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Article
Publication date: 19 March 2018

Developing an indicator framework for measuring sustainable logistics innovation in retail

Petra Andersson and Helena Forslund

The purpose of this paper is to develop an indicator framework for measuring sustainable logistics innovation (SLI) in retail.

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Abstract

Purpose

The purpose of this paper is to develop an indicator framework for measuring sustainable logistics innovation (SLI) in retail.

Design/methodology/approach

A literature review in different theory areas was conducted to generate a literature-based SLI indictor framework. The literature-based framework was then compared to five-year sustainability reports of three Swedish retailers to identify SLI indicators and how to measure them. This comparison led to a developed framework.

Findings

The developed framework combines sustainability dimensions with logistics activities. It identifies SLI indicators and how to measure them. Significant gaps between the framework and sustainability reports prompted the creation of an agenda for future research. Items that further research should consider include broadening or deepening the framework, developing specifically social SLI indicators for all logistics activities and developing measurement scales for the SLI indicators.

Research limitations/implications

The study presents an SLI indicator framework as an initial contribution towards knowledge creation, and following the agenda for further research could generate even more implications for research.

Practical implications

Managers need inspiration concerning which indicators to use to measure SLI and how.

Social implications

The study addresses both environmental and social sustainability, as well as suggests SLI indicators.

Originality/value

No identified study has merged sustainable logistics innovation and performance measurement in retail.

Details

Measuring Business Excellence, vol. 22 no. 1
Type: Research Article
DOI: https://doi.org/10.1108/MBE-04-2017-0017
ISSN: 1368-3047

Keywords

  • Performance measurement
  • Innovation
  • Retail
  • Sustainable logistics

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Article
Publication date: 20 August 2020

Supplier flexibility in the order-to-delivery process – a customer perspective

Helena Forslund, Patrik Jonsson and Stig-Arne Mattsson

Flexibility is one enabler of efficient use of resources and is therefore an antecedent to sustainability. The purpose of this article is to identify supplier flexibility…

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Abstract

Purpose

Flexibility is one enabler of efficient use of resources and is therefore an antecedent to sustainability. The purpose of this article is to identify supplier flexibility variables in, and related to, the order-to-delivery (OTD) process and categorize them into a framework, followed by empirically exploring the framework.

Design/methodology/approach

A perception-based survey was sent to Swedish purchasing managers. 289 responses were received. After descriptive gap analysis, exploratory factor analysis was applied to structure the responses into factors. This formed the basis for hierarchical linear regression analysis, explaining supplier flexibility.

Findings

A conceptual framework, specifying supplier flexibility into volume, delivery and information exchange dimensions and relating these dimensions to the OTD process, was developed. Significant negative gaps between actual and demanded volume flexibility and delivery flexibility were identified, while positive gaps were found for information exchange flexibility. The factor analysis revealed three factors. The regression analysis verified that OTD-related information exchange flexibility and OTD-related volume and delivery flexibility explain the variation in OTD-specific flexibility and are important antecedents for supplier flexibility in the OTD process.

Research limitations/implications

A contribution to research is the framework – with defined, related and empirically validated flexibility types.

Practical implications

The study proposes a perception-based way to capture supplier flexibility in the OTD process, which is of practical relevance when evaluating suppliers.

Originality/value

Identifying, conceptualizing and capturing types of supplier flexibility in the OTD process is new related to academic literature. Also the wide empirical study mapping supplier flexibility gaps is unique in its focus.

Details

International Journal of Physical Distribution & Logistics Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
DOI: https://doi.org/10.1108/IJPDLM-08-2019-0265
ISSN: 0960-0035

Keywords

  • Supplier flexibility
  • Order-to-delivery process
  • Framework
  • Survey

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Article
Publication date: 23 February 2020

Industry 4.0 technologies in the purchasing process

Simon Gottge, Torben Menzel and Helena Forslund

The aim of the study is to explore the possible practical impact of big data/business intelligence and Internet of Things on the purchasing process of premium automotive…

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Abstract

Purpose

The aim of the study is to explore the possible practical impact of big data/business intelligence and Internet of Things on the purchasing process of premium automotive manufacturers, and to evaluate its theoretical impact with a transaction cost economics approach.

Design/methodology/approach

An exploratory multiple-case study was carried out, using qualitative content analysis and cross-case synthesis.

Findings

Collaborative platforms and a new purchaser role were found to impact the entire process. In the strategic purchasing 4.0 process, co-creation of specifications, automated prequalification, and parameter-based negotiations are some expected changes. The operative purchasing 4.0 process is shaped by, for example, interactive call-offs. Transaction cost is expected to decrease by reduced uncertainty and supplier specificity, as well as by lowered information search, negotiation, and monitoring costs.

