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N.Arunfred, N. Arunfred, and Dr D. Kinslin Dr.D.Kinslin. "Impact of modern Retail over Food Supply Chain Management." Global Journal For Research Analysis 3, no. 1 (June 15, 2012): 45–47. http://dx.doi.org/10.15373/22778160/january2014/71.
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Sandberg, Erik, and Hamid Jafari. "Retail supply chain responsiveness." International Journal of Productivity and Performance Management 67, no. 9 (November 19, 2018): 1977–93. http://dx.doi.org/10.1108/ijppm-11-2017-0315.
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Purpose The purpose of this paper is to review existing research on retail supply chain responsiveness, develop categories to be included in a retail-specific responsiveness framework, and identify future research areas within the scope of retail supply chain responsiveness. Design/methodology/approach This paper presents an inductive systematic literature review of 46 academic, peer-reviewed articles. Based around the two major review questions on retailers’ role in the creation of supply chain responsiveness and future research areas, an inductive, qualitative, content analysis was conducted. Further analysis was conducted by using the software NVivo 11. Findings Existing research are grouped into a framework of four categories that together span the existing research. The categories are labelled supply chain orchestration, market orientation, supply chain operations and supply management. Two to three subthemes in each category are presented. Thereafter, promising future research areas are outlined, covering methodological issues, theoretical underpinnings, inclusion of context variables and outcomes of retail supply chain responsiveness. Research limitations/implications The conducted systematic literature review has been limited to academic, peer-reviewed articles. Practical implications The findings of the paper constitute a promising initial step towards a retail-specific framework on retail supply chain responsiveness. Originality/value The paper questions the comprehensiveness of established models in responsiveness, and argues that existing “general” literature on supply chain responsiveness gives little guidance and structure to retailers’ specific role and involvement in supply chain responsiveness. In particular, the paper focusses on the retailers’ role for creation of supply chain responsiveness, which has not previously been addressed in research.
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Alftan, Annika, Riikka Kaipia, Lauri Loikkanen, and Karen Spens. "Centralised grocery supply chain planning: improved exception management." International Journal of Physical Distribution & Logistics Management 45, no. 3 (April 7, 2015): 237–59. http://dx.doi.org/10.1108/ijpdlm-02-2014-0017.
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Purpose – The purpose of this paper is to present an operations model for retail replenishment collaboration and identifies its expected benefits and limitations for the members of a grocery supply chain. Design/methodology/approach – A case study is conducted on a development project between a grocery wholesaler and two grocery product suppliers. Data are collected through semi-structured interviews with key respondents from four different companies. Findings – Despite advances in collaborative practices in grocery supply chains, retail store replenishment management faces challenges. In particular, demand exceptions management is a challenge in the grocery industry. A replenishment model called Collaborative Buyer-Managed Forecasting (CBMF) creates a proactive planning approach and a platform for close collaboration in the supply chain. The centralised forecasting transforms retailer sales data into a plan which serves the whole supply chain by creating one-order forecast. The CBMF model facilitates efficient demand management, improves demand responsiveness and promotes better availability of products in retail stores. Research limitations/implications – CBMF provides a replenishment planning model for the whole supply chain. It is tested to a limited extent in one supply chain. Practical implications – The study provides managers with a better understanding of the benefits of centralised forecasting and closer replenishment collaboration, especially during periods of exceptional demand. Originality/value – A new approach for managing demand in grocery supply chains with centralised forecasting is provided.
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Yu, Jiayi Joey, Christopher S. Tang, ManMohan S. Sodhi, and James Knuckles. "Optimal Subsidies for Development Supply Chains." Manufacturing & Service Operations Management 22, no. 6 (November 2020): 1131–47. http://dx.doi.org/10.1287/msom.2019.0801.
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Problem definition: When donors subsidize products for sale to low-income families, they need to address who to subsidize in the supply chain and to what extent and whether such supply chain structures as retail competition, substitutable products, and demand uncertainty matter. Academic/practical relevance: By introducing and analyzing development supply chains in which transactions are commercial but subsidies are needed for affordability, we explore different supply chain structures, with product substitution and retail competition motivated by a field study in Haiti of subsidized solar lantern supply chains. Methodology: We incorporate product substitution, retail competition, and demand uncertainty in a three-echelon supply chain model with manufacturers, retailers, and consumers. This model has transactions among the donor, manufacturers, retailers, and consumers as a four-stage Stackelberg game, and we solve different variations of this game by using backward induction. Results: The donor can subsidize the manufacturer, retailer, or customer as long as the total subsidy per unit across these echelons is maintained at the optimal level. Having more product choice and having more retail channel choice can increase the number of beneficiaries adopting the products; this increase becomes more pronounced as demand becomes more uncertain. Managerial implications: Donors must coordinate across different programs along the entire supply chain. They should look for evidence in their collective experience of more beneficiaries when subsidizing competing retailers selling diverse substitutable products.
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Forslund, Helena. "Performance management process integration in retail supply chains." International Journal of Retail & Distribution Management 43, no. 7 (July 13, 2015): 652–70. http://dx.doi.org/10.1108/ijrdm-09-2013-0174.
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Purpose – The purpose of this paper is to explore and generate propositions of factors that affect the degree of performance management process integration in retail supply chains. Design/methodology/approach – The performance management processes of two retail supply chains were explored and their degree of process integration was classified. Differences in the degree of performance management process integration and affecting factors lead to the generation of five propositions. Findings – Dependence, brand importance, business process integration, performance demand and the existence of a performance management standard seem to be positively related to the degree of performance management process integration in the relation. Both factors that affect process integration in general and performance management process integration specifically are included. Some insights on integration in a vertically integrated retail chain were provided. Research limitations/implications – This study has specified the knowledge in process integration to the performance management process and expanded it into a retail context. It has generated a number of propositions on factors that affect the degree of performance management process integration, including a factor that was not found in previous research on manufacturing supply chains. The contribution to process integration theory is however limited until the propositions are validated in a broader study. Practical implications – Knowledge in affecting factors is useful when “performance management managers” need to communicate integration ambitions with other managers within and outside their own company. The detailed descriptions of performance management processes and integration practices can serve as inspiring benchmarks, as in the daily groceries supply chain, where the industry standard is especially interesting. They can also indicate practices to avoid, as in the home textiles supply chain. Another managerial take-away is the need to handle each relation, manufacturer-wholesaler and wholesaler-retailer store, with their specific affecting factors in specific ways. Originality/value – Previous knowledge on performance management process integration is mainly based on manufacturing companies. This study expands existing knowledge into a retail context.
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Netravathi, G., and Deepa B. Hiremath. "Growth and supply chain management of food retail chains." AGRICULTURE UPDATE 14, no. 2 (May 15, 2019): 99–107. http://dx.doi.org/10.15740/has/au/14.2/99-107.
