Journal articles: 'Retail Operations Management'

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Hübner, Alexander, Pedro Amorim, Heinrich Kuhn, Stefan Minner, and Tom Van Woensel. "Retail operations." OR Spectrum 40, no. 4 (October 2018): 831–35. http://dx.doi.org/10.1007/s00291-018-0535-1.

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Lowson, Robert H. "Retail operations strategies." International Journal of Operations & Production Management 25, no. 7 (July 2005): 642–80. http://dx.doi.org/10.1108/01443570510605081.

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Gaur, Vishal, Ananth Raman, and Jayashankar M. Swaminathan. "Special Issue ofProduction and Operations Management: Retail Operations." Production and Operations Management 18, no. 2 (March 2009): 240. http://dx.doi.org/10.1111/j.1937-5956.2009.01054.x.

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Eroglu, Cuneyt, Brent D. Williams, and Matthew A. Waller. "Consumer‐driven retail operations." International Journal of Physical Distribution & Logistics Management 41, no. 5 (June 14, 2011): 420–34. http://dx.doi.org/10.1108/09600031111138808.

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Fisher, Marshall, and Ananth Raman. "Introduction to Focused Issue: Retail Operations Management." Manufacturing & Service Operations Management 3, no. 3 (July 2001): 189–90. http://dx.doi.org/10.1287/msom.3.3.189.9892.

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Caro, Felipe, A. Gürhan Kök, and Victor Martínez-de-Albéniz. "The Future of Retail Operations." Manufacturing & Service Operations Management 22, no. 1 (January 2020): 47–58. http://dx.doi.org/10.1287/msom.2019.0824.

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Lowson, Robert H. "Retail Operational Strategies in Complex Supply Chains." International Journal of Logistics Management 12, no. 1 (January 1, 2001): 97–111. http://dx.doi.org/10.1108/09574090110806253.

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The correct choice, implementation and evolution of an operations strategy can provide considerable competitive advantage. However, how many organizations in the Fast Moving Consumer Goods (FMCG) industries really understand the components of such strategies and their power when properly deployed? Supply chain management, lean thinking, agile operations, quick response, virtual organization, time‐based competition to name but a few, currently receive extensive coverage in management literature. But, what core competencies, management activities, resources and technologies comprise an effective operational strategy in a retail logistics context? From empirical research, we demonstrate that the various elements forming an operational strategy are often part of a distinct implementation pattern that can be customized at the level of individual product and/or customer behavior and replicates the complexity of the setting. The research aims to help management better understand demand and tailor a number of operational strategies to the behavior of that demand.

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Luk, Sherriff T. K., and Ivy S. N. Chen. "Baleno: Expanding Retail Operations in China." Asian Case Research Journal 13, no. 01 (June 2009): 1–27. http://dx.doi.org/10.1142/s0218927509001170.

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Fuelled by impressive economic growth in recent years, consumers' demand for clothing in China had been increasing. Expenditure on clothing of urban households rose from 374.19 billion yuan in 2004 to 509.29 billion yuan in 2006 (an increase of 36.1%), and for rural households, this increased from 91.66 billion yuan to 118.36 billion yuan (an increase of 29.1%). Baleno, a casual wear retailer, had used mainly franchising to expand its retail network. This method allowed for rapid expansion but controlling franchisees in China could be problematic. Opening directly managed stores, on the other hand, required more capital. Baleno needed to decide how it should keep up with the growth in demand and with the expansion of its competitors.

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Fisher, Marshall. "Foreword: Special Issue on Retail Operations." Production and Operations Management 22, no. 4 (July 2013): 755–57. http://dx.doi.org/10.1111/poms.12014.

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Raman, Ananth, Nicole DeHoratius, and Zeynep Ton. "Execution: The Missing Link in Retail Operations." California Management Review 43, no. 3 (April 2001): 136–52. http://dx.doi.org/10.2307/41166093.

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Ramanathan, Usha, Nachiappan Subramanian, and Guy Parrott. "Role of social media in retail network operations and marketing to enhance customer satisfaction." International Journal of Operations & Production Management 37, no. 1 (January 3, 2017): 105–23. http://dx.doi.org/10.1108/ijopm-03-2015-0153.

