What is a system in which the production and distribution of goods and services is a shared responsibility of a group of people?

Distribution management has long been a business challenge. Raw goods can arrive too early and go bad before they are used. Or, finished products can arrive too late, allowing a competitor to seize the lion’s portion of market share.

Effective distribution is so crucial that sub-discipline practices became an integral part of supply chain and inventory management, such as just in time inventory. Overall, successful distribution involves many moving parts and methods requiring a strong distribution management strategy fueled by real-time information.

Video: What Is Distribution Management?

What Is Distribution Management?

Distribution management is the process used to oversee the movement of goods from supplier to manufacturer to wholesaler or retailer and finally to the end consumer. Numerous activities and processes are involved, including raw good vendor management, packaging, warehousing, inventory, supply chain, logistics and sometimes even blockchain.

What Is a Distributor?

A distributor is an entity that supplies products to retailers and other businesses that sell directly to consumers. Take, for example, a wholesale liquor distributor that supplies alcohol to restaurants, grocery stores and liquor stores.

Other examples include a produce distributor that supplies lettuce, tomatoes and other produce to restaurants; and a pharmaceutical distributor that supplies a variety of prescription-controlled drugs to pharmacies.

Distribution vs. Logistics

Logistics refers to the detailed planning and processes involved with the effective supply and transportation of goods. Logistics includes activities and processes such as supply management, bulk and shipping packaging, temperature controls, security, fleet management, delivery routing, shipment tracking and warehousing. It is perhaps easiest to think of logistics as physical distribution.

Distribution is a management system within logistics that is focused on order fulfilment throughout distribution channels. A distribution channel is the chain of agents and entities that a product or service moves through on its way from its point of origin to a consumer. Examples of distribution channels include ecommerce websites, wholesalers, retailers and 3rd party or independent distributors. Distribution includes activities and processes such as consumer or commercial packaging, order fulfilment and order shipping. In short, distribution is most easily understood as commercial or sales distribution.

Why Is Distribution Management Important?

Distribution management is first and foremost about organising everything involved in getting goods to the buyer in a timely fashion and with the least amount of waste. Therefore, it has a direct impact on profits.

What Is a Distribution Network and What Are the Benefits?

A distribution network is a connected group of storage facilities and transportation systems. It is formed in accordance with a distribution strategy designed to move goods from manufacturer to wholesalers, retailers or buyers.

Advantages of Distribution Management

Besides delivering higher profits, distribution management eliminates waste in a number of ways, ranging from reduced spoilage to reduced warehousing costs since products and goods can be delivered as needed (“just in time” inventory), rather than stored in bigger bulk (“just in case” inventory).

Distribution management leads to decreased shipping charges and faster delivery to customers, and it also makes things easier for buyers as it enables “one stop shopping” and other conveniences and rewards, such as customer loyalty rewards programs.

Distribution Management Challenges

Distribution challenges can arise from a variety of disruptions. Natural disruptions include severe weather events, raw material shortages (e.g. bad crop years), pest damages, and epidemics or pandemics. Human disruptions include riots, protests, wars and strikes.

Transportation disruptions include transport vehicle disrepair, maintenance downtimes and accidents, as well as delayed flights and restrictive or new transportation regulations such as those regularly seen in trucking.

Economic challenges include recessions, depressions, sudden drops or increases in consumer or market demands, new or changes in fees or compliance costs, changes in currency exchange values and payment issues.

Product disruptions include product recalls, packaging issues and quality control issues. Buyer disruptions include order changes, shipment address changes and product returns.

5 Factors That Influence Distribution Management

Many things can influence distribution management. The five most common are:

  1. Unit perishability – if it’s a perishable item then time is of the essence to prevent loss,
  2. Buyer purchasing habits – peaks and troughs in purchasing habits can influence distribution patterns and therefore varying distribution needs that can be predicted,
  3. Buyer requirements — e.g. changes in a retailer’s or manufacturer’s just in time inventory demands,
  4. Product mix forecasting – optimal product mixes vary according to seasons and weather or other factors and
  5. Truckload optimisation – relies on logistics and fleet management software To ensure every truck is full to capacity and routed according to the most efficient path.

3 Distribution Management Strategies

At the strategic level, there are three distribution management strategies:

  1. Mass. The mass strategy aims to distribute to the mass market, e.g. to those who sell to general consumers anywhere.
  2. Selective. The selective strategy aims to distribute to a select group of sellers, e.g. only to certain types of manufacturers or retail sectors such as pharmacies, hair salons, and high-end department stores.
  3. Exclusive. The exclusive strategy aims to distribute to a highly limited group. For example, the manufacturers of Ford vehicles sell only to authorised Ford dealerships, and producers of Gucci-brand goods only sell to a narrow slice of luxury goods retailers.