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Ülgen, Veronica S., and Helena Forslund. "Logistics performance management in textiles supply chains: best-practice and barriers." International Journal of Productivity and Performance Management 64, no. 1 (January 12, 2015): 52–75. http://dx.doi.org/10.1108/ijppm-01-2013-0019.
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Purpose – The purpose of the paper is to explore the practices with logistics performance management in two textiles supply chains, and to identify the related best practices and barriers. Design/methodology/approach – The method is a multiple case study of two textiles supply chains with a special focus on the rarely addressed interface between the manufacturer and the retail chain. The retail chains represent one large, global retail chain and one Nordic, comparably smaller retail chain. This paper is primarily empirical and describes practices for logistics performance management. The analysis discusses and explains best practices and barriers for logistics performance managements in textiles supply chains. Findings – Differences were identified regarding practices, priorities and collaboration in the logistics performance management process. No textiles industry-specific practices were found. A way of exchanging action plans between the actors is an interesting best practice, which enables improvement projects even with long geographical distances. Barriers in the shape of difficulties in creating a collaborative culture were found; however, IT support seems no longer to be a barrier. Research limitations/implications – Two cases are explored, why a broader study is necessary to confirm the results. The best practices and barriers identified are similar to those known from manufacturing companies. Practical implications – The detailed descriptions of logistics performance management practices can provide insights for practitioners. Even if the studied supply chains are important for the respective actors, there is a potential for increased effectiveness in textiles supply chains. Originality/value – Supply chains for textiles products “starting at a manufacturer and ending in a retail chain” seem to be an unchartered territory and not many studies have been performed.
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Lochan, Sergey A., Tatiana P. Rozanova, Valery V. Bezpalov, and Dmitry V. Fedyunin. "Supply Chain Management and Risk Management in an Environment of Stochastic Uncertainty (Retail)." Risks 9, no. 11 (November 4, 2021): 197. http://dx.doi.org/10.3390/risks9110197.
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In the context of stochastic uncertainty and the increasing complexity of logistics processes in the retail sector, managers face a problem in obtaining accurate forecasts for the dynamics of changes in key business performance indicators. The purpose of the present work is to assess the impact of risk events and unstable conditions on the level of quality of supply chain services and economic indicators of the retail trade network. Using the anyLogistix software tool, a simulation model was constructed that allows assessing operational risks and their impact on key indicators of the supply chain using the bullwhip effect. Besides, a statistical model of the impact of the ripple effect in the event of failures caused by the occurrence of a man-made risk event and the shutdown of production of one of the suppliers on the financial, customer, and operational performance indicators of the supply chain of grocery retail. The results obtained show that the main factors of changes in the supply chain are operational risks associated with fluctuations in demand and order execution time by the distribution center. With a sufficiently high level of occurrence, their impact on productivity and quality of service is low because they can be eliminated in a short time. The simulation results show that the most tangible risks for the food retail supply chain are supply chain failures, whose consequences require significant coordinating efforts and longer recovery times, as well as additional investments. For example, events, such as a fire in one distribution center and the shutdown of production for 1 week of one of the suppliers of dairy products will lead to the loss of USD 181.75 million by the grocery retailer, which is 3% of the expected revenue. We believe that risk management in supply chains is becoming increasingly complex, and to make effective managerial decisions, it is necessary to constantly improve the tools that combine analytical and optimization methods, as well as simulation modeling.
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Záboj, M. "Using RFID in supply chain and retail store unit." Agricultural Economics (Zemědělská ekonomika) 51, No. 9 (February 20, 2012): 427–34. http://dx.doi.org/10.17221/5130-agricecon.
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The paper deals with the very actual sphere of using new tool within the frame of entire supply chain from manufacturer towards consumer. The common idea is a management of the flow of goods by the method which should be enable more effective identification, control, tracking and many follow-ups processes in the distribution channel. Even in retail store, the final consumer could use this instrument for his/her increased satisfactory and comfort during his/her shopping. Presumption for realisation of this goal becomes the implementation of a new phenomenon RFID (radio frequency identification) into current operations performed throughout the all levels of value chain with using modern information technology.
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Grant, David B., and Thierry Roques. "Supply Chain Management and the Retail Industry." Supply Chain Forum: An International Journal 11, no. 4 (January 2010): 2–3. http://dx.doi.org/10.1080/16258312.2010.11517241.
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Yan, Ke, Guowei Hua, and T. C. E. Cheng. "Green Supply Chain Management with Cooperative Promotion." Sustainability 13, no. 6 (March 15, 2021): 3204. http://dx.doi.org/10.3390/su13063204.
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Green supply chain management has received increasing attention as consumers have become more environmentally conscious. Manufacturers are making green investments to meet consumers’ demands, while retailers in different markets often engage in cooperative promotion to attract more consumers. This study develops game theoretic models for investigating cooperative promotion for two cross-market firms with different channel structures, i.e., decentralized and centralized. The manufacturer determines the wholesale price for the retailers and the green investment of a product, and the retailers determine the promotional effort and retail price. This study finds that whether the firms join in cooperative promotion mainly depends on the wholesale price, as well as the impacts of the price, green investment, and cooperative promotional activities on the demand. When the wholesale price is relatively low, the retail price of the decentralized green supply chain must be lower than that of the centralized green supply chain. On the contrary, the difference in the retail price between the two green supply chains varies with the impacts of green investment and cooperative promotional activities on demand. In addition, due to the influence of channel structure, the contribution to cooperative promotion of the centralized supply chain is more than that of the decentralized supply chain with the most given conditions. Moreover, as the impact of cooperative promotional activities on demand increases, the centralized green supply chain does not necessarily result in higher profits than the decentralized green supply chain.
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Hingley, Martin. "Relationship Management in the Supply Chain." International Journal of Logistics Management 12, no. 2 (July 1, 2001): 57–71. http://dx.doi.org/10.1108/09574090110806299.
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In this paper, the focus is on relationship management and its implications for Small‐Medium Enterprise suppliers (SMEs). Specific insights are provided into retailer‐supplier relationships in the UK fresh produce (fruit and vegetable) market. This sector faces a process of concentration in all parts of the supply chain determined by backward vertical integration at the initiation of powerful multiple retail buyers. The author examines the nature of relationships in a generic product group from the perspective of buyers and sellers and their interaction, utilizing material from multiple depth interviews. Results concern issues of relationship formality, exclusivity, power‐dependency, relevance of organizational size, partnered growth potential and risk which lead to a number of provisional conclusions regarding the management of relationships in the supply chain
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Rana, S. M. Sohel. "Supply chain drivers and retail supply chain responsiveness: strategy as moderator." International Journal of Management Practice 13, no. 1 (2020): 1. http://dx.doi.org/10.1504/ijmp.2020.10025714.
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Rana, S. M. Sohel. "Supply chain drivers and retail supply chain responsiveness: strategy as moderator." International Journal of Management Practice 13, no. 1 (2020): 1. http://dx.doi.org/10.1504/ijmp.2020.104066.