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Purpose The technology evolution compels retail networks to introduce unique business models to retain customers and to gain a competitive advantage. Customer reviews available through social media need to be taken into account by retail networks to design a model with unique service operations and marketing approaches that will improve loyalty by adding value to customers. Furthermore, the relationship between customer satisfaction and customer spending behaviour is very weak and needs further investigation. Hence the purpose of this paper is to understand how retail network leverage the potential of social media reviews along with unique service operations to satisfy customers. The study analyses the nexus of: a brand, promotional offers, service operations; and their interaction through social media reviews on customer satisfaction levels. Design/methodology/approach The authors develop a conceptual model for the social media era. The authors combine the idea of loyalty- and value-based models of Chatterjee (2013). The authors employed a survey questionnaire method to elicit opinions of retail customer satisfaction based on social media reviews, service operations and marketing efforts. The authors derive measures of the model from existing literature and expert opinion. Findings Social media reviews dramatically impact upon customer satisfaction. Similarly the empirical analysis identifies the significant and positive role played by service operations in customer satisfaction levels. Interestingly the authors did not find unequivocal support for brand satisfaction impacting on customer satisfaction. However, when promotions interact well with service operations, the level of customer satisfaction is significantly affected. Similarly the authors did not observe a positive outcome when there is an interaction between promotion and social media reviews. After reading the reviews, some potential buyers make a visit to store before making final decisions and surprisingly, promotional effects do not change their mind set. Practical implications Research findings confirm the importance of social media reviews, marketing and interaction between promotion and service operations enabling retail networks to build loyalty and value-based models. Based on customer behaviour, the study suggests a need to consider operational efficiencies when promoting sales; through careful planning, customer satisfaction and profitability levels can be increased. This sends a strong message to the retail network to defend their position within a very competitive business market. Originality/value The empirical evidence based on customer experience would be helpful for companies in integrating their operations and marketing efforts enabling them to convert different segment of customers such as “free riders (higher satisfaction and low profitability)” and “vulnerable customers (low satisfaction and higher profitability)” into “star customers (higher satisfaction and high profitability)”. Through a considered approach: combining social media reviews, marketing and operations, businesses will be better-placed to survive in the ultra-competitive social media-influenced era.

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Kopchykova, Inna. "FEATURES OF THE DEFINITION «OPERATIONAL ACTIVITY OF TRADE NETWORKS»." Scientific Bulletin of Mukachevo State University. Series “Economics” 1(13) (2020): 92–96. http://dx.doi.org/10.31339/2313-8114-2020-1(13)-92-96.

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From the formation of effective strategic goals and improvement of operational activities depends on the optimization of production methods, planning the development of new products, changing the cost of production, planning and forecasting sales. The introduction of new areas of operational activity is an effective strategic development. The relevance of the research topic is due to the development of modern formats of trade and the need to implement new solutions for operational management, in terms of improving the effectiveness and quality of basic management functions – planning, organization, management and control. The retail industry is in a constant process of transformation. Economists cannot say how much the new formats will be in demand. Determining the mechanism of functioning of trade networks in Ukraine has not yet been the subject of extensive research, which has a negative impact on the practice of their operation. The article raises the relevance of the concept of operational activity of retail chains as an economic category. The essence of retail operations is considered. The purpose of the article is to study the concept and clarify the economic category «operational activities of the trade network». The main task is to study the nature and components of retail operations, as well as to develop ways to optimize operational management, the main of which are well-developed logistics schemes, electronic sales channels, organization of food halls and food courts, digitalization and personalization, construction of omnichannel communication networks and the consumer, the use of big data to improve customer service. Based on the use of general economic research methods, the approaches of scientists to the interpretation of the concept of "operational activity" are analyzed and systematized. The scientific novelty of the study is to clarify the essence and highlight the most important characteristics of the operational activities of retail in Ukraine. The practical significance lies in the substantiation of the main components of the operational activity of the trade network. Based on the study, it is determined that operating activities in the process of financial and economic activities occupy a basic place, as they are the basis for stimulating the development of entrepreneurial activity. Keywords: means of operational activity, objects of operational activity, operational activity, components of operational activity, trade network.

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He, Yi, Qingyun Xu, and Pengkun Wu. "Omnichannel retail operations with refurbished consumer returns." International Journal of Production Research 58, no. 1 (June 19, 2019): 271–90. http://dx.doi.org/10.1080/00207543.2019.1629672.

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Pires, Maria, Joaquim Pratas, Jorge Liz, and Pedro Amorim. "A framework for designing backroom areas in grocery stores." International Journal of Retail & Distribution Management 45, no. 3 (March 13, 2017): 230–52. http://dx.doi.org/10.1108/ijrdm-01-2016-0004.

