A design science-based case study of retail chain delivery operations and its implications

Abstract

Purpose

The study aims to explore and develop a smart route planning system for the cross-docking delivery operations of a large supermarket chain using an action research (AR) approach and assessing through a design science research (DSR) lens.

Design/methodology/approach

This study took a problem-solving AR (PAR) approach toward the delivery operational issue of the case firm. The research process has accorded with the solution incubation and the refinement phases defined by a DSR framework. An intervention-based research framework for DSR is developed to assess the validity of this study as a DSR research and derive mid-range theories.

Findings

Dramatic operational and financial improvements were achieved for the case firm. Significant and unintended environmental and social benefits were also found. A design proposition (DP) and several mid-range theories are proposed as an extension of AR research to DSR research.

Research limitations/implications

A problem-solving DSR research can be better assessed by the intervention-based DSR framework developed in this study. DSR studies should be encouraged for both practical and theoretical advancement purposes.

Practical implications

A challenging business problem-solving study can be tackled effectively through an industry/academic collaboration taking a PAR approach to deliver substantial values and organization transformational results.

Social implications

Drivers and store associates are safer with smart delivery operations in the case firm.

Originality/value

There are still limited PAR design science case studies in the supply chain/logistics research literature. The research experience and findings gained from this study provide more insights toward how this type of research can be conducted and assessed.

Citation

Su, S.-l.I., Fan, X. and Shou, Y. (2021), "A design science-based case study of retail chain delivery operations and its implications", International Journal of Physical Distribution & Logistics Management, Vol. 51 No. 3, pp. 212-235. https://doi.org/10.1108/IJPDLM-11-2019-0352