The Returns Management Process

Rogers, Dale S.; Lambert, Douglas M.; Croxton, Keely L.; García‐Dastugue, Sebastián J.

doi:10.1108/09574090210806397

Cited by 224 publications

(283 citation statements)

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“…A conscious effort to adopt a green initiative for brands offering products can be in the recycling of products at different stages of their life cycles. This practice will enable a firm to efficiently manage the waste produced as a result of products being disposed of or returned by its customers (Rogers et al, 2002).…”

Section: Research Motivationmentioning

confidence: 99%

Sustainability as corporate culture of a brand for superior performance

Gupta

Kumar

2013

Journal of World Business

161

104

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Sustainability as practice and academic research highlight new challenges and opportunities for businesses. This paper reviews the extant literature to understand the ability of sustainable green initiatives when practiced as a corporate culture to individually create new opportunities for operations, management and marketing. According to current research, business opportunities exclusively available to different functions of a firm can drive its performance. The role of marketing in the achievement of superior performance by virtue of sustainability practices is also explained by the existing literature. Branding literature, however, fails to explain the influence of a brand on sustainability-driven opportunities available to a firm for superior performance. The objective of this study is to explore if a brand can strengthen the ability of sustainability-based green initiatives of managers to drive opportunities available to a firm for superior performance. A conceptual framework grounded in the triple bottom line theory is presented based on the assumption that brand as a stimulating factor can accelerate the conversion of opportunities available to a business into superior performance. Academic and managerial perspectives have been used to draw upon the implications of the model. Both practitioners and academic researchers will benefit from future research on this topic.

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Section: Research Motivationmentioning

confidence: 99%

Sustainability as corporate culture of a brand for superior performance

Gupta

Kumar

2013

Journal of World Business

161

104

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“…Mostard and Teunter (2006) report that for catalogue retailers return rates on fashion items ''are generally around 35-40%, but can be as high as 75%" of demand. Rogers et al (2002) mention that returns on online selling can be as high as 40%. Toktay et al (2000) reports return intensities of 50% for Kodak reusable cameras, and for car part remanufacturing return intensities can be very close to the demand intensity (van der Driesch et al, 2005).…”

Section: Introductionmentioning

confidence: 99%

Inventory control with product returns: The impact of imperfect information

Brito

Laan

2009

European Journal of Operational Research

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Product returns are characterized by considerable uncertainty on time and quantity. In the literature on inventory management for product return environments best forecasts of future returns are associated with methods that use the most information regarding product return history. In practice, however, data is often scarce and unreliable, while forecasts based on historical data, reliable or not, are never perfect. In this paper we therefore investigate the impact of imperfect information with respect to the return process on inventory management performance. We show that in the case of imperfect information the most informed method does not necessarily lead to best performance. The results have relevant implications regarding investments in product return information systems.

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“…Murphy and Poist (2000) further explained that green logistics strategies include recycling processes and reuse of materials, as well as reduction of consumption of raw materials in manufacture processes. As a result of this perspective, closed-loop supply chains have received most of the attention in specialized literature (ROGERS et al, 2002). Authors also point out that pioneers concentrated their researches on reverse logistics.…”

Section: Independent Journal Of Management and Production (Ijmandp)mentioning

confidence: 99%

Sustainability As A Success Factor In Global Operations: A Survey Of Car Manufacturing Supply Chains

Pozo

Akabane²,

Galhardi³

et al. 2015

Ind. Jour. Man. & Prod.

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526 INDEPENDENT JOURNAL OF MANAGEMENT & PRODUCTION (IJM&P)http://www.ijmp.jor.br v. 6, n. 2, April -June 2015 ISSN: 2236-269X DOI : 10.14807/ijmp.v6i2.290 southeast region of Brazil and globally. The results show that the wave of sustainability is a result of more than just the threat of negative publicity, and it is pushing enterprises into the green zone. At the same time, economic instability with oscillating growth is forcing enterprises to concentrate on improving efficiency to compensate for unstable demand and the price volatility of commodities, including water and energy.

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The Returns Management Process

Cited by 224 publications

References 0 publications

Sustainability as corporate culture of a brand for superior performance

Sustainability as corporate culture of a brand for superior performance

Inventory control with product returns: The impact of imperfect information

Sustainability As A Success Factor In Global Operations: A Survey Of Car Manufacturing Supply Chains

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