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Purpose The design of retail backroom storage areas has great impact on in-store operations, customer service level and on store life-cycle costs. Moreover, backroom storage in modern retail grocery stores is critical to several functions, such as acting as a buffer against strong demand lifts yielded by an ever-increasing promotional activity, stocking seasonal peak demand and accommodating e-commerce activities. The purpose of this paper is to propose a framework to design retail backroom storage area. Furthermore, the authors aim to draw attention to the lack of literature on this topic, while clarifying the relationship between this promising research stream and the considerable body of research regarding the design and operations of conventional warehouses, as well as retail in-store operations. Design/methodology/approach The key literature on backrooms, grocery retail, in-store operations, warehouse design and operations was reviewed. This allowed an understanding of the gap in the literature regarding the design of backrooms. Moreover, a case study methodological approach was conducted in a Portuguese retailer to extend the literature review. Findings Despite having functions similar to conventional warehouses, backroom storage facilities have particularities that deserve a distinct analysis. Thus, the authors stress these differences and demonstrate how they influence the development of a novel backroom design framework. Originality/value This paper fills a gap by proposing a framework to design backroom areas. Furthermore, this research may help practitioners to better design backroom areas, since this process currently lacks a formal and standardized procedure.

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Dakora, Edward A. N., and AndrÃ© Slabbert . "Strategic Options for the Expansion of South African Retail Businesses within Africa: Consequences on Operational Management." Journal of Economics and Behavioral Studies 6, no. 3 (March 30, 2014): 218–31. http://dx.doi.org/10.22610/jebs.v6i3.485.

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The expansion of retail companies across national borders is a global phenomenon that is becoming a reality in Africa. This phenomenon is led largely by South African retailers as they seek new markets in Africa. The continent presents both market opportunities as well as challenges. Yet there has been limited academic research on the management of the complexities faced by these retail companies. This paper examines the strategic options available to senior retail management regarding entry mode choices and the possible factors that influence management decisions as they expand their business activities into Africa. The paper also attempts to echo the consequences of such strategic decisions on operational management when it comes to managing operations abroad. It does so by employing mixed method approaches which include analysis of in-depth interviews with senior managers of five major South African retailers, and results of an online survey of retail workers in Cape Town, using the Principal Component (factor) Analysis technique in SPSS. This resulted in six broad factors which appear to provide unique insight on issues that affect the entry mode choices of South African retailers seeking new markets in Africa. The paper concludes that retail managements making this move are often caught up between management self-confidence and their ability to manage risk.

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Ali Khan, Junaid, Shiming Deng, and Muhammad Hammad A. K. Khan. "The Effect of Product Variety on Inventory Turnover in Different Modes of Operation." European Scientific Journal, ESJ 13, no. 4 (February 28, 2017): 51. http://dx.doi.org/10.19044/esj.2017.v13n4p51.

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We study the effects of product variety on operational metrics - inventory turnover and on sales in different mode of operations. Research has shown that performance metrics can vary in different mode of operations. Using 41 months of data from a large retailer, we show that correlation of product variety with inventory turnover and sales is not always negative or positive as shown in previous studies. This correlation can vary depending upon the mode of operations and type of product. Our study highlights impact of increased product variety on inventory turnover and sales in different mode of operations that has previously been overlooked in studies of retail product variety and inventory management. It also quantifies the impact of product variety on inventory turnover and sales.

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Yang, Lu, Xiangyong Li, and Ning Zhong. "Omnichannel retail operations with mixed fulfillment strategies." International Journal of Production Economics 254 (December 2022): 108608. http://dx.doi.org/10.1016/j.ijpe.2022.108608.

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Ali, Jabir, Ashwin Chandra, and Tabassum Ali. "Self-started versus Family Inherited Businesses: A Comparison of Managing Unorganized Food Grocery Retail Stores in an Emerging Economy." Business Perspectives and Research 5, no. 1 (December 21, 2016): 24–35. http://dx.doi.org/10.1177/2278533716671618.

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This study aims at analyzing the difference in food grocery retail store logistic management between self-started and family inherited retail businesses. The study has been carried out through in-depth personal interview of 40 unorganized grocery retail stores in Lucknow Uttar Pradesh, using a structured questionnaire. Simple statistical techniques such as descriptive statistics and cross-tabulation have been applied on the survey data. Chi-square test has been used to analyze the statistical difference in the processes of retail store management between self-started and family inherited business grocery stores. Findings indicate that those who joined the family run businesses are younger in age as compared to the ones who self-started their grocery stores. Similarly, the average retailing experience of self-starters is (10 years) and family inherited retails is (5 years), showing significant difference statistically, implying that both the groups have different level of retailing experiences. The study also analyzes the difference in methods of logistics management across the different types of unorganized retailers. Analysis indicates that both self-started and family inherited retail businesses follow similar management practices. There are a limited number of in-depth studies on unorganized retail operations based on primary data analysis. The findings of this study provide practical insights on difference in profile of self-started versus family inherited retail businesses and adoption of logistics processes in managing their stores.