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Wang, Yan Ling. "Logistics Coordination Management Mechanisms." Advanced Engineering Forum 6-7 (September 2012): 778–82. http://dx.doi.org/10.4028/www.scientific.net/aef.6-7.778.
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Order to improve competitiveness in the logistics supply chain management of fisheries has become an increasingly important fishery enterprise, especially fisheries major retail enterprises. Logistics supply chain management has become part of the agenda of senior management in fisheries production and the retail industry to improve organizational efficiency and improve customer value, better use of resources and improve profitability and achieve organizational goals. In this article, the fisheries supply chain coordination problems. Multi-agent system, it can effectively deal with the distributed large-scale data, the coordination of fisheries development of retail logistics supply chain, warehouse and cross-pier is open, in this paper operation. To meet the individual needs of different participants in the proposed multi-agent system architecture for an efficient, responsive logistics supply chain coordination methods. The proposed multi-agent system can adaptively change over time, when the new organization is involved and the other disappeared. Proposed multi-agent systems, improve the level of the fisheries supply chain flexibility, the more sensitive members of the fisheries supply chain.
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Singh, Rajwinder, H. S. Sandhu, B. A. Metri, and R. S. Ghera. "Understanding Organized Retail Supply Chain Environment." International Journal of Operations Research and Information Systems 5, no. 1 (January 2014): 58–75. http://dx.doi.org/10.4018/ijoris.2014010105.
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The organized retail is a sunrise industry in India. Managing organized non-livestock retailing (NLR): which is the retailing of agricultural and horticultural products, is a big challenge for the retail players. In this paper, the twenty two factors affecting supply chain (SC) performance have been classified into three groups using factor analysis i.e., strategic management, operations management, and environmental dynamics. A confirmatory model is also tested to know the effect of these factors/items on SC decisions. The results indicate that the focus on these factors shall help organizations to diagnose, manage and improve SC performance.
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Jie, Ferry, and Denise Gengatharen. "Australian food retail supply chain analysis." Business Process Management Journal 25, no. 2 (April 1, 2019): 271–87. http://dx.doi.org/10.1108/bpmj-03-2017-0065.
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PurposeThe Australian retail food sector, comprising mostly small enterprises, is undergoing change as a result of the innovative supply chain approach adopted. This change has implications across the entire food value chain in Australia. The purpose of this paper is to empirically investigate the adoption of supply chain management practices on small and medium enterprises (SMEs) in the Australian food retail industry.Design/methodology/approachThe study surveys 120 SME retailers in the food sector. A stepwise multiple regression using SPSS version 14.0 was performed on the data.FindingsStatistical results suggest that lean thinking and the quality of information shared can lead to greater efficient supply chain performance.Research limitations/implicationsThe small sample is the main limitation. The findings bear important implications for further research as understanding these dimensions can help to position key changes and industry improvement that will increase revenue and reduce cost to the SMEs in the food retail supply chain.Practical implicationsAdopting lean thinking and improving information sharing in the supply chain can reduce the cost for SMEs.Social implicationsThis study has unique implications for social sustainability, especially the smaller food enterprises, which are hard pressed to combat the challenges within the food sector.Originality/valueInnovative supply chain management helps SMEs to see beyond the silo mentality and helps them to focus on greater value addition in the supply chain.
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Khare, Arpita, and Anshuman Khare. "Harnessing Supply Chain Efficiency Through Information Linkages." International Journal of Information Systems and Supply Chain Management 5, no. 4 (October 2012): 86–104. http://dx.doi.org/10.4018/jisscm.2012100105.
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The Indian retail industry majorly constitutes of small retailers, comprising of approximately 12 million small shopkeepers and increased competition has made companies understand the significance of this unorganized small retail sector. Most companies feel that coordinating their downstream supply chains is critical for long term growth and sustainability. The paper examines the supply chain coordination amongst retailers, distributors, logistics providers, customers, and major Fast Moving Consumer Goods (FMCG) multi-national companies in India. The findings confirm that supply chain integration, information sharing, and supply chain design are being given proper attention by FMCG companies. They appreciate the strategic value of information sharing for establishing collaborations with the small retailers for effective performance of supply chains. Even in the fragmented, ill-defined, unorganized, and disjointed small retail sector in India, information sharing between supply chain partners is given precedence. Lack of technological infrastructure does not deter MNCs from establishing information linkages with small retailers and harnessing it for supply chain efficiency.
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Putra, Ardiono, Zeplin Jiwa Husada Tarigan, and Hotlan Siagian. "Influence of Information Quality on Retailer Satisfaction through Supply Chain Flexibility and Supplier Relationship Management in the Retail Industry." Jurnal Teknik Industri 22, no. 2 (December 11, 2020): 93–102. http://dx.doi.org/10.9744/jti.22.2.93-102.
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Businesses always compete to improve customer satisfaction. A firm engaged in as a distributor as well, always try to provide satisfaction to their customer, in this case, retailer and wholesales. The distributor can improve retailer satisfaction by providing such information that suits retailer requirements in the pursuit that the supply chain flow can move quickly, particularly on the flow of products from the manufacturing ordered by the distributors. This study aims to obtain a relationship between distributors and retailer companies. This study surveyed 100 retailers, and wholesale companies engaged in Fast Moving Consumer Goods (FMCG) and the supplier domiciled in the city of Makassar, South Sulawesi, with revenues of more than IDR 300,000,000. - / year. SmartPLS software version 2.0 was used to test the hypothesis. The results of the study found that information quality can provide a positive increase in improving supplier relationship management. Adequate information quality cannot significantly increase supply chain flexibility and retailer satisfaction. Supplier relationship management built by distributors can have an impact of 0.611 on supply chain flexibility in retail and retail satisfaction companies of 0.367. The stronger distributor and retailer relationship can increase distributor flexibility and retail satisfaction. Supply chain flexibility built by distributor companies can have a significant impact on retailer satisfaction of 0.463. This research provides an improvement in the development of supply chain management theory, in particular, building relationships with customers.
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Wang, Han Bin. "Supply Chain Information Platform Construction." Advanced Materials Research 912-914 (April 2014): 1780–83. http://dx.doi.org/10.4028/www.scientific.net/amr.912-914.1780.
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The global logistics supply chain enter the competition of modern enterprises. It has been transformed into the supply chain competition in the supply chain. Throughout large foreign retail chains, it relies on advanced information technologies and "supply chain management concept" The rapid development form the competitive advantage. Therefore, if our chain wants to gain a foothold in the increasingly fierce competition, it should improve supply chain management. Supply chain management will directly affect the level of the development of enterprises. Articles form current development of chain enterprise information. The analysis of enterprise information chain problems build chain supply information platform. It puts forward measures to achieve information platform construction.
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TOWILL, DENIS R. "Guest editorial Supply chain management—time to retail?" Production Planning & Control 6, no. 3 (May 1995): 207–8. http://dx.doi.org/10.1080/09537289508930272.
