When a consumer finds that something he or she bought is faulty or in some other way does not live up to what the producer says for it, the first step is to present the warranty, or any other records that might help, at the store of buying. In most cases, this action will produce results. However, if it does not, there are various means the consumer may use to gain satisfaction.

A simple and common method used by many consumers is to complain directly to the store manager. In general, the "higher up" the consumer takes his or her complaint, the faster he or she can expect it to be settled. In such a case, it is usually settled in the consumer’s favour taking it as true that he or she has a just right.

Consumers should complain in person whenever possible, but if they cannot get to the place of buying, it is acceptable to phone or write the complaint in a letter.

Complaining is usually most effective when it is done politely but firmly and especially when the consumer can show clearly what is wrong with what was bought in question. If this cannot be done, the consumer will succeed best by presenting specific information as to what is wrong, rather than by making general statements. For example, "The left speaker does not work at all and the sound coming out of the right one is unclear" is better than "This stereo does not work. "

The store manager may advise the consumer to write to the producer, if so, the consumer should do this, setting the complaint as politely and as firmly as possible. But if a polite complaint does not achieve the expected result, the consumer can go a step further. He or she can threaten to take the seller to court or report the seller to a public organization responsible for protecting consumers rights.

If a consumer wants a quick settlement of his problem, it’s better to complain to().

A．a shop assistant

B．the producer

C．a public organization

D．a store manager

案例材料：
日本菱食公司的“配送体系再构筑”
20世纪90年代，连锁商业在日本获得突飞猛进的发展，日本食品批发商——菱食公司抓住了这个机遇，按照“供应链物流”的思想，建立了可供“一揽子采购”，并提供一系列物流服务的食品供配货网络体系。公司的年销售额也由此突破了330亿日元。
有一家大型连锁超市公司原先向23家食品批发商进货，采用菱食公司的“一揽子物流”后，一下子减少到5家，加工食品销售额的75%由菱食公司一家承担，成本大幅度下降。由于采用计算机订货、实现无纸化作业、取消了验货环节，缺货率也明显下降。由于多频率、小批量的物流需要较高的物流成本，为了向消费者提供价廉的商品，必须重新构筑新的流通框架，降低从生产者至消费者手中的整个流通的综合成本。为了实现这个共同目标，生产厂、批发商、零售商齐心协力，用“供应链”的思想，构筑新的流通体系。菱食公司的战略是建立由区域性配送中心RDC和前端性配送中心FDC结合而成的物流网络体系。FDC是承担整箱商品的配货、送货任务的物流中心。RDC是具备拆零、分包装等流体加工功能的区域性集约化配送中心。
客户发来的订单，由计算机按照是否满整一箱进行分档，以箱为单位的配货作业由FDC进行，不满整箱的，由RDC处理，经拆零、拣选、拼箱后，按不同的客户进行理货，用大型载货汽车送至各FDC，在那里与FDC配好货的整箱商品一起配送到各门店。目前，该公司在日本境内已经形成了拥有9个RDC和55个FDC的物流网络。
结合案例回答以下问题：

简述物流中心的发展趋势。