens hoor van die groot gebeurtenis in jou lewe.
—Watter groot gebeurtenis? sê Jan, met gemaakte verbasing.
Paula staan op en loop haastig na die huis se kant toe, net of sy
daar iets belangriks te doen het, terwyl mevrou Kibert aan Jan
antwoord:
—Jou huwelik.
—My huwelik! Grote goedheid! en met wie nog al?
—Met Isabella Orlandi.
Mevrou Kibert self sê nooit iets sonder dat sy dit meen nie—
daarom het sy ook geglo wat mevrou Delourens vertel het. Jan
Berlier bars uit in ’n lag.
—Sy is my „flirt,” het mevrou Delourens gemeen. Maar ek glo dat
u die betekenis van die Engelse woord nie ken nie.
Paula klim langsaam die treedjies op. Eers hou sy haar hand op
haar bors, net of sy met moeite asemhaal; maar dan stap sy weer
makliker. Voor die spieël in die voorkamer bly sy ’n oomblik staan, en
is self verwonderd dat sy so mooi lyk. Sy glimlag droefgeestig teen
haar spieëlbeeld, en die laggie sê soveel as: Wat help dit? Wat help
skoonheid vir dié wat geen huweliksgeld het nie, en die teerheid en
toewyding wat in ’n leë hart tog maar brand soos ’n lampie wat in ’n
kamer vergeet is? Maar onwillekeurig vind sy darem nog troos by die
aanskouing van haar nuttelose bekoorlikheid.
Jan hou homself baie geleerd terwyl hy aan mevrou Kibert uitlê:
—„Flirt” is eintlik ’n vryery na ’n nooi met wie ’n mens juis nie wil
trou nie.
—Speletjies dus, sê mevrou Kibert. Jan, dis nie mooi van jou nie.
Kyk, ek is ’n ou vrou, luister na my: jonkmans en meisies staan nie
gelyk in die spel nie; jongmeisies verwag altyd om te kan trou. Julle
jonkmans bedrieg ’n hoop wat by hulle heeltemal wettig is, en vir jul
plesier versteur julle die vrede van hul harte en die opregtheid van
hul gevoelens.
Die jonkman hoor die sedeles aan met ’n eerbiedige glimlaggie.
—Ek hoor u graag so praat; maar ek merk wel dat u die
jongmeisies van ons dae nie ken nie.
—Ek ken hulle ook nie, sê Marcel. Gaan jy dikwels na Chenée?
—Ja, vir my oom en sy roosplantjies is ek te woelig. Hy is altyd
bang dat ek hulle sal trap. As hy my sien weggaan, gee hy ’n sug
van verligting. Die mense op Chenée is so belangwekkend.
—So? sê Marcel, en hy doen baie moeite om te laat sien dat die
mense hom eintlik maar min aangaan.
—Ja, sê Jan, hulle het duisende middeltjies om die tyd—hul ergste
vyand—dood te maak—En, ondanks alles, smaak hulle nou en dan
die verveling van niks-doen. Mevrou Delourens roer en woel, skryf
uitnodiginge, stel spyskaarte op, skrywe vir die koerante verslae van
haar partytjies. Meneer Delourens, bangerig en gedwonge, rangskik
sy boeke, waarvan niemand tog ooit die goeie orde versteur nie,
begroet die mense wat sy vrou uitnooi, keur die minste woordjie van
sy vrou goed, en hou homself so nederig, dat dit lyk of hy altyd maar
aan so ’n deur-en-deur aristokratiese vroumens verskoning vra vir sy
burgerlike bloed. Haar seun, Clement, ry honde dood met sy
motorkar.
—En Alida? vra mevrou Kibert, onskuldigweg.
Die jonkman antwoord versigtig:
—Juffrou Alida wag af wat met haar sal gebeur; dit kan nie anders
wees as aangenaam nie. Die hemel het haar met skoonheid geseën.
—Maar gaan jy net na Chenée om die famielie Delourens te sien?
vra Marcel.
—Daar is nog hul gaste, mevrou Orlandi, by voorbeeld. Sy het
teruggekom na haar geboorteplek om haar verlore skoonheid te
beween—meer as haar man. So lank as sy nog mooi was, het sy in
Florence gewoon. Dog na haar jeug verby is, het sy Italië verlaat.
Haar verminderde fortuin het dit noodsaaklik gemaak. Maar sy wou
haar agteruitgang nie laat sien op die plek waar sy so geskitter het
nie. Sy het alle spieëls uit haar kamer verban; ek hoor hulle is nou
almal na die kamer van haar dogter verhuis. Sy hou net mooi, fris
kamermeisies, en takel haarself op met juwele—die getuie van haar
vroeëre triomfe pak sy heeldag in en uit. Maar sy het darem nog tyd
genoeg om haarself heeldag besig te hou met ’n afskuwelik lelike
mopshondjie, waar sy meer van hou as van haar dogter Isabella.
—Daar het ons haar eindelik, na ’n lang ompad, sê Marcel.
—Juffrou Isabella is bekoorlik. Sy weet dat haar skoonheid haar