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Teller, Christoph, Christina Holweg, Gerald Reiner, and Herbert Kotzab. "Retail store operations and food waste." Journal of Cleaner Production 185 (June 2018): 981–97. http://dx.doi.org/10.1016/j.jclepro.2018.02.280.

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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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Aghazadeh, Seyed‐Mahmoud. "Layout strategies for retail operations: A case study." Management Research News 28, no. 10 (October 2005): 31–46. http://dx.doi.org/10.1108/01409170510785002.

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Chotipanich, Sarich, and Sittiporn Issarasak. "A study of facility management operation strategy in shopping malls." Property Management 35, no. 3 (June 19, 2017): 236–53. http://dx.doi.org/10.1108/pm-07-2015-0029.

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Purpose This paper is a continuing exploration into facilities management (FM) strategy through the arrangement of its decision choices. The purpose of this paper is to identify the existence of FM operation strategy and to add empirical evidence to this subject to the field of FM and property management. Its main objectives are to gain insights into the arrangement of the FM strategic choices in operation and its relationship with business strategy. Design/methodology/approach The study investigated the configurations of operational approaches and activities that should reflect strategic decisions. The investigation was undertaken through a study of four reputed shopping malls located in Bangkok. The relevant data were collected through semi-structured interviews with the key FM persons of each case study, plus archival document searches, and observations of operational processes. Subsequently, the data were examined in a cross-case analysis to identify the key patterns of relationships between the FM operational arrangements and the business strategy of the mall. Findings This study found that the functional scheme of FM adopted in operations was deliberately related to the needs of business strategy and the operations of the given shopping mall. A range of strategic choices for FM operations was also found. Certain choices are shared among the case studies, while their arrangements varied according to the particular business strategy and context. Research limitations/implications The number of case studies was rather limited, while the results were predominantly involved with a single type of facility. Originality/value The study identified the pattern of strategic choices entailed in the FM operations in shopping malls. The findings add to the understanding on FM strategy by widening the perspectives about the strategic choices of FM operations and how they are connected with the business strategy and operation model of retail estate. It adds empirical evidence and case studies regarding FM operations and its strategic features.

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Jean Miller, Nancy, Ruoh-Nan Yan, and Sage Calamari. "Occasionally open, always an experience: limiting store hours." International Journal of Retail & Distribution Management 42, no. 2 (March 4, 2014): 92–105. http://dx.doi.org/10.1108/ijrdm-10-2012-0097.

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Purpose – The study aims to understand the new retail phenomenon of limited store hours. Specifically, the study explores the viability of the retail operation and how the owners of those businesses strategically compensate for fewer hours of operation (e.g. four days a month). Design/methodology/approach – A qualitative, multiple-case study was conducted via interviews with six female owners of women's apparel/accessory or home furnishings shops, both independent and franchised operations. The duration of interviews ranged from 45 to 90 minutes. Transcripts were analysed using constant comparative methods. Findings – Ten major themes emerged from the interview data. Data supported the three propositions involving connections between lower pricing strategy and limited store hours, consumers' shopping flexibility and limited store hours, and relationship marketing practices and limited store hours. Research limitations/implications – Findings are drawn primarily from data provided by female owners of stores selling apparel/accessory or home furnishing products in one region of the USA. Future research is encouraged to examine a variety of retail product categories, level of open store hours and locations, and customers' perspectives about this type of businesses. Practical implications – Retail operations with limited hours were deemed cost effective and thus provide entrepreneurial opportunities that allow balance between work and home life. Originality/value – Scant research has investigated the phenomenon of businesses that are open limited store hours, though much has been written from the traditional business model in which the retail operation is open nearly around the clock. This exploratory study reveals the feasibility and personal benefits of operating a limited hour shop.

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Pioch, Elke, and John Byrom. "Small independent retail firms and locational decision‐making: outdoor leisure retailing by the crags." Journal of Small Business and Enterprise Development 11, no. 2 (June 1, 2004): 222–32. http://dx.doi.org/10.1108/14626000410537164.

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The importance of location to retail organisations has long been recognised in the geography and retail marketing literatures, with subjective and “gut feel” methods of evaluation emerging as highly significant factors in the decision‐making process. Through the application of existing frameworks we seek to highlight the importance of location to small independent retailers in the context of outdoor leisure retailing. The case of “UpFront”, a pseudonym for a retailer operating four outlets in Great Britain, is presented. It is shown that, although based largely on luck and opportunism, the firm's locational “strategy” has been crucial to its success as a leading player in the sector. Based on detailed interviews with the managing director and employees, the role and importance of location as a critical success factor to the organisation is presented. In conclusion, a call is made for greater engagement with the nuances of location to small retail organisations, given its impact on a large number of retail operations.

