KPIs for performance measurement of e-fulfillment systems in multi-channel retailing

Abstract

Purpose The purpose of this paper is to expand existing research on fulfillment systems for multi-channel retailers by combining analysis of customer expectation (CE) with economic performance (EP) aspects. Design/methodology/approach This exploratory study is based on a literature review of supply chain management and marketing combined with the results of an online questionnaire submitted to French and Chinese multi-channel retailers from two sectors. Findings The results enable the authors to identify 13 important key performance indicators (KPIs) used by multi-channel retailers for measuring e-fulfillment system performance and also to determine under which of the EP or CE criteria these KPIs might be linked. Research limitations/implications Although the sample size is limited, this research is intended to be exploratory, based on the practices of supply chain and marketing managers. Moreover, the results do not address interdependencies among the different KPIs. Practical implications E-fulfillment is a major challenge for multi-channel retailers; it is cost intensive and critical for customer satisfaction. The identified set of KPIs enables retailers to choose those relevant to their particular infrastructure. Originality/value A limited number of scholarly works have explored the operational implications of online retailing in terms of e-fulfillment in a multi-channel context. In order to manage such supply chains efficiently and effectively, traditional measures of supply chain performance need to be adapted. This study expands existing knowledge by developing measurement systems and metrics for the evaluation of supply chain performance in this context.

Triad of Big Data Supply Chain Analytics, Supply Chain Integration and Supply Chain Performance: Evidences from Oil and Gas Sector

“…The study examined the impact of BDSCA on supply chain performance as well as the role of supply chain integration in the relationship of BDSCA and Supply chain performance. The supply chain performance was operationalized by adopting the six major constructs from Lapide (2000) and Bressolles and Lang (2019)…”

“…All the constructs were adopted from the previous studies. The constructs of supply chain performance were adopted from Bressolles and Lang (2019) and Lapide (2000). The constructs of Big Data supply chain was adopted from the studies Hazen et al (2012) and Liang et al (2007).…”

Last-mile logistics of perishable products: a review of effectiveness and efficiency measures used in empirical research

“…While varying definitions and measures exist for logistic effectiveness and efficiency, the connection between the two can be understood as optimised resource utilisation (efficiency) in relation to goal achievement (effectiveness) (Fugate et al, 2010;Seghezzi and Mangiaracina, 2020). Including goals and resource utilisation provides an integrated framework (Bressolles and Lang, 2019;Elgazzar et al, 2019;Fernie et al, 2010), where different measures may contrast, or potentially reinforce, each other (Fugate et al, 2010).…”

“…, 2010; Seghezzi and Mangiaracina, 2020). Including goals and resource utilisation provides an integrated framework (Bressolles and Lang, 2019; Elgazzar et al. , 2019; Fernie et al.…”

“…As with other retail sectors facing omni-channel logistic challenges (B ezes, 2021;Jocevski et al, 2019;Kembro and Norrman, 2019), the increased demand and home deliveries of perishable products via online ordering has changed the retail supply chain in the grocery sector (Salhieh et al, 2021;Seghezzi and Mangiaracina, 2020;Xiao et al, 2018). This includes a shift in last-mile logistic (LML) costs and executions from consumers to retailers and, potentially, producers (Castillo et al, 2022;Melkonyan et al, 2020) and thereby an increased need to coordinate among actors (Bressolles and Lang, 2019;Kuhn and Sternbeck, 2013;Olsson et al, 2019). Coordination complexity increases with the number of actors, which dilutes the logistic performances measured (Belavina et al, 2017;H€ ubner et al, 2016) and highlights the importance of both efficiency and effectiveness of resource use and goal fulfilment for the actors to minimise suboptimisations in the supply chain (Melkonyan et al, 2020;Salhieh et al, 2021).…”