die vrou sal maak van ’n miljoenêr. Sy sal dié plig wel nakom; haar
ma en ek moedig haar aan daartoe.
—Foei! sê mevrou Kibert, en hou op met haar werk.
—Sy het nie aanmoediging nodig nie, sê Jan. Die Italiane is baie
prakties. Eindelik is daar nog juffrou Sonjon, met haar maer gesig
van ’n adellike ou-jongjuffrou; sy is nog nie die mins wonderlike van
die klomp nie.
—Ek ken haar, sê mevrou Kibert, sy is ’n heilige. Sy doen so baie
aan liefdadigheid en bring haar lewe deur met bywoon van vrome
byeenkomste, en sy reis daarvoor baie rond.
—Ja, sy hou baie van rondtrek en heers. Sy order en gaan van
plek tot plek, en sy maak of sy godsdienstig is, terwyl sy net haar eie
luste dien. Die mense sê dat sy soos ’n Jood haar skuldenaars
uitsuig om haar God soveel te meer volgens die mode te kan dien.
Mevrou Kibert het hom belet om verder te praat:
—Jan, my liewe Jan, wat vertel jy daar? Jy sal ons laat dink dat jy
’n ondeug is.
—Dis maar kwaadsprekendheid, sê Jan. Kyk, ek het vryuit
gepraat, soos ek in eie famieliekring sou gedaan het, as ek een
gehad het. Ek voel my hier op my gemak. As kind was ek al hier.
Maar moenie vir my vertel van die ou-jongjuffrou Sonjon nie. Sy ’n
heilige? Nee, maar u is een, mevrou.
Ondanks haar leeftyd bloos mevrou Kibert as sy so geprys word.
Sy is alleen inwendig dapper.
—Jan, wat sê jy daar? God het my bederwe deur sy goedheid—
dis al.
Die jonkman kyk met verbasing na die ou vrou in haar rouklere,
met haar gesig deur droefheid verlep, met haar oë altyd vol trane, en
die Heer dankend vir haar beproewinge. Sy sien sy blik op haar en
sê:
—Ja, God het my oorlade met Sy seëninge, voordat Hy dié weer
van my weggeneem het. Maar nou nog, as ek lewe vir my kinders
wat oral versprei is, vir hierdie een, Marcel, wat deur so baie gevare
gegaan het, hoe sou ek dan nie tegelykertyd ook trots voel op hul
moed, op hul werk nie? Is hul lewe nie my lewe nie?
Jan is bewoë; hy staan op, neem mevrou Kibert haar hand en
soen dit.
—U is ’n heilige, soos ek gesê het. As ek u sien, word ek self beter
en voel ek nie meer lus om my lewe te laat verstrooi deur die vier
winde nie: ek voel lus om mannewerk te doen, soos u seuns. Maar
ek, ek het nie ’n moeder nie.
Hy sien Paula die treedjies weer afkom. Sy het haar hoed op, en
haar gelaat het ’n nuwe uitdrukking van frisheid.
—A, juffrou Paula, so het u darem tog besluit om mee te gaan?
—Ja, sê sy, dis sulke mooi weer en Marcel is vererg as ek tuisbly.
Sy soen haar ma, en sy stap saam na Chenée, tussen die twee
jonkmans, en sonder moeite hou sy hul snelle looppas by.
Hulle kom aan voor die poort van Chenée. ’n Laning van
plataanbome lei na die huis, wat ruim en elegant is. Tussen die
grasperke voor die huis is tennis- en krokeegronde. Agter die huis is
’n bos van eeueoue eikebome, waar in die somer baie koel en
afgeslote hoekies is.
Die famielie Delourens weet hoe om dit vir hul gaste gemaklik te
maak, en hulle groot verskeidenheid van afleiding aan te bied. Op
die oomblik dat Paula met Marcel en Jan daar aankom, het die
krokeeparty net opgehou, en almal staan om Isabella Orlandi, wat
baie hard praat en baie beweging maak met haar hande:
—En dan is sy naam nog Landeau, sê sy.
—Wie is dit? vra Jan, terwyl hy by die kring van toehoorders kom.
—My aanstaande! En sy bars uit in ’n harde, byna
oorverskeurende skaterlag. Sy gee haar hand aan Jan:
—Dag Jan.
Sy noem hom by sy voornaam, want, sê sy, sy het hom eenmaal
as kind gesien.
Die krokeespel gaan weer aan; en terwyl sy en Jan by ’n afgeleë
hoepel staan, maak sy van die geleentheid gebruik om met hom te
praat:
—Ja, sê sy, terwyl hy merk dat sy bleek is, ek moet jou bekend
maak dat ek gaan trou met ’n fabrikant van die stad Lyon—’n
besigheidshuwelik.
—Veels geluk, sê Jan.
—Dankie. Hy is meer as miljoenêr, en is baas van verskeie
welvarende fabrieke. Hy het groot beloftes gemaak aan my notaris.
Jy begryp, dan kom dit daar ook maar min op aan dat hy lelik is, dat
hy veertig jaar oud is, en opgeskeep met ’n belaglike naam.
—Dit spreek vanself.