Research limitations/implications

The description of a potential purchasing 4.0 process for premium automotive manufacturers is given.

Practical implications

Premium automotive manufacturers can develop strategies to push the existing standards of purchasing. Suppliers can create scenarios to allow for future compliance at the purchasing–sales interface.

Social implications

New technologies' effects on the workforce are considered.

Originality/value

No identified study focused on the impact of Industry 4.0 technologies on the purchasing process of premium automotive manufacturers.

Details

Industrial Management & Data Systems, vol. 120 no. 4
Type: Research Article
DOI: https://doi.org/10.1108/IMDS-05-2019-0304
ISSN: 0263-5577

Keywords

  • Industry 4.0 technologies
  • Internet of Things
  • Big data/business intelligence
  • Purchasing process
  • Premium automotive manufacturers
  • Transaction cost economics

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Article
Publication date: 5 February 2018

Exploring the sustainable logistics innovation process

Maria Björklund and Helena Forslund

The development of more sustainable logistics calls for innovative thinking. In order to accelerate the development in the field, there is a need for increased…

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Abstract

Purpose

The development of more sustainable logistics calls for innovative thinking. In order to accelerate the development in the field, there is a need for increased understanding of the process behind successful implementation of sustainable logistics innovations (SLI). The purpose of this paper is to explore the SLI process, in order to identify critical factors, challenges as well as actors involved.

Design/methodology/approach

A multiple-case study in six Swedish retailers and logistics service providers (LSPs), successful in SLI implementations, was conducted. Both within-case and cross-case analyses were applied.

Findings

The SLI process consists of five phases. The positive relationship between formalisation and SLI success is supported. Critical activities and challenges not known from literature were found in each phase. Examples are the use of logistics and customer KPIs, quickness, developing simple concepts, using a sustainability business case template and selecting where to test SLIs. Some phases are involving many internal and external actors, while others involve few internal actors. Customers are not particularly involved, and retailers involve their LSP suppliers.

Research limitations/implications

This study addresses the lack of empirical research in logistics innovation and has bridged the gap of innovation studies in other companies than in LSPs. Furthermore it has combined two developing areas, sustainable innovation and logistics innovation, into SLI. A number of critical activities and challenges, and complex patterns for actors’ involvement in the SLI process phases are explored as insights from particular cases; these results could be analytically generalised to theory.

Practical implications

The practical implications lie in guiding managers who wish to improve sustainability and innovativeness in logistics and, consequently, business success. Knowledge from successful companies about which phases to go through in which sequence, which challenges that can be expected and who to include in the SLI process could imply that more companies focus on SLI.

Social implications

Knowledge on how to include sustainability in a clear innovation process, e.g., by making strong business cases, should imply an accelerated development of sustainable logistics in society.

Originality/value

This study addresses the lack of empirically-based research in logistics innovation and expands the concept to retailers.

Details

Industrial Management & Data Systems, vol. 118 no. 1
Type: Research Article
DOI: https://doi.org/10.1108/IMDS-02-2017-0058
ISSN: 0263-5577

Keywords

  • Case study
  • Innovation management
  • Innovation process
  • Sustainable logistics

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Article
Publication date: 12 January 2015

Logistics performance management in textiles supply chains: best-practice and barriers

Veronica S Ülgen and Helena Forslund

The purpose of the paper is to explore the practices with logistics performance management in two textiles supply chains, and to identify the related best practices and…

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Abstract

Purpose

The purpose of the paper is to explore the practices with logistics performance management in two textiles supply chains, and to identify the related best practices and barriers.

Design/methodology/approach

The method is a multiple case study of two textiles supply chains with a special focus on the rarely addressed interface between the manufacturer and the retail chain. The retail chains represent one large, global retail chain and one Nordic, comparably smaller retail chain. This paper is primarily empirical and describes practices for logistics performance management. The analysis discusses and explains best practices and barriers for logistics performance managements in textiles supply chains.

Findings

Differences were identified regarding practices, priorities and collaboration in the logistics performance management process. No textiles industry-specific practices were found. A way of exchanging action plans between the actors is an interesting best practice, which enables improvement projects even with long geographical distances. Barriers in the shape of difficulties in creating a collaborative culture were found; however, IT support seems no longer to be a barrier.

Research limitations/implications

Two cases are explored, why a broader study is necessary to confirm the results. The best practices and barriers identified are similar to those known from manufacturing companies.

Practical implications

The detailed descriptions of logistics performance management practices can provide insights for practitioners. Even if the studied supply chains are important for the respective actors, there is a potential for increased effectiveness in textiles supply chains.