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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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Ezimadu, Peter, and Chukwuma Nwozo. "Modeling dynamic cooperative advertising in a decentralized channel." Yugoslav Journal of Operations Research 28, no. 4 (2018): 539–66. http://dx.doi.org/10.2298/yjor150520023e.

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This work deals with cooperative advertising in a manufacturer-retailer supply channel using differential game theory. It considers the manufacturer as the Stackelberg leader and the retailer as the follower. It incorporates the manufacturer?s advertising effort into Sethi?s sales-advertising dynamics, and considers its effect on the retail advertising effort, the awareness share, the players? payoffs, and the channel payoff. These are achieved by considering two channel structures: a situation where retail advertising is subsidized, and a situation where it is not. In both situations, it obtains the Stackelberg equilibrium, which characterizes the effects of the manufacturer?s advertising effort, including the relationships between the manufacturer?s advertising effort and the retailer?s advertising effort. The work shows that the direct involvement of the manufacturer in advertising is worthwhile.

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Sutanto, J. E., Eric Harianto, and Nilay Balkan. "The effect of supply chain organizational and supply agility on supply chain performance: The mediation role of supply chain strategy in retail shops." Uncertain Supply Chain Management 11, no. 1 (2023): 127–44. http://dx.doi.org/10.5267/j.uscm.2022.11.002.

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This research aims to analyze the effect of supply chain organizational and supply agility on the performance of supply chain performance through the mediation role of the supply chain strategy in the retail industry. Retail business design creates novelty, it is very important for manufacturers to stay focused on producing goods. The presence of a retail shop will make it easier for consumers to get the goods and services they want. The research sample includes 180 companies or respondents. The results indicate that the supply chain strategy had no significant effect on the supply chain operational performance, while the other hypotheses were stated to be significant, and the supply chain strategy as a mediator had a positive and significant effect on the supply chain operations performance of retail shops. The research includes discovering that supply chain strategy bridges organizational supply chains and supplier agility performance in retail outlets. The research will directly contribute to the growing literature on innovation in supply chain management implementation of retail shops in Indonesia and other countries.

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Aksin, Zeynep, and Nicole DeHoratius. "Introduction to the Special Issue: Teaching Service and Retail Operations Management." INFORMS Transactions on Education 10, no. 3 (May 2010): 103–4. http://dx.doi.org/10.1287/ited.1100.0050.

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Patel, Pankaj C., Maria João Guedes, and John A. Pearce. "The Role of Service Operations Management in New Retail Venture Survival." Journal of Retailing 93, no. 2 (June 2017): 241–51. http://dx.doi.org/10.1016/j.jretai.2017.03.001.

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Datta, Soumyajyoti. "Odisha Craft – crafting the right expansion strategy." Emerald Emerging Markets Case Studies 12, no. 1 (January 12, 2022): 1–28. http://dx.doi.org/10.1108/eemcs-06-2021-0185.

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Learning outcomes Familiarize with the retail operations of handicrafts, facility location problem, apply multi-criteria decision through the goal programming approach and solving the same with MS Excel. Case overview / synopsis The case portrays a dilemma in the context of retail operations of a small-scale handicraft company known as Odisha Craft. Located in Odisha, Susanta Mohanty, the owner, was finding it a challenge to decide on the most promising location for his new retail outlet in the neighbouring city of Kolkata. He had five choices for the locations. Odisha craft was established by his father-in-law in 2009 with an objective to preserve and promote the rich culture of the handicrafts designed by the local artisans and ensure sustainable rural livelihood. The company had been facing numerous challenges and the pandemic has given a very formidable blow to the monthly revenues. The case brings out the multi-faceted dilemma of deciding on the facility location in 2020, involving a set of conflicting criteria. The case unfolds a systematic solution approach resolving the dilemma using MS Excel. Complexity academic level Courses such as operations research, operations management, service operations and retail operations for MBA students and trainings for junior-middle level executives. Supplementary materials Teaching notes are available for educators only. Subject code CSS 09: Operations and Logistics

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Guercini, Simone, and Andrea Runfola. "Developing fashion retail operations to growth in emerging markets." Journal of Global Fashion Marketing 10, no. 2 (February 21, 2019): 145–62. http://dx.doi.org/10.1080/20932685.2019.1573696.

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Park, YoungSoo, Jeongeun Sim, and Bosung Kim. "Online retail operations with “Try-Before-You-Buy”." European Journal of Operational Research 299, no. 3 (June 2022): 987–1002. http://dx.doi.org/10.1016/j.ejor.2021.09.049.

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Turgut, Özgün, Florian Taube, and Stefan Minner. "Data-driven retail inventory management with backroom effect." OR Spectrum 40, no. 4 (February 10, 2018): 945–68. http://dx.doi.org/10.1007/s00291-018-0511-9.