—Nie waar nie?
Hul meespelers roep hulle om te speel. Maar hul lus om te speel is
weg, en deur hul skuld verloor hul kant die spel.
Toe die spel uit is, gaan almal na binne om iets te gebruik. Hulle
twee sorg dat hulle draai tot hulle die laaste van almal is. Meteens
vra sy aan Jan:
—Begryp jy dit nou, Jan, dat ’n mens trou, terwyl daar reeds liefde
in jou hart is?
—Liefde vir jou man, nie waar nie?
—Loop, jy maak grappies.
Dis werklik skerts van sy hart, want hy wil haar nie begryp nie.
Maar as hy op dieselfde oomblik ’n vieslike slak sien kruip op ’n roos,
in die tuin, dan voel hy tog alte jammer dat Isabella haar skoonheid
so ten offer moet bring.
—Dis beter om voor die tyd iemand anders lief te hê as daarna, sê
hy.
—O, as ’n mens vantevore liefhet, dan het jy daarna nog lief,
antwoord sy.
Hy gee ’n ander wending aan die gesprek, want hy weet dat hy te
stry het teen ’n hartstogtelike aandoening. Nog nooit het hy soveel
plesier gehad in die mooi gesig, die onbeskaamde oë, die rooi,
sinlike lippe, die glinsterende tande, die volle buigsame bevalligheid
van haar hele wese.
—Is ek nie ’n goeie profeet nie? sê hy. In die trein het ek jou ’n tyd
gelede so ’n huwelik voorspel.
—Ja. My ma het my al baiemaal gesê: „My liewe kind, na ’n week
is al die mans maar eners. Geld en jeug is verbygaande dinge, maar
die eerste alleen maak die twede van waarde.”
—Ja, jou ma is wel skerpsinnig.
—In Italië is al die mense so. Digterlikheid is goed as dit by
woorde bly.
Meteens, op die skielike manier wat haar grootste aantreklikheid is
en haar in onverwagte vervoering bring, begin sy te ween. En terwyl
hy haar nog verwonderd daaroor aankyk en nog geen woord van
medelye kan kry nie, sê sy:
—Waarom trou jy nie met my nie, jy?
Sy antwoord kom hakkelend, maar darem gou:
—Ek kan jou nie meeneem na die kolonies nie.
—Jy kan ’n handelsbesigheid begin. Dit lewer geld genoeg op.
Meneer Landeau sal jou help.
En by die gedagte aan die wonderlike rol wat sy meneer Landeau
(haar aanstaande) wil laat speel, bars sy uit in ’n lagbui, of sy mal is;
die jonkman word daar ook deur aangesteek. Hulle stap nou aan
deur die laning van plataanbome. Sy neem die kans waar in die
donker skaduwee van ’n groot boom:
—Gee my ’n soen, om my te troos.
Die fris wang se smaak proe hy nog as sy reeds te kenne gegee
het dat haar keus gedaan is:
—Dis tog jammer, maar waarom is jy nie ’n miljoenêr nie?
—Ja, dit vra ek ook, sê Jan . . . .
Mevrou Delourens sien Jan en Isabella in die verte, en sê aan
haar gaste, terwyl sy na haar wys:
—Ek neem dit haar nou glad nie kwalik dat sy so ’n huwelik doen
nie; nee, ek keur dit goed. Haar huwelik met meneer Landeau bewys
dat sy groot geeskrag besit. Fortuin besit sy nie.
Haar skatryk gaste sê almal dat sy gelyk het. So aangemoedig,
gaan sy aan, nadat sy eers agtertoe gekyk het of Paula vér genoeg
is.
—Kyk nou inteendeel na so ’n meisie as Paula Kibert. Dis nie sy
wat met meneer Landeau sal trou nie. Sy besit geen stuiwer nie en
is nog vol aanstellings daarby! Hoe op aarde kry sy ooit ’n man?
—Ja maar, sê een van die dames, haar vader het al sy besittings
opgeoffer om sy broer te red—dis tog baie mooi.
—Ag, dit was net om die naam van die Kiberts te red! Hy sou veel
beter gedoen het as hy sy geld gehou het; wie weet vandag nog van
die opofferinge?
’n Spreuksprekende meneer sê:
—Vergetelheid kom gouer as die dood.
—Dié Paula! gaan mevrou Delourens aan. Op ’n dansparty wat ek
twee jaar gelede gegee het, het luitenant Sinard sin in haar gekry.
Dit was nog voor die dood van haar pa, die dokter. Hy het daar regtig
ernstig aan gedink om met haar te trou. Maar toe het hy erfgenaam
geword van die driehonderd-duisend pond; wel, julle begryp, toe kon
hy hoër kyk.
—O, natuurlik! sê almal, toe kon hy tog aan haar nie meer dink nie
....
Onder die strenge blik van juffrou Sonjon, kom die swaarlywige
mevrou Orlandi aangestap. Sy is uitasem, en wil ook ’n goeie uitleg
gee van die keus van haar dogter.
—My dogter het moeite gehad om tot ’n beslissing te kom. Maar