Originality/value

Supply chains for textiles products “starting at a manufacturer and ending in a retail chain” seem to be an unchartered territory and not many studies have been performed.

Details

International Journal of Productivity and Performance Management, vol. 64 no. 1
Type: Research Article
DOI: https://doi.org/10.1108/IJPPM-01-2013-0019
ISSN: 1741-0401

Keywords

  • Case studies
  • Supply chain
  • Logistics
  • Performance management
  • Textiles industry

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Article
Publication date: 13 April 2012

Performance management in supply chains: logistics service providers' perspective

Helena Forslund

Logistics service providers (LSPs) are important actors for creating logistics performance in supply chains. However, there is little previous research on how they handle…

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Abstract

Purpose

Logistics service providers (LSPs) are important actors for creating logistics performance in supply chains. However, there is little previous research on how they handle the performance management process. The purpose of this paper is to explore the handling of the performance management process and its obstacles from the perspective of LSPs.

Design/methodology/approach

A multiple‐case study is conducted with the three largest LSPs in Sweden.

Findings

The handling of the performance management process shows similarities among LSPs in selecting performance variables, defining metrics, and capturing real‐time data. The differences are found in target setting, in report‐making and analysing, and in the perceived demand for performance management. The following three perceived obstacles are found for supply chain performance management: lack of understanding and knowledge; poor capabilities for adapting performance metrics definitions; and lagging IT solutions for performance report‐making. The findings indicate possibilities for an increased supply chain scope where activities are handled by the partner that has the best capabilities, improving efficiency in supply chains.

Research limitations/implications

The study contributes to performance management theory by providing exploratory knowledge of the supply chain performance management process and its obstacles from the perspective of three LSPs. The study focuses on large LSPs and has respondents at the managerial level.

Practical implications

The study reveals differing supply chain performance management practices among LSPs, which implies that customers can choose an LSP that handles performance management in the way required.

Originality/value

Little previous research includes LSPs in studies of supply chain performance management. In particular it is unusual to have the perspective of LSPs and apply case‐based methodology.

Details

International Journal of Physical Distribution & Logistics Management, vol. 42 no. 3
Type: Research Article
DOI: https://doi.org/10.1108/09600031211225972
ISSN: 0960-0035

Keywords

  • Performance management
  • Supply chain management
  • Logistics service providers
  • Obstacles
  • Case studies
  • Sweden

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Article
Publication date: 4 March 2014

Exploring logistics performance management in supplier/retailer dyads

Helena Forslund

The first purpose of this study is to explore logistics performance management practices and lessons learned in some supplier/retailer dyads across retail industries. A…

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Abstract

Purpose

The first purpose of this study is to explore logistics performance management practices and lessons learned in some supplier/retailer dyads across retail industries. A second purpose is to suggest a continued research agenda for logistics performance management across retail industries.

Design/methodology/approach

Case studies are conducted in four supplier/retailer dyads in different retailing industries in Sweden. The analysis is of a cross-case character and uses a pattern matching approach.

Findings

Large differences in practices within and between dyads are found. Some problems were indicated: lack of trust; difficulties in developing a collaborative culture; difficulties in relating metrics to customer value and lacking IT support. A previously unknown obstacle, the internal collaboration with category management, was identified. A good example was found in an industry standard. State-of-the-art descriptions, international comparisons, exploring the interface with the stores and combating identified problems were found to be relevant topics for continued research.

Research limitations/implications

The limitations are mainly related to the small number of cases, but since the purpose of this study is exploratory, this should be acceptable. The theoretical contribution is a first step in the expansion of knowledge on logistics performance management from manufacturing to retailing companies.

Practical implications

The practical contribution includes insights in the shape of descriptions and lessons learned in different retail industries.

Originality/value

No identified study has explored logistics performance management as a whole across retail industries with a dyadic approach.

Details

International Journal of Retail & Distribution Management, vol. 42 no. 3
Type: Research Article
DOI: https://doi.org/10.1108/IJRDM-01-2013-0020
ISSN: 0959-0552

Keywords

  • Case study
  • Research agenda
  • Logistics performance management
  • Dyad
  • Retailer

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Article
Publication date: 13 March 2009

Logistics service performance contracts: design, contents and effects

Helena Forslund

The purpose of this paper is to explore how the performance management (PM) process may be affected by the design and contents of logistics service performance (LSP…

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Abstract

Purpose

The purpose of this paper is to explore how the performance management (PM) process may be affected by the design and contents of logistics service performance (LSP) contracts between customer and supplier.

