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Distribution centres are becoming more and more relevant for spatial planning, due to their rapidly increasing size and number. There is little literature, however, that provides a generalized analysis of the size and functional attributes of distribution centres, and none that discusses the relationships between these attributes. Our aim is to fill this gap by providing new evidence and analysis to understand this relationship. We make use of an extensive database of 2888 DCs in the Netherlands to develop a new typology of DCs based on the geographical location of DCs, their functional attributes and client sector characteristics. The analysis shows that the context in which medium sized DCs are operating is more heterogeneous than in the case of very large and small size DCs. This study is a first attempt to analyse this relationship between facility size and functions based on a rich and extensive dataset of large population of DCs. The results can serve as input for further quantitative statistical analysis and international comparison.

This paper studies the factors that drive distribution structure design (DSD), which includes the spatial layout of distribution channels and location choice of logistics facilities. We build on a generic framework from existing literature, which we validate and elaborate using interviews among industry practitioners. Empirical evidence was collected from 18 logistics experts and 33 decision-makers affiliated to shippers and logistics service providers from the fashion, consumer electronics and online retail sectors. It turns out that interviewees share similar rankings of main factors across industries, and even confirm factor weights from earlier research established using multi-criteria decision analysis, which would indicate that the framework is sector-neutral at the highest level. The importance attached to subfactors varies between sectors according to our expectations. We were able to identify 20 possible new influencing subfactors. The results may support managers in their decision-making process, and regional policy-makers with regard to spatial planning and regional marketing. The framework is a basis for researchers to help improve further quantitative DSD support models.

The design of a spatial distribution structure is of strategic importance for companies, to meet required customer service levels and to keep logistics costs as low as possible. Spatial distribution structure decisions concern distribution channel layout–i.e. the spatial layout of the transport and storage system–as well as distribution centre location(s). This paper examines the importance of seven main factors and 33 sub-factors that determine these decisions. The Best-Worst Method (BWM) was used to identify the factor weights, with pairwise comparison data being collected through a survey. The results indicate that the main factor is logistics costs. Logistics experts and decision makers respectively identify customer demand and service level as second most important factor. Important sub-factors are demand volatility, delivery time and perishability. This is the first study that quantifies the weights of the factors behind spatial distribution structure decisions. The factors and weights facilitate managerial decision-making with regard to spatial distribution structures for companies that ship a broad range of products with different characteristics. Public policy-makers can use the results to support the development of land use plans that provide facilities and services for a mix of industries.

Consumenten stellen steeds hogere eisen aan de levering van producten. Alleen op tijd leveren is niet meer voldoende. Er wordt steeds meer flexibiliteit verwacht, onder meer in bezorglocatie en aflevermoment. Vandaag besteld is vandaag of morgen in huis. Veel bedrijven worstelen met de vraag hoe zij het distributienetwerk aan moeten passen om aan de klantwens te voldoen. In dit artikel bespreken we de factoren die van belang zijn bij de inrichting van een distributienetwerk. Hiermee bieden we bedrijven een checklist voor besluitvorming. Er bestaan veel modellen die voor bedrijven het wiskundig optimale distributienetwerk kunnen berekenen, maar er is nog weinig inzicht in de volledige lijst van factoren en het belang ervan. Wij hebben de wetenschappelijke literatuur geraadpleegd om tot een zo compleet mogelijke lijst te komen en hebben via een enquête onder experts en beslissers een inschatting gemaakt van het relatieve belang van deze factoren. Hieruit blijkt dat logistieke kosten, serviceniveau en de klantvraag de belangrijkste (hoofd)factoren zijn. Logistiek experts vinden de klantvraag de tweede belangrijkste factor. Beslissers daarentegen zijn van mening dat serviceniveau na logistieke kosten de belangrijkste factor is. De resultaten van het onderzoek kunnen gebruikt worden als input voor het ontwerpen van locaties, voorzieningen en diensten, ten behoeve van fysieke distributieactiviteiten. Uit het onderzoek komen verschillende aanbevelingen voor overheden naar voren ten aanzien van het vestigingsbeleid voor distributiecentra. Denk aan het (her)bestemmen van bedrijventerreinen nabij steden voor de vestiging van overslagpunten, aan het stimuleren van de bereikbaarheid per truck van deze overslagpunten, aan het aanmoedigen van omscholing om het tekort aan logistiek personeel te verminderen en aan het opstellen van welstandseisen om het aanzicht van DC’s aantrekkelijker te maken.

Logistics is critical to the fulfillment of customer demands. Top management of companies is now more closely involved in logistics decisions and the importance of the consequences of these decisions is growing. It is crucial to support these decisions with relevant financial information. Companies often lack useful tools to generate this financial information. This paper presents a logistics management accounting framework to support logistics management decisions. In this distribution cost model the benefits of Activity Based Costing with regard to the allocation of costs and the control of processes are combined with the benefits of cash flow based accounting with regard to decision support.

In most developed economies the costs of logistics management are steadily growing and account for an increasing proportion of the gross national product. Logistics costs have become an important part of the added value of products and logistics management is increasingly regarded as an important weapon in the international competitive struggle, in particular by large market‐oriented companies. The emphasis in marketing strategies is shifting from product and price to promotion and place. Rapidly changing customer demands have an increasing effect on company policies. Reduction of product life cycles and assortment expansion will lead to faster development and delivery of new products and to smaller‐sized and more frequently placed delivery orders. Advancing technology will cause production to require more focus. Customers are becoming more demanding and manufacturers have to react faster to changing demand on the part of both private consumers and industrial customers. This requires enormous flexibility, which will be increasingly aimed at conquering and securing sales potential in the liberalized European market. Successful companies will focus on core activities. Activities other than core activities, but serving them, will have to be outsourced.