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Randall, Wesley S., Brian J. Gibson, C. Clifford Defee, and Brent D. Williams. "Retail supply chain management: key priorities and practices." International Journal of Logistics Management 22, no. 3 (November 2011): 390–402. http://dx.doi.org/10.1108/09574091111181381.
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Yerpude, Samir, and Tarun Kumar Singhal. "IoT supported SMART Supply Chain Management for Effective Online Retail Management (E- Retail)." International Journal of Logistics Systems and Management 1, no. 1 (2020): 1. http://dx.doi.org/10.1504/ijlsm.2020.10030486.
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Wang, Yan Ling. "Major Retailing Logistics Management Mechanisms." Advanced Engineering Forum 6-7 (September 2012): 768–72. http://dx.doi.org/10.4028/www.scientific.net/aef.6-7.768.
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Due to the emergence of the global economy and increased competition, many of the modern fishing companies have recognized that their fisheries rapid product introduction and service innovation to market the importance of supply chain management. To improve their competitiveness, many modern fishing companies have accepted supply chain management to improve organizational effectiveness and achievement of organizational objectives, increase customer value, better use of resources, and improve profitability. Consider adhere to enterprise operational efficiency to improve collaboration and client response in the modern fisheries management advocated by business partners, an additional thrust towards a successful competitive strategy. Supply chain management in the fisheries industry has become part of the agenda of the senior management of the fishery production and the retail industry. Appropriate mechanism to optimize fisheries logistics supply chain design and effective fisheries management method is a reference to the fisheries in this article the major retail logistics supply chain management. Soft computing technology based on the proposed new program, and effectively solve the problems by a variety of dynamic segment of the logistics supply chain of the fisheries of the major retail companies.
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Zhang, YuHang, and Ying Wang. "Competition and Coordination in a Dual-Channel Supply Chain With Asymmetric Retailers." International Journal of Enterprise Information Systems 14, no. 2 (April 2018): 98–115. http://dx.doi.org/10.4018/ijeis.2018040107.
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This article studies competition and coordination in a dual-channel supply chain where one supplier supplies homogeneous products to multiple asymmetric retailers, meanwhile, selling products to the end consumers acting as retailers, through a two-level Stackelberg game. This article first studies the asymmetry among the retailers in terms of the different characteristics of the cost, price, quantity. This article finds that a supplier's profits increase when the number of retailers are high enough in the retail market, even though the retail price of the retailers is lower than that of the supplier, or the wholesale price is cut down when there are many retailers competing in the retail market. On the other hand, under certain conditions, the efficiency of supply chain goes to 1. In this article, the authors show that some traditional contracts that can perfectly coordinate the single-channel supply chain, while failing to coordinate the dual-channel supply chain. Therefore, this article puts forth a linear quantity discount contract and first proves it can be applicable to the dual-channel supply chain with asymmetric retailers under a certain special condition where the lead retailer exits the retail market. The authors examine contracts which can reduce the loss of the efficiency, though they cannot completely coordinate a dual-channel supply chain.
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Feng, Zhongwei, and Chunqiao Tan. "Pricing, Green Degree and Coordination Decisions in a Green Supply Chain with Loss Aversion." Mathematics 7, no. 3 (March 6, 2019): 239. http://dx.doi.org/10.3390/math7030239.
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The consumer environmental awareness promotes green manufacturing and the behavioral preferences of members become prevailing in supply chain management. To promote further development of green supply chains, a two-echelon green supply chain with a manufacturer and a retailer is considered, where the manufacturer is loss-averse and the retailer is risk-neutral. We use a Stackelberg game to investigate the impacts of loss aversion and green efficiency coefficient on retail price, wholesale price, green degree, profits of members, and profit of the green supply chain under the assumption that manufacturer’s reference point of loss aversion is equal to the subgame perfect equilibrium partition. It is shown that, in the centralized decision-making setting (CDS), green degree and profit of the green supply chain are higher than those in the decentralized decision-making setting (DDS), while in the decentralized decision-making setting with a loss-averse manufacturer (DDS-LAM) loss aversion of manufacturer further decreases green degree and profit of green supply chain. It is also found that profits of the manufacturer and the retailer decrease with levels of loss aversion of manufacturer. Furthermore, it is also shown that wholesale price and retail price in the three decision-making settings depend on the green efficiency coefficient. Wholesale price and retail price in DDS-LAM are always the lowest (highest) if the green efficiency coefficient is sufficiently high (low). Finally, executing a greening cost-sharing contract can improve chain members’ profits if the retailer shares an appropriate proportion with the loss-averse manufacturer.
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Liu, Li. "Supply Chain Management under Mass Customization." Advanced Materials Research 616-618 (December 2012): 2044–47. http://dx.doi.org/10.4028/www.scientific.net/amr.616-618.2044.
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Traditional supply chain is established on mass production while supply chain under mass customization is established on mass customization. In the paper, Definition of Supply Chain Management is introduced; Comparison between Traditional Supply Chain and Supply Chain under Mass Customization, State of the field are all illustrated. Under mass customization, in order to adapt to customer driving manufacturing and the demands of enterprise alliance, manufacturers and major enterprises will directly contact with customers to weaken or even eliminate the function of distributors and retail dealers, which will lead to the transformation of the supply chain structure to open network structures made up of suppliers, manufacturers, core enterprises and customers.
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Takashima, Katsuyoshi, and Changju Kim. "The effectiveness of power-dependence management in retailing." International Journal of Retail & Distribution Management 44, no. 1 (January 11, 2016): 71–88. http://dx.doi.org/10.1108/ijrdm-03-2015-0039.
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Purpose – The purpose of this paper is to investigate retailers’ power-dependence management through the lens of supply chain diversification, and explore how it is linked to their logistic arrangements in managing suppliers and their retail performance. Design/methodology/approach – Hypotheses are tested using a structural equation modelling based on survey data from 186 merchandising division heads at Japanese retail companies. Findings – The results reveal that quick-response inventory replenishment is positively related to retailers’ use of power-dependence management. This management practice leads to enhanced retail competitiveness and, thus, higher sales growth in supply chain relationships. Originality/value – This study contributes to understanding how retailers’ logistic arrangements work by modelling power relations within supply chains, drawing on power-dependence theory. The authors propose an alternative view of logistics systems to that of the widely adopted transaction cost theory. The authors find that supplier investments in quick-response inventory management may not be a relationship-specific asset.
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Brun, Alessandro, Cecilia Castelli, and Hakan Karaosman. "A focused supply chain strategy for luxury fashion management." Journal of Fashion Marketing and Management: An International Journal 21, no. 4 (September 11, 2017): 544–63. http://dx.doi.org/10.1108/jfmm-03-2017-0026.