haar aanstaande is ’n man van beginsel en, wat ook glad nie iets
verkeerds is nie, hy besit ’n groot fortuin.
Die woord beginsel was bestemd om die vroom ou-juffrou Sonjon
te behaag. En sy vra:
—Werk hy nog?
—Seker, hy werk nog. Hy is direkteur. Hy bestuur duisende
werkmense. Hy gee bevele, net soos ’n generaal.
Maar die ou-juffrou brom drogies.
—In my dae sou ons, onder ons klas mense, nooit getrou het met
’n man wat werk nie.
Jan Berlier en Isabella het hul wandelinkie klaar gemaak en kom
nou aangestap. Die jonkman het daar plesier in om juffrou Sonjon te
terg; wat sy daar gesê het, gee hom net ’n mooi handvatsel.
—Alles is nou anders, juffrou. Dis die tyd wat so snaaks is. In die
ou dae het adel daarin bestaan dat ’n mens niks doen nie: vandag
kom dit uit arbeid voort—arbeid, wat nog meer ’n moréle verpligting
is as ’n liggaamlike noodsaaklikheid. Die wêreld is heeltemal
omgedraai: dis nou die vabonde wat nie werk nie.
Maar die vroom presidente van die Rooi Kruis en van verskillende
liefdadigheidsgestigte bekyk hom permantig van hoof tot voete, en
antwoord vinnig:
—Die wat op aarde varke opgepas het, sal hulle in die hemel ook
nog oppas.
Jan lag, en vra:
—Is dit ’n woord uit die Bybel?
Alida het ’n bietjie agtergebly met Paula en Marcel; sy loop maar
langsaam.
—Is u moeg? vra Marcel. Hier is ’n bank: gaan sit ’n bietjie.
—Nee, dankie, ek makeer niks nie. Laat ons maar huis-toe gaan.
En met haar glimlaggie van ingebeelde sieke, voeg sy nog daarby:
—Dis die warmte van die lang somerdae wat so druk. Voel u dit
ook nie?
Marcel kyk verwonderd:
—Daar het ek nog glad nie aan gedink nie. Ek hou van die son:
dis hy wat die teken tot lewe gee. Ek hou van die lang dae: dit lyk of
hulle ons bestaan verleng.
Paula is stil; sy kyk na die huis, en sien iemand klop aan die
voordeur:
—Daar is meneer Marthenay, sê sy.
Daar gaan ’n skaduwee oor die helder oë van Alida, en die rose
verdwyn van haar wange. Sy sak neer op die bank, waar sy eers nie
op wou gaan sit het nie, en wink vir Paula om naas haar te sit, terwyl
sy sê:
—Kom ons sit maar ’n bietjie hier.
En terwyl sy vir Marcel aankyk, sê sy met bevallige teerheid:
—Daar is nie plek vir u nie, maar ek is seker dat u nie moeg voel
nie.
—Werklik nie, sê hy, en laat daarop volg, ken u die belaglike
Arabiese spreuk wat sê: „Sit is beter as staan, lê beter as sit, en
dood weer beter as lê?”
Nee, ek het dit nog nooit gehoor nie, maar dit geval my.
’n Sware neerslagtigheid, abnormaal soos die wanhoop van ’n
kind, is te lees op haar jong gelaatstrekke—nog so aantreklik en so
sag. Sy draai na die spraaklose Paula:
—Ek beny jou tog so, Paula. Jy is sterk en dapper. Ek is so swak.
As jy tog kon besef hoe swak ek is! Ek het glad geen moed nie.
En sy laat haar skone, wanhopige oë op Marcel rus, net of sy hom
aanspreek en van hom uitredding vra. Waarom bekla sy haarself so?
En waarom ontvlug sy meneer Marthenay? so dink Marcel en hy sê:
—Op u leeftyd wanhoop ’n mens nog nie aan toekoms of geluk
nie.
In plaas van dié alledaagse woorde uit te spreek, sou hy haar wil
ondersteun met sy eie krag. En Paula, self ook wetend op die
oomblik wat twyfel en teleurstelling beteken, bly nog maar stil;
verwonderd, en met sekere geringagting, sien sy neer op haar
vriendin, wat haar beny, en wat tog deur die lewe vry gelaat word om
haar lot na eie keus voor te berei.
Die son het ondergegaan agter die berg, maar voor hulle het die
aandlug ’n goue sluier omgehang. Die toppe van die berge gloei nog
in die aandson, die hoogste toppe hou die daglig nog die langste
vas. En die vlakte lê breed uitgestrek onder ’n blou, rose waas wat
op alles neerdaal soos ’n blomreën, en lyne en afstande vervaag.
—Kyk tog, sê Paula; en wys na die horison.
Die twee meisies staan gelyk op om te kyk. Marcel het net oog vir
Alida; in haar wit rok lyk sy soos ’n slank, buigsame lelie; en die
suiwere lyn van haar sy-gesig teken hom teen die goud van die
aandlug—’n stralekrans makeer nog net daaraan om dit as ’n
engelekop te laat kyk. Sy draai langsaam om na Marcel; sy knip haar
