International Journal of Physical Distribution & Logistics Management

Dreyer, Heidi Carin; Kiil, Kasper; Dukovska-Popovska, Iskra; Kaipia, Riikka

2018 International Journal of Physical Distribution & Logistics Management

doi: 10.1108/ijpdlm-01-2017-0018

The purpose of this paper is to explore tactical planning in grocery retailing and propose how process and integration mechanisms from sales and operations planning (S&OP) can enhance retail tactical planning.Design/methodology/approachThis work follows an explorative design with case studies from the grocery retailing industry in Finland, Norway, and the UK.FindingsThe tactical planning process focuses on demand management and securing product availability from suppliers in order to reach sales targets. Less attention is directed toward balancing supply and demand or toward providing a single plan to guide company operations. Planning appeared to be functionally oriented with limited coordination between functional plans, but it did include external integration that improved forecast accuracy.Research limitations/implicationsThe study involves grocery retailer cases with variable levels of S&OP maturity. The propositions need to be investigated further through action research or additional case studies to confirm their validity.Practical implicationsThe study proposes a design of an S&OP process in retailing and propositions for improving tactical planning integration.Originality/valueThe study complements research on retail tactical planning by taking planning process and integration viewpoints. The research suggests that retailers would benefit from a formal and company-wide S&OP process to unify different market-oriented plans to a single set of numbers, thus better balancing supply and demand without sacrificing the emphasis on demand planning.

Machado, Solange Mata; Paiva, Ely Laureano; da Silva, Eliciane Maria

2018 International Journal of Physical Distribution & Logistics Management

doi: 10.1108/ijpdlm-01-2017-0004

The purpose of this paper is to analyze how companies develop mitigation capabilities in their supply chains in order to reduce the negative impacts of counterfeiting.Design/methodology/approachFive cases with two types of supply chain are analyzed: B2B (clothing, footwear and toys) and B2C (automotive). Data gathering was based on interviews, while secondary data were obtained directly from trade associations.FindingsCompanies presented different levels of proactivity for counterfeiting resilience. Companies with a lower level of appetite for risk are more proactive and have a broad number of mitigation capabilities. These companies develop intelligence that is required for combating counterfeiting and the capabilities needed for addressing its ex ante and ex post phases.Research limitations/implicationsThe research examines a complex and controversial subject about which there is limited information. The case studies are limited to Brazilian companies and the local subsidiaries of foreign companies. Therefore, the specific context may influence the study findings and reduce their generalizability.Practical implicationsMitigation capabilities enable companies to minimize the negative impact of counterfeiting and make companies more resilient to counterfeiting activities. The findings indicate that when managers allocate resources in earlier phases of counterfeiting, losses are lower.Originality/valueThis study shows the development process of mitigation capabilities in the ex ante and post-disruption phases of counterfeiting.

Morgan, Tyler R.; Tokman, Mert; Richey, Robert Glenn; Defee, Cliff

2018 International Journal of Physical Distribution & Logistics Management

doi: 10.1108/ijpdlm-02-2017-0068

The purpose of this paper is to extend existing and motivate future sustainable supply chain management (SCM) and logistics research by examining a structure-conduct-performance framework linking resource commitment to sustainable SCM, reverse logistics, and operational performance. A sustainable reverse logistics capability is investigated as mediating the performance benefits associated with resource commitments to sustainable SCM.Design/methodology/approachSurvey methods and structural equation modeling were used to collect and analyze data from 180 supply chain professionals.FindingsThe results of a mediated model suggest that resource commitments may be used to develop a sustainable reverse logistics capability, reducing the environmental impact of reverse logistics activities. A strong sustainable reverse logistics capability results from resources committed specifically to sustainable reverse logistics and a commitment to the sustainability of the supply chain.Research limitations/implicationsThis study applied a purposefully general sampling procedure. Specific industries may have additional constraints (e.g. risk, transparency, governance factors) that directly impact reverse logistics. These constraints are limitations of the study as well as opportunities for future research. Resource commitment is critical to the success of an overall firm strategy to build a sustainable supply chain, especially when considering reverse logistics.Practical implicationsAs managers examine the benefits of sustainable SCM, they must consider the resources required. For firms engaging in sustainable SCM, developing a sustainable reverse logistics capability is a key success factor for improved performance.Originality/valueGiven the growing acceptance and importance of sustainable SCM, this research provides insights to managers and academics regarding the key mediating role of a sustainable reverse logistics capability when integrated into existing and future supply chain research frameworks and processes.

Reiman, Arto; Forsman, Mikael; Målqvist, Ingela; Parmsund, Marianne; Lindahl Norberg, Annika

2018 International Journal of Physical Distribution & Logistics Management

doi: 10.1108/ijpdlm-06-2017-0216

The purpose of this paper is to identify various individual factors and combinations thereof that can contribute to truck drivers’ occupational accidents, particularly connected to work performed outside the cab in various work environments.Design/methodology/approachIn total, 74 accidents were analysed through in-depth interviews with truck drivers. These interviews were conducted employing the critical incident technique, and analysed utilising a qualitative content analysis approach.FindingsThe contributing factors identified were categorised into 14 categories. In all, 13 of these were grouped into four sections reflecting the drivers’ work outside the cab: “Goods and equipment”, “Loading/unloading area”, “Loading/unloading tasks”, and “Organisation”. A single risk factor was associated with 40 accidents while the other 34 involved combinations of factors.Research limitations/implicationsAlthough the tasks performed by truck drivers in different countries are probably similar, one limitation might be that all the accidents characterised occurred in one country: Sweden.Practical implicationsThe findings reveal that complex combinations of risk factors often contribute to accidents. In addition to the transportation company itself, other stakeholders, such as clients, and designers and manufacturers of technology, may influence the occupational safety of truck drivers. Different stakeholders who could contribute to managerial decision making that is designed to prevent accidents are identified and discussed.Originality/valueThis investigation contributes to an in-depth understanding of the causes of accidents in the transportation industry. The findings are discussed from the perspective of the stakeholders and safety management in an attempt to identify key stakeholders who can improve accident prevention.