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Schleper, Martin C., Stefan Gold, Alexander Trautrims, and Duncan Baldock. "Pandemic-induced knowledge gaps in operations and supply chain management: COVID-19’s impacts on retailing." International Journal of Operations & Production Management 41, no. 3 (April 29, 2021): 193–205. http://dx.doi.org/10.1108/ijopm-12-2020-0837.

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PurposeThis Impact Pathways paper aims to provide a timely and structured discussion of real-world problems at Marks and Spencer and in retail in general, evoked through the current COVID-19 pandemic.Design/methodology/approachThe article presents collaborative research based on more than five hours of interviews and several iterative paper writing steps between management scholars and Marks & Spencer’s Head of Procurement - Logistics and Supply Chain. Continuous discussions for more than ten months among the research team assure the timeliness and relevance of the findings. The exceptional position of the executive and his career biography allowed the integration of a variety of intra-organisational and inter-organisational stakeholders.FindingsThis paper highlights the impacts of the current COVID-19 pandemic on operations and supply chain management (OSCM) in the retail industry, structured in upstream, internal and operational, and downstream and customer perspectives. The paper concludes with a practice-infused research agenda, which aims to trigger relevant research about the current and potential future crises.Research limitations/implicationsAlthough the research agenda is directly related to the COVID-19 pandemic and the retail industry, the future research pathways are expected to inform business responses to potential future external shocks other than pandemics and in different industries as well.Originality/valueDespite a plethora of studies already published on COVID-19 and OSCM, little is known on how the outbreak affects specific firms and industries. This paper offers an overview of COVID-19 related change as it happens at the retailer and in the retailing industry in general. This article is among the first to provide a practice-infused call for research on urgent issues being faced by business leaders directly relevant to our domain.

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Curşeu, A., T. van Woensel, J. Fransoo, K. van Donselaar, and R. Broekmeulen. "Modelling handling operations in grocery retail stores: an empirical analysis." Journal of the Operational Research Society 60, no. 2 (February 2009): 200–214. http://dx.doi.org/10.1057/palgrave.jors.2602553.

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Plazibat, Ivana, and Ivona Vrdoljak Raguž. "Connection Between Retail Internationalization and Management Strategies**." Journal of Corporate Governance, Insurance, and Risk Management 1, no. 1 (March 27, 2014): 203–12. http://dx.doi.org/10.56578/jcgirm010112.

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In past ten years the world of retailing has changed dramatically due to changes to consumer consumption, product saturation and most of all to technology improvements. Retailers have to operate in environment that fluctuates among different challenges that global economy puts on their way of doing business. Also global economy and internationalization of business reduced dependence on home markets and mood swing of domestic consumers. Needless to say attractiveness of foreign-new markets and its possibilities of growth. But unfamiliar and unpredictable territory has its treats and risk. In our paper we are focused on analysis of the strategies that retailers have as option when their wont to internationalize their business. Analysis of theoretical aspects of retail internationalization, and also of motives that shift retailers operations and attention from domestic toward unfamiliar markets are also given. The question for new analysis or research is put is there the best entry strategy for retailers or is it a mix of skill, experience and luck?

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Ezimadu, Peter. "Modelling cooperative advertising decisions in a manufacturer-distributor-retailer supply chain using game theory." Yugoslav Journal of Operations Research 30, no. 2 (2020): 147–76. http://dx.doi.org/10.2298/yjor181115001e.

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This work considers cooperative advertising decisions in a manufacturer-distributor-retailer supply chain, where the manufacturer is taken as the Stackelberg leader, using differential game theory. The distributor and retailer are the first and the second followers, respectively. We introduce the distributor into the traditional manufacturer-retailer channel through his direct involvement in advertising as being incorporated into the non-stochastic Sethi's sales-advertising dynamics. This is used to model the awareness share dynamics in which the distributor and the retailer directly engage in advertising, while the manufacturer bypasses the distributor to subsidise only the retail advertising effort. We consider a subsidised and unsubsidised channel structures, where each structure results in a system of three nonlinear equations, which cannot be solved analytically, but only numerically. However, we show that the unique solution to each of the systems exists, provided certain conditions are satisfied. The distributor and the retailer's advertising strategies are developed for both when subsidy is provided and when it is not provided. We also obtain the manufacturer's subsidy rate and the market awareness share for both when retail advertising is subsidised and when it is not subsidised. We observe that with the provision of subsidy, the distributor reduces his advertising effort. However, the resulting increase in the retail advertising effort is larger than the reduction in the distributor's advertising commitment, thus making the channel advertising effort larger with subsidy. It further shows that to avoid being shortchanged, each player should adopt only his optimal strategy or strategies as the case may be.

