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The current work reviews all retailing articles published in four prominent retailing journals – Journal of Retailing, Journal of Retailing and Consumer Services, International Journal of Retail & Distribution Management, and International Review of Retail, Distribution and Consumer Research – in the 2009-2015 period, picking up where Runyan and Hyun (2009) left off. The purpose of this paper is to identify leading authors and institutions in retailing research based on overall impact.

Content analysis/literature review/descriptive research.

In total, 1,392 articles were published during this time period, and through a procedure of weights and adjustments for author count, journal impact, journal quality, and journal publishing opportunity, the findings reveal that research collaboration is highly prevalent, as evidenced by the high number of multi-authored papers and cross-university/international partnerships. Additionally, some authors and institutions remain influential, while others have emerged as highly influential in the last seven years. This shows the dynamic nature of the field and the need to remain active in quality publishing.

Scholars must understand that several factors influence impact judgments, which cannot be assessed using raw counts alone. Journal quality, impact, and publishing opportunity as well as author counts are important elements to consider.

These reviews are vital to the field in that they provide status updates on scholarship, so these reviews should be done periodically. Additionally, the findings in this paper provide a more holistic understanding of research impact and permit better assessment for scholars and administrators.

The purpose of this research study is to use a large sample of the US companies and investigate the impact of cash-to-cash cycle’s (C2C) length on company profitability and liquidity in present and future periods and also examine whether such impact is dependent upon firm size or industry type. The authors investigate the association between C2C length and return on equity (ROE), as well as liquidity ratios for current and future years using linear regression models. The authors further examine such association for separate industries and explore the effect of size on the primary associations investigated. Consistent with prior literature, this study documents that C2C length is negatively (positively) associated with current profitability (liquidity). The authors also find that there is a significant negative association between C2C length and future profitability extending up to three years, but only for firms in the manufacturing industry. This research study shows that C2C length affects a firm’s current financial performance and managers should view C2C management as an important strategic tool. However, the authors caution that C2C management is not a “one size fits all” strategy and managers in smaller firms should pay close attention to their C2C cycle. The authors also show that firms in manufacturing industry will specifically benefit financially over long-term from C2C management. This article complements existing literature that examines the impact of working capital management on a firm’s financial performance and extends the literature by examining such relationship for different industries and firm sizes. Although the authors include various factors (e.g., firm size, leverage, growth, industry, year, and past performance) in regressions to control for observable differences among firms, there might be other unobservable differences that may have an effect on the results documented.

There presently is no comprehensive review which systematizes and summarizes the burgeoning body of logistics educational literature. The purpose of this paper is to provide a guide for both educators and practitioners to assess the history, current status, and future trends in logistics education in order to nurture advancement in logistics education.

This paper draws its conclusions based upon a literature review and categorizes the evolution of logistics education into three areas: defining curriculum, developing content and skills taught, and refining teaching methods.

Logistics education continues to benefit from strong ties to industry. Additionally, four principle macro‐environmental factors were discovered that impact the current status of logistics education: an increase in the number of logistics educational programs, limited supply of logistics‐trained faculty, changes to content requirements, and a changing teaching environment. Future research directions from the published literature are summarized.

As current logistics programs continue to evolve and the number of logistics and supply chain management programs continue to increase in response to industry demand, this comprehensive review of the logistics literature may help serve as a benchmark for past and current practices in logistics education.

The early partnership between industry and education set the stage to help guide educators to evolve logistics education to address practitioner needs. Increased interest in logistics education and changing environmental factors suggest the need for continued collaboration to further logistics education.

The literature demonstrates successful dynamic behavior in response to dynamic industries. It highlights factors which may drive further evolution of logistics education and proposes areas impacted.

The cash‐to‐cash (C2C) metric has evolved as one of the first measurements bridging across the firm. Therefore, it is important for managers to understand how the C2C metric is calculated, as well as how a company should compare in its C2C performance. In this paper, we define C2C and how to calculate it. Then, we provide an analysis and summary of C2C in 2001 for 5,884 companies using median performance by industry. A typology is introduced to classify industry performance using a 2 x 2 x 2 matrix based on the three variables of the C2C metric: accounts payable, inventory, and accounts receivable. We also consider how performance has changed since 1986, identify the key drivers to this change, and describe which industries have experienced the greatest change in C2C performance. Finally, managerial implications and future research questions are offered.