Design/methodology/approach

A case study of four manufacturing companies' way of working with contracts towards their suppliers was conducted.

Findings

Different design and contents of contracts, containing some patterns related to industry, company size and degree of formalization, were found. The PM process with contracts was split up into one setup and one execution sub‐process. Once the setup was made, all resources were focused on measuring, analysing and improving LSP. The changed management of the PM process may be one factor explaining the improved LSP all studied customer companies perceived.

Research limitations/implications

An explorative approach with few cases limits the possibilities to generalize the results to analytical generalization.

Practical implications

This paper has illustrated how companies can apply LSP contracts.

Originality/value

Few empirical and especially case‐based studies of LSP contracts were found.

Details

International Journal of Physical Distribution & Logistics Management, vol. 39 no. 2
Type: Research Article
DOI: https://doi.org/10.1108/09600030910942395
ISSN: 0960-0035

Keywords

  • Contracts
  • Distribution management
  • Performance management
  • Customer relations
  • Supplier relations

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Article
Publication date: 23 March 2010

ERP systems' capabilities for supply chain performance management

Helena Forslund

The first purpose of this paper is to describe the demands from supply chain performance management (PM) on enterprise resource planning (ERP) systems. The second purpose…

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Abstract

Purpose

The first purpose of this paper is to describe the demands from supply chain performance management (PM) on enterprise resource planning (ERP) systems. The second purpose is to evaluate the corresponding capabilities of common ERP systems.

Design/methodology/approach

The first purpose is handled conceptually: by a literature review, a framework for the demand on ERP systems from supply chain PM is developed. The second purpose is handled with an empirical study, based on the framework. Respondents for 12 common ERP systems on the Swedish market are interviewed.

Findings

A framework for the demand on ERP systems from supply chain PM is developed containing ten demands: a theoretical contribution. The studied ERP systems are found overall to have good supply chain PM capabilities, where the most supporting systems in this sense are Oracle and iScala.

Research limitations/implications

The findings imply that future research on supply chain PM could focus less on ERP systems' capabilities and more on how ERP systems are applied.

Practical implications

The findings can give two types of input to companies purchasing or upgrading ERP systems; a “checklist” of demands from supply chain PM to consider and an evaluation of the corresponding capabilities for common ERP systems.

Originality/value

Even though investments in ERP systems represent significant costs for companies, few studies in the area of ERP systems and supply chain PM are identified.

Details

Industrial Management & Data Systems, vol. 110 no. 3
Type: Research Article
DOI: https://doi.org/10.1108/02635571011030024
ISSN: 0263-5577

Keywords

  • Manufacturing resource planning
  • Performance management
  • Supply chain management
  • Sweden

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Book part
Publication date: 4 December 2014

The Shades of Green in Retail Chains’ Logistics

Maria Björklund and Helena Forslund

This study aims to illustrate how retail chains with a green image align sustainable logistics actions, logistics measurements and contracts with logistics service…

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Abstract

Purpose

This study aims to illustrate how retail chains with a green image align sustainable logistics actions, logistics measurements and contracts with logistics service providers (LSPs), and to develop a classification model that allows for a description of the various shades of green within companies.

Design/methodology/approach

We carried out a multiple case study of four retail chains with a green image operating in the Swedish market, collecting empirical data from the retail chains’ sustainability reports and home pages and conducting interviews with logistics, transportation and supply chain managers.

Findings

Based on the literature, we developed a classification model for judging green image, green logistics actions, green measurements and green contracts. The model is used to illustrate the different shades of green found within the respective retail chains. A green image seems well-aligned with green logistics actions. However, there are more levels to judge, and the measurement systems are not sufficiently developed to track green logistics actions. Contract handling is more developed among retail chains than measurements, which is positive, as this is a way of ensuring that LSPs are involved. In our classification model, greenwashing can be judged in a more nuanced way, delving deeper under the surface.

Research limitations/implications

The provided classification model adds to our knowledge and illustrates the alignment within companies’ sustainable logistics. The robustness of the model can be strengthened by applying it to a larger number of cases and by continually validating its content and evaluation criteria.

Practical implications

The study’s main practical contribution is the classification model, which may potentially serve as a method for managers to easily judge the green alignment of a retail chain’s logistics.

Originality/value

Few empirical studies capture how retail chains measure environmental logistics performance, and even fewer concern contracts stipulating the environmental demands placed on LSPs.

Details

Sustainable Logistics
Type: Book
DOI: https://doi.org/10.1108/S2044-994120140000006005
ISBN: 978-1-78441-062-9

Keywords

  • Sustainable logistics
  • environment
  • performance measurement
  • green retail chain
  • contract

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