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Ashraf, Dr M. Usman. "A Predictive Analysis of Retail Sales Forecasting using Machine Learning Techniques." Lahore Garrison University Research Journal of Computer Science and Information Technology 6, no. 04 (November 27, 2022): 23–33. http://dx.doi.org/10.54692/lgurjcsit.2022.0604399.

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In a retail industry, sales forecasting is an important part related to supply chain management and operations between the retailer and manufacturers. The abundant growth of the digital data has minimized the traditional system and approaches to do a specific task. Sales forecasting is the most challenging task for the inventory management, marketing, customer service and Business financial planning for the retail industry. In this paper we performed predictive analysis of retail sales of Citadel POS dataset, using different machine learning techniques. We implemented different regression (Linear regression, Random Forest Regression, Gradient Boosting Regression) and time series models (ARIMA LSTM), models for sale forecasting, and provided detailed predictive analysis and evaluation. The dataset used in this research work is obtained from Citadel POS (Point Of Sale) from 2013 to 2018 that is a cloud base application and facilitates retail store to carryout transactions, manage inventories, customers, vendors, view reports, manage sales, and tender data locally. The results show that Xgboost outperformed time series and other regression models and achieved best performance with MAE of 0.516 and RMSE of 0.63.

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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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Moussaoui, Issam, Brent D. Williams, Christian Hofer, John A. Aloysius, and Matthew A. Waller. "Drivers of retail on-shelf availability." International Journal of Physical Distribution & Logistics Management 46, no. 5 (June 6, 2016): 516–35. http://dx.doi.org/10.1108/ijpdlm-11-2014-0284.

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Purpose – The purpose of this paper is to: first, provide a systematic review of the drivers of retail on-shelf availability (OSA) that have been scrutinized in the literature; second, identify areas where further scrutiny is needed; and third, critically reflect on current conceptualizations of OSA and suggest alternative perspectives that may help guide future investigations. Design/methodology/approach – A systematic approach is adopted wherein nine leading journals in logistics, supply chain management, operations management, and retailing are systematically scanned for articles discussing OSA drivers. The respective journals’ websites are used as the primary platform for scanning, with Google Scholar serving as a secondary platform for completeness. Journal articles are carefully read and their respective relevance assessed. A final set of 73 articles is retained and thoroughly reviewed for the purpose of this research. The systematic nature of the review minimizes researcher bias, ensures reasonable completeness, maximizes reliability, and enables replicability. Findings – Five categories of drivers of OSA are identified. The first four – i.e., operational, behavioral, managerial, and coordination drivers – stem from failures at the planning or execution stages of retail operations. The fifth category – systemic drivers – encompasses contingency factors that amplify the effect of supply chain failures on OSA. The review also indicates that most non-systemic OOS could be traced back to incentive misalignments within and across supply chain partners. Originality/value – This research consolidates past findings on the drivers of OSA and provides valuable insights as to areas where further research may be needed. It also offers forward-looking perspectives that could help advance research on the drivers of OSA. For example, the authors invite the research community to revisit the pervasive underlying assumption that OSA is an absolute imperative and question the unidirectional relationship that higher OSA is necessarily better. The authors initiate an open dialogue to approach OSA as a service-level parameter, rather than a maximizable outcome, as indicated by inventory theory.

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Agrawal, Narendra, and Stephen A. Smith. "Optimal inventory management using retail prepacks." European Journal of Operational Research 274, no. 2 (April 2019): 531–44. http://dx.doi.org/10.1016/j.ejor.2018.10.014.

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Ehrenthal, J. C. F., D. Honhon, and T. Van Woensel. "Demand seasonality in retail inventory management." European Journal of Operational Research 238, no. 2 (October 2014): 527–39. http://dx.doi.org/10.1016/j.ejor.2014.03.030.

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Yerpude, Samir, and Tarun Kumar Singhal. "IoT supported SMART supply chain management for effective online retail management (e-retail) - an empirical research." International Journal of Logistics Systems and Management 36, no. 3 (2020): 441. http://dx.doi.org/10.1504/ijlsm.2020.108708.

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Qi, Meng, Ho‐Yin Mak, and Zuo‐Jun Max Shen. "Data‐driven research in retail operations—A review." Naval Research Logistics (NRL) 67, no. 8 (October 3, 2020): 595–616. http://dx.doi.org/10.1002/nav.21949.

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Zhang, Ting, Xiaowei Zhu, and Qinglong Gou. "Demand Forecasting and Pricing Decision with the Entry of Store Brand under Various Information Sharing Scenarios." Asia-Pacific Journal of Operational Research 34, no. 02 (April 2017): 1740018. http://dx.doi.org/10.1142/s0217595917400188.

