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How We Got Here: From the General Store to Omni-Channel Retail
Published in Paul Myerson, Omni-Channel Retail and the Supply Chain, 2020
In retail, an example of backward integration occurs where a retailer operates its own distribution centers to supply its stores (fairly common with medium- to large-size retailers). Backward integration also can occur when a retailer has some manufacturing (owned or contracted) or wholesaling activities for private-label items.
Business Planning
Published in David C. Kimball, Robert N. Lussier, Entrepreneurship Skills for New Ventures, 2020
David C. Kimball, Robert N. Lussier
The introduction should begin with a description of the type of business that you intend to conduct—your industry. Is your business primarily service or manufacturing, retailing or wholesaling? What products or services are provided to consumers? Your plan should indicate whether the business is a startup firm or an expansion of an ongoing concern.
Managing a Distribution Network
Published in Timothy McLean, On Time, In Full, 2017
Businesses usually operate distribution networks to provide local service to customers. There may be several reasons for this. In retail and some industrial products categories, the business may benefit from significant “walk-in” sales where customers physically visit branch stores to purchase the goods they need off the shelf. Clearly in this case, having branch stores located in places that are easily accessible to large numbers of potential customers is an advantage. Retailers carry out detailed demographic research and put considerable effort into finding the right branch store locations. In industrial products distribution or wholesaling, walk-in shoppers are less likely to be important, as goods are likely to be delivered to the site. In this case, the benefits of having a local branch store are usually quick service and the availability of sales and technical support. In a large country such as Australia, a local branch store can also perform a cross-docking function where freight savings are achieved by delivering large, consolidated loads to the branch store, which are then broken up into smaller loads for distribution to customers. It is important that you clearly understand the reasons why you have your branch store network, whatever they are, because operating a distribution network usually adds significant cost to your business when compared with distributing all your goods from a single point. Every branch you add will increase overheads in the form of management staff, rent, and insurances and will require additional inventory.
Mapping research in logistics and supply chain management during COVID-19 pandemic
Published in International Journal of Logistics Research and Applications, 2023
Jairo R. Montoya-Torres, Andrés Muñoz-Villamizar, Christopher Mejia-Argueta
However, according to empirical analyses by Baveja, Kapoor, and Melamed (2020), these isolation strategies may create prohibitive economic and social costs and, therefore, will raise the uncertainty about the duration and the real infection rates of the disease. This will ultimately affect sourcing, logistics and the way the economy used to be run, especially in those sectors that offer goods and services directly to end consumers (e.g. food, retail, transportation). Therefore, it is believed that this pandemic will cause a permanent change in the world and its policies, mainly in the areas of health, security, trade (i.e. retailing and wholesaling), employment, agriculture and food service, production of manufactured goods and science policy (Açikgöz and Günay 2020; Baldwin and Weder di Mauro 2020).
Development of the House of Collaborative Partnership to overcome supply chain disruptions: evidence from the textile industry in India
Published in Production Planning & Control, 2022
Bharat Singh Patel, Ramji Nagariya, Rajesh Kr. Singh, Murali Sambasivan, Devendra K. Yadav, Ilias P. Vlachos
After the finalization of the factors, the next step was to identify the interrelationship among these factors. For this purpose, data were collected and analyzed from the various practitioners working in the textile supply chain. Regarding data collection, first, we randomly emailed 105 textile experts, i.e. experts on textile wholesaling, home textiles, readymade garments, fabric products, and knitwear manufacturing. Within two weeks, twenty-six experts gave their consent to participate in the research. These 26 experts were senior managers, sales managers, distributors, purchasing managers, and production executives. Then, we organized an online meeting; twenty-one experts attended this meeting, and five experts were absent due to personal reasons. During the meeting, we explained the research objectives and processes to the experts and then presented them with the lists of enablers and impeders and explained to them how to fill in the questionnaire. We emailed the questionnaire to these 21 experts and asked them to diagnose the relations among the CP enablers and impeders using four notations V, A, X, and O, as follows:
A supply chain practice-based view of enablers, inhibitors and benefits for environmental supply chain performance measurement
Published in Production Planning & Control, 2021
Sarah Shaw, David B. Grant, John Mangan
Supply chain managers and directors were short-listed from the UK’s Chartered Institute of Logistics and Transport (CILT) membership database and invited to participate in Phase I. This was supported with convenience sampling to ensure sufficient homogeneity and heterogeneity was achieved within each focus group, for instance, inviting supply chain managers and directors from small, medium as well as large organisations to each focus group. There were a total of 19 participants across the two Phase I focus group sessions, ten in FG1 and nine in FG2. Eight sectors from the North American Industrial Classification System (NAICS 2015) were represented across them: seven in the transportation and warehousing sector, four in educational and training services, two each in healthcare and social assistance retail and professional, scientific and technical services, and one each in manufacturing, wholesaling, retail and information systems and technology. Of the 19 participants only two were female and participated in FG2. Self-selected occupation titles included seven directors of logistics, operations, business development or sustainable development, six managers of business development, transport, sustainable development or ‘general’ activities. In summary, we believed we met our objective to have wide and diverse sample of participants.