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Purpose Globalization and advanced manufacturing capabilities changed industrial dynamics. To this end, not only were new retail concepts developed to broaden the distribution toward larger consumer bases, but alternative ways were also sought to reorganize supply networks for a balance between local and global production. Yet, the choice of supply network configurations must be coherent with a fashion companies’ critical success factors. Hence, it is pivotal to understand how such large brand portfolios and global supply networks could be effectively managed in a united way. In this vein, the purpose of this paper is to explain how the triplet of product, brand, and retail channel could affect SC performance, and how the positioning of a luxury company could depend on managerial attitudes. Design/methodology/approach Subsequent to an extensive literature review, 30 most frequently quoted key performance indicators (KPIs) were derived. A Delphi study was then employed to reach a consensus and 17 key KPIs were derived considering the key SC performance areas and marketing dimensions. Survey technique was deployed to examine the impact of strategic combinations of product, brand, and retail channel on SC strategy. Survey results were analyzed through factor analysis where five principal components emerged to represent performance areas. ANOVA technique was then employed to explore the dependence between product-brand-retail channel and key performance areas. Findings Brand, retail channel, and product directly affect operational performance. The positioning of a fashion company would depend on its management attitude toward strategy segmentation and considered stage of the SC. The respondents’ profile analysis further showed a preference to segment the SC based on products. Interestingly, this finding is not aligned with earlier research (Brun and Castelli, 2008) suggesting that the brand was to become the most relevant driver for SC segmentation. Originality/value Academic development and empirical testing is rather rare in the luxury fashion context. Undeniably, SC strategies represent a very relevant issue for fashion companies, and the present study could be considered a first statistical step toward SC segmentation for luxury fashion companies.
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Damak, Donia. "A Revolutionizing Supply-Chain Management." International Business Research 11, no. 4 (March 1, 2018): 84. http://dx.doi.org/10.5539/ibr.v11n4p84.
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Electronic commerce (EC) is possibly the most promising application of information technology witnessed in recent years. It is revolutionizing supply-chain management and has enormous potential for manufacturing, retail and service operations. E-commerce markets are growing at noticeable rates. The online market is expected to grow by 56% in 2015–2020. This paper shows the importance of E-commerce and define it and examines its major elements that link organizational systems. The application of EC in manufacturing, retailing and service operations is examined, and a framework for describing EC components and their role in different areas of an organization is proposed. The first part of the paper discusses challenges and new trends in supply chain business intelligence and provides background research of big data initiatives related to EC. The rest of this paper is from a discussion of the e-commerce impact on supply chain management and the advantages of supply chain management of e-commerce platform. The trend of e-commerce platform is proposed based on the development supply chain management. What will be the effect of the Internet on supply chain? What is the relationship between e-commerce and supply chain management?
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Zhang, Xue-Mei, Ying-Ying Li, Zhi Liu, and Qian-Wen Li. "Coordination Contracts of Dual-Channel Supply Chain Considering Advertising Cooperation." International Journal of Information Systems and Supply Chain Management 14, no. 1 (January 2021): 55–89. http://dx.doi.org/10.4018/ijisscm.2021010103.
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To study the impact of advertising cooperation on the decisions of dual-channel supply chain, a dual-channel supply chain system consisting of a single manufacturer and a single retailer is considered. The manufacturer can sell products to customers either through a direct marketing channel or through a traditional retail channel. This paper analyses the level of advertising investment and supply chain profits of centralized and decentralized dual-channel supply chains based on a Stackelberg game. Then, the decision models of dual-channel supply chain under different contracts are constructed, and how manufacturers can optimize the profits of both sides through an effective coordination mechanism is analyzed. The research results show that the improved advertising costs and revenue sharing contract can perfectly coordinate the dual-channel supply chain system. Numerical experiments illustrate the impacts of parameters on the optimal decision results.
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Liu, Guangdong, Tianjian Yang, Yao Wei, and Xuemei Zhang. "Decisions of Green Supply Chain under Fairness Concerns and Different Power Structures." International Journal of Enterprise Information Systems 14, no. 4 (October 2018): 28–53. http://dx.doi.org/10.4018/ijeis.2018100103.
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This article constructs a two-stage dynamic game model for green manufacturers, retailers, and consumers to address the issue that fairness preference in manufacturing can impact supply chain decision-making. This is done by discussing decision-making under the three power structures of green-manufacturer-dominated, retailer-dominated, and the Nash-equilibrium, and compares the balanced decision under the three power structures. The results show that in the manufacturer-dominated and Nash equilibrium games, product greenness, retailer profits, manufacturer profits, total supply chain profits, and a manufacturer's utility all decrease as the fairness preference increases, whereas the retail price and wholesale price are just the opposite of each other. In the retailer-dominated game, the retail price, product greenness, and total supply chain profits are not impacted by the fairness preference. The wholesale price, manufacturer's profits, and manufacturer's utility increases as the fairness preference increases, whereas the retailer profits decrease.
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Hu, Y. S., L. H. Zeng, Z. L. Huang, and Q. Cheng. "Optimal channel decision of retailers in the dual-channel supply chain considering consumer preference for delivery lead time." Advances in Production Engineering & Management 15, no. 4 (December 24, 2020): 453–66. http://dx.doi.org/10.14743/apem2020.4.378.
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Facing competition from manufacturers' online direct channels, how retailers make sales channel decisions to increase consumer stickiness has become the core concern of the industry and academia. Empirical research showed that delivery lead time is a key factor that affects consumers' preference for online channels. To analyze the impact of consumer delivery time preference on channel selection and pricing strategy of retailers, consumer delivery lead time preference function was improved from a linear function to an exponential function and consumer demand under the mixed dual-channel supply chain of manufacturer and retailer was derived. Then, the Stackelberg game models under different channel strategies of retailer were established and solved. Results show that consumer preference for delivery lead time has four implications on the channel decision of retailers under manufacturer encroachment in the dual-channel supply chain. First, the dual retail channels strategy is the optimal choice for retailers, and the profit margins that a retailer obtains from dual retail channels supply chain and single online retail channel supply chain will increase as consumers' delivery lead time preference coefficient increases. Second, the optimal pricing of online retail channel and offline retail channel is positively related to consumers' delivery lead time preference coefficient. By contrast, the optimal pricing of online direct channel is negatively related to consumers' delivery lead time preference coefficient. Third, the optimal pricing of online retail channel is higher than that of offline retail and online direct channels. Fourth, a retailer and a manufacturer can adopt a compensation-based whole price contract to address the conflict brought about by the optimal channel choice of the retailer. This study introduces consumer delivery lead time preference into retailer channel decision making and provides a theoretical reference for retailer's mixed channel construction in practice.
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Dong, Ciwei, Liu Yang, and Chi To Ng. "Quantity Leadership for a Dual-Channel Supply Chain with Retail Service." Asia-Pacific Journal of Operational Research 37, no. 02 (March 16, 2020): 2050005. http://dx.doi.org/10.1142/s0217595920500050.
