A conceptual model for retail productivity

Mishra, Ashis; Ansari, Javeed M.

doi:10.1108/ijrdm-03-2013-0062

Cited by 11 publications

(5 citation statements)

References 39 publications

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“…The challenge of productivity measurement lies primarily on the selection of output and input variables. 21,28 As the selected input variables need to represent the key elements that are required to produce the product and/or deliver the services, 16,18,21 different authors used different variables to define the retail productivity. Gupta and Mittal chose sales and customer conversion ratio as output variables, 21 input variables are number of employees, cost of labour, number of hours worked by the workers, numbers of POS machines/ checkout counters, area of outlets (size of the store) and number of Stock Keeping Units (SKUs) to measure retail productivity of food & grocery retail outlets.…”

Section: Input and Output Variables Employed In The Dea Methodologymentioning

confidence: 99%

Efficiency of apparel retail at the firm level-- an evaluation using data envelopment analysis (DEA)

Shuang-yan

Tsai

2018

JTEFT

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The apparel industries are composed of a series of interrelated industries from the manufacturing of fibre and fabric to apparel and ultimately the distributor and retailer that connect the final consumers. This is often referred to as the textile/apparel pipeline. 1 Firms in apparel industries often involved in two stages in the textile/ apparel supply chain, namely apparel production and retailing. The performance depends heavily on the efficiency of costing and retailing. 2 Production cost has been an important factor in the pricing of apparels. However, this has changed as the operating cost increased significantly proportionally over the years. 3,4 Trend of distribution in apparel industry Traditionally, apparel manufacturers distribute their products in three ways, some do their own retailing, some distribute to other retailers, and some sell to distributors. 5 Manufacturers held a powerful position in distribution channels as they possess the source innovations up until the mid-1960s. 1 Changes have taken place as retailers began to source from a large number of manufacturers and geographical locations. 3 Apparel companies began to establish retail divisions and sell items by themselves. 6 As such kind of stores dedicated to a single brand, apparel corporates can control over branding and merchandising and highlight its own merchandise, and without worrying about competing labels. 3 The basic competition between the apparel companies has gone beyond production to the management of retailing activities. 1,7 Global apparel retailer Retailer plays more and more important role in our social life. Wal-Mart revolutionized manufacturer-retailer relationships, eliminated considerable costs in the value chain. When we referred to the Sears, the customers can call in mind with a great deal of items rather than the brand names of the items sold. Literature review and theoretical framework Productivity is originally used in the manufacturing process, 13 it is defined as a ratio of output to input, a higher ratio of measured

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Section: Input and Output Variables Employed In The Dea Methodologymentioning

confidence: 99%

Efficiency of apparel retail at the firm level-- an evaluation using data envelopment analysis (DEA)

Shuang-yan

Tsai

2018

JTEFT

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“…Several conceptual models have also been proposed, examining the contribution of radio frequency identification (RFID) in retail supply chain (Garrido Azevedo and Carvalho, 2012; Bhattacharya, 2015). Conceptual models for the measurement of the retail supply chain performance are proposed by Mishra and Ansari (2013) and, more recently, by Adivara et al (2019) for omnichannel retail supply chains. The more recent trends appear in the models by Teller et al (2016), concerning the collaboration and relationships with suppliers and an emphasis on forecasting is given by the model Punia et al (2020).…”

Section: Literature Review and Motivation Of The Studymentioning

confidence: 99%

Development of a retail supply chain process reference model incorporating Lean Six Sigma initiatives

Panayiotou

Stergiou

2022

IJLSS

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Purpose The purpose of this paper is the development of a reference model contributing to the identification of the retail supply chain activities that can be improved by the implementation of Lean Six Sigma (LSS) initiatives, following DMAIC steps and using proposed tools, based on contemporary technologies and best practices. Design/methodology/approach The reference model was developed combining the existing literature knowledge about the areas of supply chain that LSS can improve and the data collected by two big retailers in Greece about their supply chain operation. The integration of two sources of information led to the modeling of the retail supply chain processes and the proposal of appropriate LSS initiatives for their improvement. Findings This paper aimed to detect the pain points of a retail supply chain, which can be achieved by following the steps of DMAIC and applying specific LSS initiatives as described in the reference model, to introduce the trends of the sector in terms of logistics and supply chain. Practical implications The reference model of this paper can be used as a comprehensive guide of LSS implementation in the retail supply chain and help the companies of such a significant sector for the economy. Originality/value The literature review revealed that there is a lack of publications concerning LSS implementation in retail supply chain and in the retail sector in general. The development of this model contributes to the filling of this gap by providing a complete reference model, which strives to overcome the barriers of LSS adoption in retail supply chain.

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“…In a retail context, productivity and efficiency can be defined as the ratio of output to input (Mishra and Ansari, 2013). Until now, various techniques, including regression, stochastic frontier analysis and DEA have been introduced for measuring the retail productivity and efficiency (Yu and Ramanathan, 2008).…”

Section: Literature Reviewmentioning

confidence: 99%

Application of centralised DEA in an automobile parts retail network in Taiwan

Yang

2020

IJRDM

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PurposeThe purpose of this study is to address three managerial issues in a retail network under a centralised regime, including resource allocation, expansion and downsizing. In particular, this study investigates how to optimise resource allocation across retailers and how to decide the optimal size of a retail network for an empirical case, where 27 retailers belong to an automobile parts supplier in Taiwan.Design/methodology/approachThe centralised data envelopment analysis (DEA) approach is used to optimise resource allocation among retailers and to seek the possibility of either an expansion and/or downsizing for a retail network.FindingsThe case company knows the best way to (re)allocate its available resources and (re)arrange the outcome goals for its own retailers. The 27 retailers are assigned specific targets for input and output adjustments to become Pareto or technically efficient units. Besides, an experiment is designed to measure how changing the number of retailers affects the group efficiency of the retail network. To keep the current aggregated output level of the retail network, the centralised supplier needs at least 24 retailers. However, the retail network with 37 retailers can achieve maximal group efficiency.Originality/valueCentralised resource allocation is an inherent feature of most supplier-retailer relationships, where the supplier is usually a central planner with the power to allocate available resources among its own retailers. To the best of our knowledge, this is the first study to assess retail performance under a centralised regime.

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A conceptual model for retail productivity

Cited by 11 publications

References 39 publications

Efficiency of apparel retail at the firm level-- an evaluation using data envelopment analysis (DEA)

Efficiency of apparel retail at the firm level-- an evaluation using data envelopment analysis (DEA)

Development of a retail supply chain process reference model incorporating Lean Six Sigma initiatives

Application of centralised DEA in an automobile parts retail network in Taiwan

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