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In this research, we discuss three different approaches to generate demand forecasting and pricing decision for mix of national brand and store brand products in the era of big data. We derive the equilibrium wholesale price and retail price for the national brand products, and the equilibrium retail price for the store brand products based on demand forecast under three different information scenarios, including Noninformation Sharing ([Formula: see text]), Information Sharing ([Formula: see text]), and Retailer Forecasting ([Formula: see text]). We comprehensively discuss how information collection, information sharing, forecast accuracy under era of big data affect firms’ prices and profits. Our numerical experiments illustrate and verify our analytical findings and provide further managerial insights and interpretations.

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Lashley, Conrad, and Stephen Taylor. "Hospitality retail operations types and styles in the management of human resources." Journal of Retailing and Consumer Services 5, no. 3 (July 1998): 153–65. http://dx.doi.org/10.1016/s0969-6989(97)00024-6.

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Vashakmadze, Teimuraz, Emil Martirosyan, and Anastasia Sergeeva. "Creating Value in a Retail Business. Evidence From the Russian Food Retail Market." Journal of Corporate Finance Research / Корпоративные Финансы | ISSN: 2073-0438 9, no. 1 (April 14, 2015): 48–58. http://dx.doi.org/10.17323/j.jcfr.2073-0438.9.1.2015.48-58.

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Teimuraz Teimurazovich Vashakmadze - Director of the Master's program, assistant professor of business and management strategy, IBDA RASHiGS under the President of the Russian Federation.Emil G. MartirosyanAnastasia Alexandrovna Sergeeva In the post crisis years, the Russian food retail market has skyrocketed and run ahead of the market in general. Our research reveals major value drivers and explores the value creation of companies by comparison based on a P/B ratio. The analysis of performance indicators of the three biggest Russian food retailers provides evidence suggests that ROE can explain the difference and positive relationship of a P/B ratio. Our findings suggest that retail companies are increasing ROE through net profit margin improvement. In addition, we found out that a higher Store/DC ratio has a strong correlation to the ROE of a company. The key question of the paper is identifying a combination of factors that drive performance and value creation in post-crisis period in non-consolidated Russian food retail market. Thus, our research is aimed at providing a broader picture of factors that influence value creation in a retail market, such as cross-docking, franchising, recognition of product matrix, management decision decentralization, focusing on core activity and commercial conditions with suppliers. In this article we have explained the business factors that mostly influenced the corporate ROE and the price-per-book value of the company of the Russian food retail industry. After the analysis of three Russian retail chains we have come to the conclusion that the retail business development in Russia (apart from the consumer market factors) mostly depends on efficient management in operations and on having good commercial conditions with suppliers. At the same time there is a direct impact on the retailers’ gross margins from the specific operational solutions like crossdocking implementations.

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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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Leung, Yat Nam, Paul Dargusch, and Genia Hill. "Review of the Carbon Management Strategies of Retail Industry in Energy Consumption and the Whole Value-Chain of the Product - A Case Study of Auchan Holding." Advances in Environmental and Engineering Research 3, no. 3 (February 9, 2022): 1. http://dx.doi.org/10.21926/aeer.2203031.

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Many multinational retail companies are exposed to financial risk related to climate change. Carbon management is important in keeping global temperature increases below 1.5°C to prevent the exacerbated impacts of climate change. Auchan Retail in Auchan Holding provides a good example of carbon management in the retail sector. Auchan Retail’s major emissions are the indirect emissions throughout their value chain (scope 3 emissions). The total estimated emission of scopes 1, 2 and 3 are 37,822,573.9 t CO2e. The firm has reduced these by improving energy efficiency, combating food waste and altering product-sourcing methods. However, the carbon emissions estimates of Auchan Retail are not comprehensive. Internationally recognized carbon emission indicators have not been taken into account. It is crucial to work on all the indirect and direct emissions that occur both upstream and downstream of the company’s operations, instead of focusing only on energy consumption (scopes 1 and 2). Auchan Retail should conduct a more comprehensive and accurate carbon emissions estimate to increase the legitimacy of their carbon management plan. This will facilitate the establishment of improved carbon reduction targets and measures in the future. Auchan Holding is recommended to be more ambitious on the carbon-offset program, exploring new markets and opportunities, which can effectively reach emissions reduction targets, reducing climate risks, and enhancing business growth.

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Kurtuluş, Mümin, and L. Beril Toktay. "Category Captainship vs. Retailer Category Management under Limited Retail Shelf Space." Production and Operations Management 20, no. 1 (January 2011): 47–56. http://dx.doi.org/10.1111/j.1937-5956.2010.01141.x.

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Journal articles on the topic 'Retail Operations Management'

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