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In a dual-channel supply, the manufacturer sells the products by both a traditional channel via the retailer and an online channel directly. Comparing with the direct channel, the retailer may provide additional services to the traditional channel. This paper studies the quantity leadership for a dual-channel supply chain with retail service. The manufacturer decides the wholesale price of the products and its selling quantity via the online channel, and the retailer decides the service level and its selling quantity via the traditional channel. We consider three Cournot competition games: Manufacturer-as-leader game, retailer-as-leader game, and simultaneous game. Optimal solutions are derived for these games. Based on the optimal solutions, we investigate the quantity leadership/followership decisions for the manufacturer and retailer, associated with the changes of some parameters. We observe that when the service sensitivity parameters are low, being a follower is a dominant strategy for the retailer; otherwise, both strategies of manufacturer-as-leader (retailer as the follower) and retailer-as-leader (manufacturer as the follower) are Nash equilibriums. We further conduct the numerical studies to investigate the impacts of parameters related to the retail service, and discuss the insights of the findings.
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Salam, Asif, Farhad Panahifar, and P. J. Byrne. "Retail supply chain service levels: the role of inventory storage." Journal of Enterprise Information Management 29, no. 6 (October 10, 2016): 887–902. http://dx.doi.org/10.1108/jeim-01-2015-0008.
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Purpose In today’s competitive retail industry the most critical success factor is customer service which is indicated by product availability. It is argued that in the retail industry, product availability is an important measure of quality. The single most vital decision that every retailer needs to make is, how to maximize service level while keeping minimum inventory level. The purpose of this paper is to explain and demonstrate the relationship between inventory level and customer service level. Design/methodology/approach This study examines an inventory system utilizing a simulation model based on company data obtained from a retail fast-moving-consumer goods chain operating in Thailand. Findings The results suggest that the achievement of a responsive service level is dependent on managing an efficient supply chain in addition to logistics cost reductions. The findings also reveal the effect the inventory level has on the service level. From the findings of this study, demand variability and service level have been found to have the most significant influence on the inventory level. From the findings, it can also be shown that real and accurate information is very important for service supply chains. Practical implications The paper promotes the importance of having an appropriate inventory management policy for a retail chain which should be driven by retail companies in order to better balance inventory and service levels. Originality/value The relationship between the inventory level and customer service level lead to different outcomes at different combinations of inventory and service levels. Significant relationships were found between inventory and service levels.
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Rombe, Elimawaty, and Suryadi Hadi. "The impact of supply chain capability and supply chain performance on marketing performance of retail sectors." Uncertain Supply Chain Management 10, no. 2 (2022): 593–600. http://dx.doi.org/10.5267/j.uscm.2021.11.005.
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To increase competitive advantage, any company needs to improve its supply chain management. The aim of this study is to define the relationships between supply chain capability, supply chain performance and marketing performance. Some of the retail stores are no longer operating. Tool of analysis is the partial least square that is suitable for small sample size. The result of PLSSmart 3.0 shows that the relationship between supply chain capability and supply chain performance is positive and significant. However, the relationship between supply chain performance and marketing performance is positive but non-significant. Direct relationship between supply chain capability and marketing performance appears to be positive and significant. Indirect relationship between supply chain capability and marketing performance through supply chain performance also appears to be non-significant. The study can be a reference for retail managers to increase the supply chain in their marketing performance. Some further research needs to add other variables to see a more concrete relationship between supply chain capability and marketing performance.
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Ekinci, Esra, and Adil Baykasoğlu. "Complexity and performance measurement for retail supply chains." Industrial Management & Data Systems 119, no. 4 (May 13, 2019): 719–42. http://dx.doi.org/10.1108/imds-08-2018-0342.
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Purpose The purpose of this paper is to present how complexity on retail supply chains should be recognized and its relationship with the performance. Different supply chain structures and planning horizons have been analyzed to support practitioners taking action on the short, mid and long terms. Confronted complexity in the supply chain has been categorized as system, perceived and value adding. This would also help practitioners to understand the sources of the complexity and if the complexity is useful for the system or not. Design/methodology/approach Three different retail supply chain scenarios – each concentrating on different planning horizons – have been simulated on system dynamics software STELLA. Using the new classification scheme for complexity and suggested performance metrics, a multi-perspective analysis has been performed on the STELLA output. Findings The results and the methodology can be easily applicable in practice to support decision-making process and to answer “what-if” type scenario analysis on systems design and configuration. Using the selected complexity metrics, complexity of the system considering time factor – static and dynamic – and different information levels – system, perceived and value adding – has been evaluated. Used complexity metrics indicate the problematic areas in the systems to be distinguished. Originality/value This paper uses system dynamics modeling in retail supply chains to derive insight about dynamic behavior and to represent the complex interactions and a new classification scheme for system complexity.
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Yang, Tianjian, Guangdong Liu, Yao Wei, Xuemei Zhang, and Xinglin Dong. "The Impact of Dual-Fairness Concerns Under Different Power." International Journal of Enterprise Information Systems 15, no. 3 (July 2019): 1–26. http://dx.doi.org/10.4018/ijeis.2019070101.
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By analyzing the impact of different fairness concerns on a green supply chain, this study determines the optimal decisions under different power structures and conducts a comparative analysis of them. The findings of this study are summarized as follows: 1) under the manufacturer-dominated structure, retail price, wholesale price, product greenness, the manufacturer's profit, the total profit of the supply chain, the manufacturer's utility, and the retailer's utility are all negatively correlated with fairness concerns, but positively correlated with the retailer's profit; 2) under the retailer-dominated structure, fairness concerns have no impact on retail price, product greenness, or the total profit of the supply chain, are positively correlated with wholesale price and the manufacturer's profit and utility, and are negatively correlated with the retailer's profit and utility; 3) under the Nash equilibrium structure, fairness concerns have no impact on the green supply chain.
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Oke, Adegoke, and Mohan Gopalakrishnan. "Managing disruptions in supply chains: A case study of a retail supply chain." International Journal of Production Economics 118, no. 1 (March 2009): 168–74. http://dx.doi.org/10.1016/j.ijpe.2008.08.045.
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Sanchez Rodrigues, Vasco, Irina Harris, and Robert Mason. "Horizontal logistics collaboration for enhanced supply chain performance: an international retail perspective." Supply Chain Management: An International Journal 20, no. 6 (September 14, 2015): 631–47. http://dx.doi.org/10.1108/scm-06-2015-0218.
