The purpose of this paper is to measure the effects of intellectual capital components; namely, human capital, structural capital and relational capital on company performance in Iranian auto industry. The study uses a questionnaire consists of 100 questions to cover intellectual capital and company performance in Likert scale and it is distributed among 180 experts in one of Iranian auto industry. Cronbach alphas for intellectual capital components, i.e. human capital, relational capital and structural capital are 0.82, 0.80 and 0.80, respectively. In addition, Cronbach alpha for company performance is 0.82. Using structural equation modeling, the study has determined a positive and meaningful relationship between intellectual capital and company performance. The study has also determined a positive and meaningful relationship between human capital and structural capital. Among components of performance, efficiency maintained the highest effect while innovation represents the minimum effect.

Distribution refers to the steps taken to move and store a product from the suppliers to a customers in the supply chain and is a key driver of the overall profitability of a firm and overall supply chain. In this paper, a problem regarding managing of the move and store of goods are articulated and a mathematical model is presented to solve the model. The objective function is the total costs of distribution network, including transportation, storage rental, general warehousing, goods damages due to the transportation and storage, procurement, packing, and finally loading and unloading costs. The cost components described are defined based on the assumptions for a real distribution network of a chain stores firm. The aim of developing such a model is to find the optimum pattern to move and store goods based on the minimum cost of the distribution network.

Customer relationship management (CRM) is founded based on the value exchange between organization and customers and focuses merely on the value created in this connection. In this paper, the critical success factors are identified for a proper and effective implementation of CRM for an oil distribution company. The proposed survey of this paper identifies some important factors affecting the CRM implementation and determines the most important ones using a survey. The results indicate that there are twelve factors playing the most important roles on the success of CRM. There are CRM strategy, knowledge management in customer relationship, CRM technology, effective strategic committee, management of customer contact channels, customer information management, customer-oriented change management, training programs, strategic communication with staff, staff commitment, integration, and sectional implementation. We categorize the factors into two levels based on the level of their importance. The first level consists of the most important ones include only four items and the other eight items are categorized in level 2.