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Strategic partnering is a method of developing a relationship
between two members of a distribution channel based on the growth of
understanding, trust and shared information. It does not rely on
personal relationships between individuals but is initiated at the
highest management levels and becomes a part of the corporate structures
concerned. The resulting development of integrated marketing plans,
joint strategies and tactics allows the partner organisations to develop
and maintain strategic fit between their capabilities and goals and
their changing market opportunities. Electronic data interchange
technology confers direct benefits through lower transaction costs,
faster response times and more cost‐effective service to customers.

Bowersox et al in their well‐known book on physical distribution management stress the underlying importance of overall distribution channel behaviour to PDM. 'At the outset it is clear that the distribution channel is of fundamental importance to a treatment of physical distribution, because the channel is the arena within which marketing and logistics culminate into consumer transactions. Therefore, for a proper understanding of physical distribution, one should develop a sound insight into the overall nature of total distribution channels'.

The author sets out to achieve a better measurement of interorganisational power in distribution channels.

Decisions concerning channels and the physical distribution of goods have received a minimal amount of attention from marketing writers. Drucker once referred to distribution as the "dark continent of the economy"; he found the lack of concern with the subject surprising in view of the very substantial amount of value added that the distribution function accounted for. Marketing decision makers also seem to rate distribution decisions as being relatively unimportant. Udell found in a sample of 200 firms that distribution was only the eighth most important marketing decision. Casual observation might confuse a neutral observer: some industries are integrated forwards into agents, wholesalers, and retailers, whilst other similar industries are not.

The purpose of this study was to examine the distribution channel interface between manufacturers of nationally branded canned food products and food brokers. In addition to the generation of descriptive information about the food broker—food manufacturer channel dyad, hypotheses were tested concerning the degree of consensus between food broker and food manufacturer perceptions of (a) the reasons food manufacturers use food brokers to distribute nationally branded canned food products and (b) their respective roles in the marketing of nationally branded canned food products.

Many human service professions are adopting the concepts of social marketing. One of these is the idea that the agency is just one of a system of institutions that comprise a "distribution channel" for the service being marketed. Three forms of such interagency arrangements are discussed.