oë waar die lig te helder inskyn, en sê met ’n vriendelike glimlag:
—Ek kan nie meer sien nie. Die weerskyn van die son is genoeg
om my oë pyn aan te doen.
Paula dink terug aan die tyd toe sy en haar broers daar plesier in
gehad het om in die son self te kyk, sonder hul oë toe te maak.
Marcel voel jammer, ondanks homself, vir so ’n tengerige
skoonheid; hy voel sy hart klop in sy bors, hy voel die begeerte tot
opoffering wat ’n kenmerk is van ontluikende liefde.
—Alida, roep mevrou Delourens, dis alte koud om buite te bly.
’n Bietjie later neem Marcel en Paula afskeid. Hulle gaan huis-toe
langs ’n voetpaadjie deur die veld. Deur die blare van die bome sien
hul die pers, rose lug—’n kleur wat geluk voorspel. Hul loop
ingedagte en sê niks.
—Jy het jou tog nie verveel nie, sus? sê hy eindelik.
—Ek? Nee—ek het saamgegaan om jou plesier te doen. Voel jy
tevrede?
Hy antwoord nie dadelik nie. Hy is so met homself besig dat hy
Paula nie aankyk en ook nie merk dat sy bedroef is nie. In die
donkerte van die bos openbaar hy sy geheim:
—As ek haar nou vra om met my te trou, wat sou jy sê?
Sy het dit verwag, maar tog voel sy ’n rilling deur haar lyf. Haar oë
is swaarmoedig neergeslaan op die voetpaadjie, wat vol dor blare lê
van vroeëre somers. Byna afstotend sê sy:
—Haar ouers sal weier.
—Waarom? vra hy, en nou roer die trots hom, na die liefde.
—Omdat jy nie ’n adellike tietel het nie.
—Maar hulle het ook nie. En bowendien, wat beteken so iets nog
in ons dae?
—O, hulle is almal vol vooroordeel.
—Maar as sy self nou wil?
—Sy het geen wil nie.
—En as sy my nou liefhet?
—Sy sal maar net huil.
Haar eie wanhoop, waar niemand iets van weet nie, wat sy
doodsmoor in stilte en misterie, lê haar dié growwe antwoorde in die
mond.
Marcel voel geraak, en in homself geslote, stap hy haastiger aan;
teen die hoogtetjie uit hou hy sy lyf nog reg-orent soos ’n jong
eikeboom.
Eindelik, haarself vergetende, nader sy hom en neem sy hand om
hom te laat stilstaan; sy is bewoë:
—Ek het netnou nie mooi met jou gepraat nie. Ek was in ’n slegte
bui; vergeef my, ek moet maar seker verkeerd wees. Ek het goed
gemerk vanmiddag dat sy van jou hou; en haar moeder oorlaai jou
met gunsbewyse.
Hy hoor haar aan, maar sy gesig bly somber. Paula gaan aan:
—Jy moet weet, vandat pa dood is, het ek so baie mense gesien
wat hul rug aan ons toegedraai het, dat ek ongetwyfeld bitter geword
het. Ek kan nie mense verdra wat met geringagting neersien op wat
ons vereer, en spot met wat ons ontroer nie. Daardie Isabella Orlandi
het jy tog al gehoor. Maar as Alida jou vrou word, sal sy tog baie gou
verander. Sy is so goed, so sag en fyn. En sy is so mooi.
—Ja, sê hy swaarmoedig, sy is mooi.
Dit word àl donkerder in die bos. Die skaduwee van die bossies
word al swart om die boomstamme. Maar buite die bos vind die
broer en suster die somerse aandskemering terug waarvan die
halflig nie wil wyk vir die nag nie.
As hul Maupas al in die oog kry, bly hy meteens staan:
—Nee, jy was nie verkeerd nie. Maar praat met Alida. Vertel haar
van my verlede, my toekoms, waar ek eer op stel, wat ek my fortuin
noem. Ek sal haar saamneem na Algiers, in Afrika, dis ’n pragtige
stad.
Sy verstaan nou en kyk haar broer aan met teerheid, met
ontroering:
—O, as jy haar liefhet dan is dit anders. Ek sal doen wat jy wil hê.
Hy druk haar op:
—Praat môre met haar. Ons sal op Chenée gaan eet, saam met
die verloofde van mejuffrou Orlandi.
—Môre al? sê sy eenvoudig. Die uitnodiging was nie aan haar
gerig nie, maar daaraan dink sy nie as sy nog daarby sê:
—Is dit nie beter dat ma met haar ouers praat nie?
—Nee! antwoord hy beslis, ek wil nie hê dat ma miskien verniet
moet gaan nie.
As hul die huisdeur ingaan, fluister sy:
—Ek wil jou tog so graag gelukkig sien.
Hy glimlag vol vertroue, en sê:
—Moet nog niks aan ma vertel nie: sy hou nie van die mense nie,
en ek ook nie. Maar ek het haar lief, haar.
En met die laaste woorde erken hy dat hy oorwonne is.
V.
DIE GEHEIM VAN ALIDA.
’n Huwelik tussen ’n man van die burgerlike stand en ’n adellike

