2008
DOI: 10.1007/s10479-008-0397-z
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The assessment of retailing efficiency using Network Data Envelopment Analysis

Abstract: EURO 24 -Lisbon 2010Traveling salesperson problem (TSP) instances encountered in real-world logistics operations are often sparse and asymmetric, and of large size. The literature on tabu search heuristics for the traveling salesman problem primarily deals with relatively small symmetric TSPs defined on complete graphs. In this paper, we provide data structures which speed up the performance of tabu search on large sparse asymmetric TSPs. We show that the speed up using our data strucures is significant, and a… Show more

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Cited by 62 publications
(33 citation statements)
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“…The network DEA model (Fare and Grosskopf 2000), an alternative to the black box model, enables managers to identify sources of inefficiencies in different stages of a network Hwang 2008, 2010;Kao 2014). Network DEA has been applied extensively, from the banking industry (e.g., Lozano 2015;Matthews 2013;Akther et al 2013) to other industrial and services sectors (Mirhedayatian et al 2014;Moreno and Lozano 2014;Vaz et al 2010). Several recent studies have applied network DEA to the banking industry, measuring the efficiency of commercial banks: Akther et al (2013) evaluated the efficiency of 21 commercial banks in Bangladesh in a two-staged network using the slacks-based inefficiency measure; Matthews (2013) developed a three-stage network slacks-based DEA framework that incorporated risk measures (i.e., financial and human resources-related risks) and non-profit loans to evaluate the efficiency of 15 domestic and commercial banks and four foreign banks in China; and K. adopted an additive two-stage DEA with non-profit loans as undesirable outputs to measure the efficiency of 16 main Chinese commercial banks, identifying several factors that improve efficiency in this sector.…”
Section: Dea and Network Dea In Banking Industrymentioning
confidence: 99%
“…The network DEA model (Fare and Grosskopf 2000), an alternative to the black box model, enables managers to identify sources of inefficiencies in different stages of a network Hwang 2008, 2010;Kao 2014). Network DEA has been applied extensively, from the banking industry (e.g., Lozano 2015;Matthews 2013;Akther et al 2013) to other industrial and services sectors (Mirhedayatian et al 2014;Moreno and Lozano 2014;Vaz et al 2010). Several recent studies have applied network DEA to the banking industry, measuring the efficiency of commercial banks: Akther et al (2013) evaluated the efficiency of 21 commercial banks in Bangladesh in a two-staged network using the slacks-based inefficiency measure; Matthews (2013) developed a three-stage network slacks-based DEA framework that incorporated risk measures (i.e., financial and human resources-related risks) and non-profit loans to evaluate the efficiency of 15 domestic and commercial banks and four foreign banks in China; and K. adopted an additive two-stage DEA with non-profit loans as undesirable outputs to measure the efficiency of 16 main Chinese commercial banks, identifying several factors that improve efficiency in this sector.…”
Section: Dea and Network Dea In Banking Industrymentioning
confidence: 99%
“…Xu et al 2009), retailing (e.g. Vaz et al 2010), banking (e.g. Al-Faraj et al 1993) and transport (e.g.…”
Section: Data Envelopment Analysis (Dea) and Its Applicationsmentioning
confidence: 99%
“…Concerning food-based outlets, few studies analysed the performance of multiple stores within the same organisation, such as Keh and Chu (2003), Barros and Alves (2004), Camanho et al (2009) and Vaz et al (2010), which analysed supermarkets from an organisation. DEA was also used to assess the efficiency of supermarket chains by Athanassopoulos and Ballantine (1995).…”
Section: Review Of Literature On Retailing Performancementioning
confidence: 99%
“…Although this is a crude measure of the activity of each store, that could be further refined by separating the sales by individual store sections, this is outside the scope of this paper. A detailed analysis of performance of store sections and optimisation of resource allocation within the stores is available in Vaz et al (2010). Note that central management is in charge of the negotiation of contracts with suppliers, the definition of promotional policies and the selection of products and establishment of prices for each store of the chain.…”
Section: Model Specificationmentioning
confidence: 99%