Choosing a Distribution Management System

Choosing the right distribution management system for your organisation depends a great deal on your organisation’s distribution goals and challenges, and the distribution models and channels your company uses. But as a general rule, companies should evaluate:

  • Ease of integration and compatibility with legacy systems
  • Scalability and elasticity
  • Security
  • Data management and analytics, including real-time data streaming and ecosystem data-sharing
  • Adaptability, whether the system is agile enough to accommodate the rapid changes needed to overcome obstacles or seize new opportunities

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economic system, any of the ways in which humankind has arranged for its material provisioning. One would think that there would be a great variety of such systems, corresponding to the many cultural arrangements that have characterized human society. Surprisingly, that is not the case. Although a wide range of institutions and social customs have been associated with the economic activities of society, only a very small number of basic modes of provisioning can be discovered beneath this variety. Indeed, history has produced but three such kinds of economic systems: those based on the principle of tradition, those centrally planned and organized according to command, and the rather small number, historically speaking, in which the central organizing form is the market.

The very paucity of fundamental modes of economic organization calls attention to a central aspect of the problem of economic “systems”—namely, that the objective to which all economic arrangements must be addressed has itself remained unchanged throughout human history. Simply stated, this unvarying objective is the coordination of the individual activities associated with provisioning—activities that range from providing subsistence foods in hunting and gathering societies to administrative or financial tasks in modern industrial systems. What may be called “the economic problem” is the orchestration of these activities into a coherent social whole—coherent in the sense of providing a social order with the goods or services it requires to ensure its own continuance and to fulfill its perceived historic mission.

Social coordination can in turn be analyzed as two distinct tasks. The first of these is the production of the goods and services needed by the social order, a task that requires the mobilization of society’s resources, including its most valuable, human effort. Of nearly equal importance is the second task, the appropriate distribution of the product (see distribution theory). This distribution not only must provide for the continuance of a society’s labour supply (even slaves had to be fed) but also must accord with the prevailing values of different social orders, all of which favour some recipients of income over others—men over women, aristocrats over commoners, property owners over nonowners, or political party members over nonmembers. In standard textbook treatments, the economic problem of production and distribution is summarized by three questions that all economic systems must answer: what goods and services are to be produced, how goods and services are to be produced and distributed, and for whom the goods and services are to be produced and distributed.

All modes of accomplishing these basic tasks of production and distribution rely on social rewards or penalties of one kind or another. Tradition-based societies depend largely on communal expressions of approval or disapproval. Command systems utilize the open or veiled power of physical coercion or punishment, or the bestowal of wealth or prerogatives. The third mode—the market economy—also brings pressures and incentives to bear, but the stimuli of gain and loss are not usually within the control of any one person or group of persons. Instead, the incentives and pressures emerge from the “workings” of the system itself, and, on closer inspection, those workings turn out to be nothing other than the efforts of individuals to gain financial rewards by supplying the things that others are willing to pay for.

There is a paradoxical aspect to the manner in which the market resolves the economic problem. In contrast to the conformity that guides traditional society or the obedience to superiors that orchestrates command society, behaviour in a market society is mostly self-directed and seems, accordingly, an unlikely means for achieving social integration. Yet, as economists ever since Adam Smith have delighted in pointing out, the clash of self-directed wills in the competitive market environment serves as an essential legal and social precondition for the market system to operate. Thus, the competitive engagement of self-seeking individuals results in the creation of the third, and by all odds the most remarkable, of the three modes of solving the economic problem.

Not surprisingly, these three principal solutions—of tradition, command, and market—are distinguished by the distinct attributes they impart to their respective societies. The coordinative mechanism of tradition, resting as it does on the perpetuation of social roles, is marked by a characteristic changelessness in the societies in which it is dominant. Command systems, on the other hand, are marked by their capacity to mobilize resources and labour in ways far beyond the reach of traditional societies, so that societies with command systems typically boast of large-scale achievements such as the Great Wall of China or the Egyptian pyramids. The third system, that in which the market mechanism plays the role of energizer and coordinator, is in turn marked by a historical attribute that resembles neither the routines of traditional systems nor the grandiose products of command systems. Instead, the market system imparts a galvanic charge to economic life by unleashing competitive, gain-oriented energies. This charge is dramatically illustrated by the trajectory of capitalism, the only social order in which the market mechanism has played a central role. In The Communist Manifesto, published in 1848, Karl Marx and Friedrich Engels wrote that in less than a century the capitalist system had created “more massive and more colossal productive forces than have all preceding generations together.” They also wrote that it was “like the sorcerer, who is no longer able to control the powers of the nether world whom he has called up by his spells.” That creative, revolutionary, and sometimes disruptive capacity of capitalism can be traced in no small degree to the market system that performs its coordinative task. (For discussion of the political and philosophical aspects of capitalism, see liberalism. For discussion of the political and philosophical aspects of communism and socialism, see communism and socialism.)

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