vrou word daar ’n halfbloed-huwelik genoem, en vir minderwaardig
gereken. En hul word uitgelag as die een toelaat dat die ander, om
sy of haar vernedering te dek, altyd maar weer die adellike afkoms
ophaal, tot selfs op die visietekaartjies.
Meneer Delourens het ook kennis gemaak met die mag van die
adellike vooroordeel. Hy het baie verering vir die opienie van sy vrou
en, deur haar, ook vir alle koninge en prinse. Hy is uitermate
koningsgesind. Alle tietels verafgood hy, selfs dié wat met goud
gekoop kan word, en wat hy nie durf koop nie, omdat hy te agteraf
voel. Die toegewende houding van haar man versoen mevrou
Delourens nie heeltemal met die huwelik benede haar stand nie;
maar dit streel darem tog haar baasagtige neiginge.
Soos sy haar man en haar huis regeer, so regeer sy ook haar
kinders, vernaamlik Alida. Sy is een van die moeders wat die geluk
van ’n dogter met hul eie geluk verwar, en wat regtig dink dat die
geluk van die dogter versekerd is as sy (die moeder) maar haar eie
geluk najaag. Haar felle moederhartstog is die uiting van ’n groot
liefde wat in haar natuur lê, dog in haar huwelik geen bevrediging
gevind het nie.
Sy maak vanmôre met sorg haar planne klaar vir Alida se
toekoms; vir die vorm het sy haar dogter vertel dat meneer
Marthenay haar ten huwelik gevra het. Maar sy het veral haar hande
vol met ’n maaltyd wat sy gaan gee ter ere van Isabella Orlandi haar
verlowing. Af en toe staan sy haastig op om orders te gee, en let nie
baie op Alida nie, en versuim ook om te vra of sy toestem. Sy maak
soos die veroweraars wat nie dink aan struikelblokke nie. Sy
behandel so ’n ernstige saak selfs met sekere onagsaamheid, omdat
sy daar al so lank aan gedink het en dit reeds beskou het as een van
die famieliesakies wat heeltemal natuurlik is en, so te sê,
onvermydelik.