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Purpose – The paper aims to develop a supply chain-driven model horizontal logistics collaboration (HLC). HLC initiatives can fail. To improve the chance of success, a thorough consideration of the potential issues involved, such as seeking supply chain partners’ support, ensuring access to information/data security and assessing whether an HLC model could bring improvements to a wide range of supply chain metrics rather than reductions in distribution costs only, needs to be understood before deciding to proceed with such an initiative. Design/methodology/approach – A two-stage methodology is deployed. As part of Stage 1, a series of 20 semi-structured interviews with senior managers from retailers, retailers’ suppliers and logistics service providers were undertaken. Subsequently, in Stage 2, a focus group with practitioners from retailers and logistics service providers was run to verify the findings gathered during Stage 1. Four elements of a new HLC project being considered are investigated by supply chain champions across the UK Fast-Moving Costumer Goods industry, namely, consideration factors, required synergies, enablers and anticipated output metrics. Findings – When considering whether to embark on an HLC project, the supply chain requirements need to be taken into account and potential supply chain performance benefits projected. The paper identified several consideration factors; synergies and enablers that support the development of HLC projects are identified, such as legislation, trust among partners, common suppliers and delivery bases, capable third party logistics (3PL) and an effective commercial model, including a fair sharing of benefits. Research limitations/implications – The research provides new understanding in accounting for the needs of the supply chain when considering an HLC initiative involving leading players from the retail sector. Practical implications – The importance of taking a supply chain approach when evaluating the feasibility of HLC is demonstrated. HLC arrangements among competing supply chains need to be designed and run by taking account of all supply chain partners, namely, suppliers, 3PLs and customers (in this case, retailers). Originality/value – The contribution is threefold: identification of outset consideration factors, ideal required synergies, actioning enablers and wider supply chain metrics of HLC; development of a supply chain-driven model for HLC, which includes in the decision-making whether or not to adopt a horizontal logistics collaboration model, wide supply chain metrics such as stock levels of finished products and shelf availability, inventory, working and fixed capital, and product waste in addition to distribution costs; and, the proposal of a new definition for HLC which challenges published definitions.
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Zhang, Rong, Mengjiao Li, and Bin Liu. "Pricing Decisions and Provider Choice on Extended Warranty Service in Supply Chain." International Journal of Information Systems and Supply Chain Management 12, no. 4 (October 2019): 55–71. http://dx.doi.org/10.4018/ijisscm.2019100104.
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This article constructed a manufacturer-leading supply chain system considering the extended warranty service (EW) with a single manufacturer and a single retailer to study the influence of service cost on the choice of the EW provider. First, this article analyzed retail pricing, EW pricing, EW quality, the manufacturer's profit, the retail's profit and the total system profit in Model M and Model R. Then, the article analyzed the influence of service cost on the choice of the EW provider. Finally, it shows that if only part of consumers purchases the product with the EW, the manufacturer benefits from EW provided by the retailer. However, the retailer has to balance the ratio of the service cost coefficient. Furthermore, all consumers purchase the product with the EW, both the manufacturer and the retailer has to balance the ratio of service cost coefficient between manufacturer and retailer.
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Tamas Kozak, Radovan Madlenak, and Gyorgy Ivan Neszmelyi. "How the Lean Management Decision Influences the Transportation Cost in the Supply Chain?" Communications - Scientific letters of the University of Zilina 22, no. 4 (October 1, 2020): 13–19. http://dx.doi.org/10.26552/com.c.2020.4.13-19.
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The purchase decisions require information on where each phase in aretail supply chain should be placed. The presented method is an integrated tool for retail supply chain totransaction cost optimization. The model does not only present a company-level lean management’s decisions within a supply chain, but it also shows the exact method to optimize the supply chain competitiveness. The allocation model also illustrates how the purchase decisions are allocated for producer, distributor and retail companies. The complexity of the allocation model may be affected by the size of the logistic costs, the algorithm used to calculate the supply chain purchase decisions and the final needs of the customers. The lean management approach could be a redemption to a company, but the results do not help to enhance competitiveness for the whole supply chain in every case. In this paper, a model method is demonstrated that helps to gain benefit of the lowest cost of integrated inventory management decisions. One of the essential parts ofthis research is that not onlythe lean management’ result is considered, but effects of purchase decisions are integrated into the whole retail supply chain, as well. This type ofintegrated approachcan have an exponential impact on profitability on supply chain level effectiveness. In the paper are discussed issues that are important from the perspective of carriers, truck owners and operators, transportation policy makers and shippers. Different capacities of transportation and their costs and performance characteristics from lean aspect are discussed as well.
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Pérez-Mesa, Juan Carlos, Laura Piedra-Muñoz, Mª Carmen García-Barranco, and Cynthia Giagnocavo. "Response of Fresh Food Suppliers to Sustainable Supply Chain Management of Large European Retailers." Sustainability 11, no. 14 (July 17, 2019): 3885. http://dx.doi.org/10.3390/su11143885.
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This article analyses new supply chain management (SCM) strategies of the largest retail distribution chains in Europe within the context of differing sustainability concepts and approaches. An analysis is carried out of the strategic plans of such retailers, as well as recent developments in the sector. We begin by identifying the priority actions of retailers and then evaluating, by means of a survey, how small horticultural marketing firms (mainly cooperatives) in southeast Spain respond to the needs of these retailers. Subsequently, an analysis is carried out on these small marketing firm exporters to identify the relative weight which they assign to the variables assessed, while also considering the existing relationships between said weighted variables and business profits. Our results show that retailers tend to establish more simplified supply chains (that is, shorter and more vertical), essentially demonstrating their interpretation of a sustainable supply chain. In contrast, horticultural marketing firms have concentrated more on tactical and operational issues, thereby neglecting environmental, social and logistics management. Thus, their success rate in meeting the sustainability demands of their customers can be considered medium-low, requiring a more proactive attitude. Improved and collaborative relations, and the integration of sustainability concepts between suppliers (marketing firms) and their clients could contribute to successfully meeting sustainability demands. From the point of view of the consumer, close supplier–retail relationships have solved food safety issues, but the implementation of sustainability in other supply chain activities and processes is a pending issue. We propose strategic approximation and collaboration to bridge the gap between the varying sustainability demands in the supplier–retail relationship within perishable supply chains. Although this article specifically addresses fresh vegetable supply chains, the results may be extrapolated to other agri-food chains with a similar structure.
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Xue, Renzheng, Fengbin Zhang, and Feng Tian. "A System Dynamics Model to Evaluate Effects of Retailer-Led Recycling Based on Dual Chains Competition: A Case of e-Waste in China." Sustainability 10, no. 10 (September 23, 2018): 3391. http://dx.doi.org/10.3390/su10103391.
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China, as the largest electronic waste producer in the world, is facing a critical challenge to manage its negative impacts on the environment. Hence, e-waste management is crucial for sustainable Chinese economic development. In this paper, a system dynamics model is adopted to identify the effects of retailer-led recycling based on closed-loop dual chains competition. The influence of contracts made by manufacturers on different retail modes is also discussed. From the aspects of total revenue (TR), market share (MS) and market competitiveness (MC), this paper analyzes the impact of e-waste recycling coefficient (ERC) on supply chain and analyzes the equilibrium solution of total supply chain return. The research results show that the contract incentive mechanism can improve the retailer’s recycling enthusiasm, and the effect on the retail mode of executive shop is more obvious. When the ERC is adjusted to 44.3%, the TR of supply chain is optimal, and the MS and MC occupy an obvious advantage.