Over recent years supply chain management has grown in importance because of the proliferation of improved information flows, outsourcing practices, strategic alliances and partnerships, and the reshaping of the organizational focus from functional silos toward integrated activities. Logistics and supply chain management emphasize achieving lowest total cost through synergistic interaction of all supply chain components. The cash‐to‐cash (C2C) metric is an important measure as it bridges across inbound material activities with suppliers, through manufacturing operations, and the outbound sales activities with customers. This paper first defines how to calculate C2C. It then overviews the importance of measuring C2C, using both accounting and supply chain management perspectives. Next, it identifies key leverage points that are necessary to manage C2C effectively. Finally, future research questions are developed that should prove useful in guiding the development of C2C as a usable metric.

Recycling has experienced rapid growth as a technique to reduce the solid waste stream volume. Despite the public appeal and acceptance of recycling, the reverse logistics channels used in recycling have received minimal attention. However, the reverse channels′ membership and capabilities have a significant impact on the efficiency of processing recyclable material for remanufacture into recycled products. Differing product characteristics, extensive handling, and low density shipments pose considerable obstacles to establishing an efficient reverse channel for recyclable commodities. A framework, based on interviews and current literature, describes the reverse logistics channel structure, membership and functions, and provides a foundation for identifying the issues affecting efficiency and marketability, and possible future directions for improving efficiency within the reverse channel structure.

The development of strategic supply chain mapping techniques has been slowed by four critical issues. The purpose of this paper is to answer a call to address supply chain mapping techniques and issues. It offers recommendations for more readable and useful strategic supply chain maps.

The paper utilized executive MBA, traditional MBA, and graduating logistics undergraduates' applied economic input/output data to refine mapping techniques.

The paper addresses strategic supply chain mapping issues to serve as the next step in advancing the evolution of strategic supply chain mapping techniques. It utilizes geovisualization to provide useful guidance to individuals trying to map their current supply chain and seeking potential improvements.

The paper is limited in that strategic supply chain mapping is in its infancy. Future research may consider use of the technique comparing alternative approaches to a supply chain, as well as the application of Pareto analysis and other metrics to focus on critical components for mapping.

The use of input/output analysis initiates mapping at the macro industry level as a key starting point. Geovisualization techniques allow those mapping to offer a great amount of detail in a simple, easy‐to‐read format to identify the critical components of the specific supply chain.

This paper is the critical next step to help further advance the evolution of strategic supply chain mapping techniques by both practitioner and academic.

The purpose of this paper is to show how the cash‐to‐cash (C2C) metric may be used to benchmark supply chain performance.

The paper utilizes C2C variables as a means to benchmark company performance.

Three case studies are offered where firms have benchmarked to: review their internal accounts payable policies; linked results of their benchmarking to profitability to help focus implementation efforts; and served as a call to action to proactively seek improvements with key trading partners. The models developed in this paper provide a benchmark approach to inter‐firm supply chain financial management. These models have direct application in a cost conscious economy and represent a non‐zero sum gain for cooperating corporations.

C2C variables are readily available for use in benchmarking.

C2C benchmarking allows the firm to identify where to focus improvements with their supply chain trading partners.

C2C has been touted as the first multi‐dyadic supply chain metric.

This chapter discusses a collaborative strategy for noncompetitive small- and medium-sized enterprises (SME's) aiming to reduce their logistics costs by means of a joint replenishment of multiple items. The proposed approach is an extension of the classical joint replenishment problem, named as a Stochastic Collaborative Joint Replenishment problem (S-CJRP) because it considers stochastic demand, warehouse and transport capacity constraints, and multiple buyers and vendors. Operating this method implies three main challenges: (1) determining the frequency with which each buyer should replenish the products; (2) allocating investments and benefits between partnering buyers; and (3) deciding whether to coordinate the supply chain internally or outsource its coordination. The S-CJRP is solved through a heuristic approach, which deals with uses of the Shapley Value Function to allocate the investments and benefits, and it explores the coordination through several simulation scenarios, all of which exhibit prospective cost reductions in inventory management. Preliminary results show that third-party logistics providers could be a valuable resource in coordinating SMEs along a supply chain.

This article provides a link between marketing theory and application in helping students utilize what is taught in the classroom to attain employment goals. Eight proposals drawn from basic marketing concepts taught in all principles of marketing courses are presented, along with practical ways to encourage students to begin early in seeing themselves as $5.3 million assets and marketing themselves accordingly.