Technologies and Concepts for the Out-of-Stocks Problem
E-Book, Englisch, 210 Seiten, eBook
ISBN: 978-3-8350-9129-0
Verlag: Deutscher Universitätsverlag
Format: PDF
Kopierschutz: Wasserzeichen (»Systemvoraussetzungen)
How does a company best implement ASR systems?
Dr. Alfred Angerer ist wissenschaftlicher Assistent bei Prof. Dr. Daniel Corsten am Kühne-Institut für Logistik der Universität St. Gallen.
Zielgruppe
Research
Weitere Infos & Material
1;Foreword;8
2;Acknowledgment;10
3;Content Overview;12
4;Table of Contents;14
5;List of Abbreviations and Acronyms;16
6;Figures;18
7;Tables;20
8;Abstract;22
9;1. Introduction;24
9.1;1.1. Logistics Contribution to Retail Excellence;24
9.2;1.2. Excellence in Store Operations;26
9.3;1.3. New Technologies Enable Automatic Store Replenishment Systems;29
9.4;1.4. Research Deficit;31
9.5;1.5. Research Questions;35
9.6;1.6. Thesis Structure;37
10;2. Research Framework and Design;39
10.1;2.1. Research Framework;39
10.2;2.2. Research Methodology;41
10.3;2.3. Research Process;46
11;3. Literature Research;49
11.1;3.1. Inventory Management Perspective;49
11.2;3.2. Logistics and Operations iVIanagement Perspective;53
11.3;3.3. Business Information Systems Perspective;64
11.4;3.4. Contingency Theory Perspective;70
11.5;3.5. Literature Research Overview;74
12;4. Development of Models;76
12.1;4.1. A Descriptive Model of Replenishment Systems;76
12.2;4.2. Classification of Automatic Replenishment Systems;87
12.3;4.3. Explanatory Model;91
13;5. Quantitative Analysis;108
13.1;5.1. Sample and Methodology;108
13.2;5.2. Hypothesis Testing: Dataset1;122
13.3;5.3. Dataset2: Pretest/Posttest;145
13.4;5.4. Quantitative Research-Conclusions;151
14;6. Field Research and Managerial Implications;155
14.1;6.1. Research Sample;155
14.2;6.2. Replenishment Processes;160
14.3;6.3. Organizational Changes and Personnel Issues;174
14.4;6.4. ASR Performance;180
14.5;6.5. Lessons Learned and Recommendations for Management;184
15;7. Conclusion;204
15.1;7.1. Theoretical Contributions;204
15.2;7.2. Contribution for Practitioners;206
15.3;7.3. Further Research Fields;209
16;8. Appendix and References;212
16.1;8.1. Statistical Appendix;212
16.2;8.2. References;215
16.3;8.3. List of Interviews;232
Research Framework and Design.- Literature Research.- Development of Models.- Quantitative Analysis.- Field Research and Managerial Implications.- Conclusion.- Appendix and References.
1. Introduction (p. 1)
Grocery retailing is a highly competitive market (e.g. Keh and Park 1997). European retailers are continuously aiming to improve customer loyalty by offering good service. At the same time, they are struggling to reduce costs in order to stay competitive. The effort to achieve customer service excellence has only been partly successful, as the low average product shelf availability rates of 92-95% (Gmen, Corsten et al. 2002, Roland Berger 2003b) and a sunk store loyalty underline.
The major part of retailer costs are personnel costs, and in particular it is the operations In the store that require intensive staff dedication (Broekmeulen, van Donselaar et al. 2004a). The German retailer Globus has calculated that the logistics costs of the last 50 meters in the store, i.e. from the backroom to the shelf, are three times as expensive as the first 250 kilometres from the producer to the store gate (Shalla 2005).
A technique that promises to reduce the out-of-stock (OOS) rate by simultaneously reducing the store handling costs are so-called automatic store replenishment (ASR) systems, the main research subject of this thesis. This chapter provides an introduction to the business challenges faced by retailers and the valuable role of logistics in retail, followed by a short introduction to ASR systems. Later, research deficits in the literature are identified and the research questions of this thesis are derived. Finally, an overview of the structure of this research study is given.
1.1. Logistics Contribution to Retail Excellence
The major market developments that make retail challenging started in the 1990s and still are prevalent today, namely high cost pressure, shorter innovation cycles, increasing consumer expectations and globalization (Baumgarten and Wolf 1993, Lee 2001). The common response of retailers has been a so-called quantity strategy: They introduced more product variants, invested in new channels of distribution, diversified store formats and expanded into new countries.
However, the benefits harvested from such a strategy seem to have come to an end, as the market has become saturated. The fraction of private consumption that flows into food and nearfood retail has decreased continuously in the last two decades. In Germany, for example, it sank from 44.2% in 1990 to 29.3% in 2004 (Korber 2003), and this trend is typical for many developed countries. Nevertheless, a small group of retailers was able to defy this trend and outperformed the market.
As a study by Accenture (2000) reports, approximately one-third of 63 examined retailers outperformed the other two-thirds by far and showed a yearly revenue increase of at least 10% coupled with a higher-than-average Increase In stock price. According to the study, this group had developed the right strategy by focusing their Investments In areas where the most efficiency potentials were located.
One of the areas with such potential Is without doubt logistics, as effective and efficient logistics Is the fundamental to successful retailing. Hans Joachim Korber (2003), CEO of Metro AG, describes logistics as "the physical accomplishment of the concern strategy."