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Managing Logistics Systems Planning and Analysis For A Successful Supply Chain 1St Edition John M Longshore Download PDF Chapter

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Managing Logistics Systems: Planning

and Analysis for a Successful Supply

John M. Longshore is Associate Professor of Management within the David B. O’Maley

Angela L. Cheatham is Assistant Professor of Management within the David B. O’Maley

John M. Longshore and

1 An Overview of the Logistics System 1

2 Logistics System Information Technology 19

3 The Measures of Supply Chain and Logistics System Support 35

4 Demand Management, Order Management, and Customer

5 Supply Chain and Logistics Systems Efficiency and

7 Packaging, Containerization, and Materials Handling 111

8 Warehouse Management and Operations 136

9 Transportation Systems Management 155

10 Supply Chain and Logistics System Network Design:

11 Aggregate Planning and Master Scheduling 197

12 Reverse Logistics and Sustainability 217

The Scope of Logistics

Industrial Logistic Support

Physical Supply Manufacturing Physical Distribution

Figure 1.1 Logistics Flows During the Production Process.

Production Sourcing Sales/Marketing Finance Logistics

Figure 1.2 Generic Logistics Organizational Structure.

Manpower and Design Interface and

Figure 1.3 Integrated Logistics Support Elements.

The Economic Impact of Logistics

Country Logistics as a Percentage of GDP Nominal GDP (2020)

The United States 8.5 20,936,600

The Increased Importance of Logistics

Changes in Consumer Behavior

A Reduction in Economic Regulation

The Systems and Total Cost Approaches to Logistics

Raw materials, parts, and Initial processing or Distribution to

Materials Management Physical Distribution

Relationships Within the Organization

Operations Cost Product Distribution Cost

Test and Support

Supply Support Cost

Retirement and Disposal

Figure 1.5 The Need For Total Cost.

1 Improving methods for defining system requirements as related to true customer

Life Cycle Project Commitment Cost (cumulative)

Opportunity Impact Cost Effectiveness

Figure 1.6 Impact of Logistics and Life-Cycle Cost-Effectiveness.

1 The initial definition of product/system support requirements.

System Design and Development Production and Deployment Operation

Program without Early Support Emphasis

Program with Early Emphasis on Supportability

Product/system Development Time frame

Chapter 1 Concept Questions

—Ek kom u kinders wegneem, sê Jan Berlier aan mevrou Kibert,

’n Huwelik tussen ’n man van die burgerlike stand en ’n adellike

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1 An Overview of the Logistics System 1

2 Logistics System Information Technology 19

3 The Measures of Supply Chain and Logistics System Support 35

4 Demand Management, Order Management, and Customer

5 Supply Chain and Logistics Systems Efficiency and

7 Packaging, Containerization, and Materials Handling 111

8 Warehouse Management and Operations 136

9 Transportation Systems Management 155

10 Supply Chain and Logistics System Network Design:

11 Aggregate Planning and Master Scheduling 197

12 Reverse Logistics and Sustainability 217