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Iqbal Rana, Arif. "NoKalb Genetics (Pakistan) Limited: Supply Chain Management." Asian Case Research Journal 07, no. 01 (June 2003): 43–66. http://dx.doi.org/10.1142/s0218927503000331.
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This case is about the Supply Chain of a pesticides producer (disguised as a hybrid seeds producer) that imported the raw material for its pesticides from its mother company in Switzerland, formulated and packed it in Karachi, and sold it throughout Pakistan. The company had two large warehouses in the country, many regional ware-houses, and a chain of retail outlets throughout the country. The company had been steadily losing market share to cheaper "generics" in the last 15 years. The company had also changed hands a few times in the last ten years and had been under pressure to reduce working capital requirements. The case looks at the typical challenges in supply chain management.
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Amin, Muhammad Hashim. "Harnessing Information Systems & Technology with Supply Chain Management for Performance Excellence in Retail Sector." Journal of Business and Social Review in Emerging Economies 3, no. 2 (December 31, 2017): 179–84. http://dx.doi.org/10.26710/jbsee.v3i2.55.
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Purpose: Retailers are revolutionizing the ways they manage their operations and supply chains to meet customer's ever changing needs. Advancements in Information Technology (IT) and Information System (IS) are supporting the companies to achieve this goal. Core activities of a retailer; stock management, category & space management, forecasting, negotiation and tracking all depends upon efficient supply chain management (SCM). These tasks cannot be executed without the proper implementation of IT/IS solutions at various levels of organizations. The purpose of this paper is to focus on critical SCM performances and to highlight how IT/IS system can help the retailers to overcome the challenges of modern day retail business.
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Srivastava, Samir K., Atanu Chaudhuri, and Rajiv K. Srivastava. "Propagation of risks and their impact on performance in fresh food retail." International Journal of Logistics Management 26, no. 3 (November 9, 2015): 568–602. http://dx.doi.org/10.1108/ijlm-02-2014-0032.
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Purpose – The purpose of this paper is to carry out structural analysis of potential supply chain risks and performance measures in fresh food retail by applying interpretive structural modeling (ISM). Design/methodology/approach – Inputs were taken from industry experts in identifying and understanding interdependencies among food retail supply chain risks on different levels (sourcing and logistics outside the retail stores; storage and customer interface at the stores). Interdependencies among risks and their impact on performance measures are structured into a hierarchy in order to derive subsystems of interdependent elements to derive useful insights for theory and practice. Findings – Using the ISM approach the risks and performance measures were clustered according to their driving power and dependence power. Change in/inadequate government regulations’ are at the bottom level of the hierarchy implying highest driving power and require higher attention and focussed mitigation strategies. Risks like lack of traceability, transport delays/breakdowns and temperature abuse, cross-contamination in transport and storage have medium driver and dependence powers. Research limitations/implications – The approach is focussed on food retail supply chains in the Indian context and thereby limits the ability to generalize the findings. The academics and experts were selected on convenience and availability. Practical implications – It gives managers a better understanding of the risks and performance measures that have most influence on others (driving performance measures) and those measures which are most influenced by others (dependent performance measures) in fresh food retail and also a tool to prioritize them. This kind of information is strategic for managers who can use it to identify which performance measures they should concentrate on managing the trade-offs between measures. The findings and the applicability for practical use have been validated by both experts and practicing managers in food retail supply chains. Originality/value – The work is perhaps the first to link supply chain risks with performance and explains the propagation of risks in food retail supply chains. It contributes to theory by addressing a few research gaps and provides relevant managerial insights for practitioners.
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Rontanen, Jonatan, David B. Grant, and Wojciech Piotrowicz. "INVESTIGATING SUPPLY CHAIN COOPERATION IN FINNISH GROCERY RETAIL." Zeszyty Naukowe Uniwersytetu Gdańskiego. Ekonomika Transportu i Logistyka 71 (November 10, 2017): 19–34. http://dx.doi.org/10.5604/01.3001.0010.5721.
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This paper explores how a cooperative approach to supply chain management enhances supply chain performance under fluctuating demand and uncertainty in the grocery retail sector. The exploratory and qualitative empirical study comprises a two-echelon case study of a Finnish grocery retail supply chain focussing on a grocery wholesaler and its tier 1, small retail customers. Interviews were conducted with key respondents at both echelon levels and it was found that cooperation can be a useful and successful technique to reduce costs and improve supply chain performance in a volatile and uncertain demand context. A list of enablers and barriers for supply chain cooperation were developed to guide practitioners and there is a brief discussion of this study’s implications for Poland.
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Tieman, Marco, and Barbara Ruiz-Bejarano. "Halal Retailing: Closing the Last Mile in an End-to-end Halal Supply Chain." ICR Journal 11, no. 1 (June 15, 2020): 147–52. http://dx.doi.org/10.52282/icr.v11i1.28.
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In 2010, the Department of Standards Malaysia introduced the world’s first halal retailing standard: the “MS 2400-3:2010: management system requirements for retailing”. This halal retailing standard intends to provide assurance of the halal integrity of products, goods and/or cargo at the retail stage. It specifies the framework a retailer should establish to meet regulatory halal requirements. In the implementation of the standard, the retailer should address the handling and managing of halal products and/or goods whenever there exist interfacing activities during receiving, loading and delivery. However, this management system is not prescriptive (read: silent) as to how purchasing needs be organised, what categories of halal retailers are possible, the layout of retail outlets, and whether there should be segregation at retail outlets and in logistics. It also leaves out considerations of consumer preferences and how this halal retailing standard protects halal integrity according to Islamic thought, including fatwas and the local customs of Muslim societies.
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Qu, Jiali, Benyong Hu, and Chao Meng. "Joint Innovation Investment and Pricing Decisions in Retail Supply Chains with Customer Value." Sustainability 13, no. 3 (January 27, 2021): 1309. http://dx.doi.org/10.3390/su13031309.
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In the retail industry, customer value has become the key to maintaining competitive advantages. In the era of new retail, customer value is not only affected by the product price, but it is also closely related to innovations, such as value-added services and unique business models. In this paper, we study the joint innovation investment and pricing decisions in a retailer–supplier supply chain based on revenue sharing contracts and customer value. We first find that, in the non-cooperative game, equilibrium only exists in the supplier Stackelberg game. However, revenue sharing contracts cannot coordinate the supply chain in the non-cooperative game. By considering supply chain members’ bargaining power, we find that there exists a unique equilibrium for the Nash bargaining product. In addition, revenue sharing contracts can coordinate the supply chain and achieve the optimal consumer surplus. When the supply chain is coordinated, supply chain profit is allocated to the supply chain members based on their bargaining powers.