Exploring logistics performance management in supplier/retailer dyads

Abstract

Purpose – The first purpose of this study is to explore logistics performance management practices and lessons learned in some supplier/retailer dyads across retail industries. A second purpose is to suggest a continued research agenda for logistics performance management across retail industries. Design/methodology/approach – Case studies are conducted in four supplier/retailer dyads in different retailing industries in Sweden. The analysis is of a cross-case character and uses a pattern matching approach. Findings – Large differences in practices within and between dyads are found. Some problems were indicated: lack of trust; difficulties in developing a collaborative culture; difficulties in relating metrics to customer value and lacking IT support. A previously unknown obstacle, the internal collaboration with category management, was identified. A good example was found in an industry standard. State-of-the-art descriptions, international comparisons, exploring the interface with the stores and combating identified problems were found to be relevant topics for continued research. Research limitations/implications – The limitations are mainly related to the small number of cases, but since the purpose of this study is exploratory, this should be acceptable. The theoretical contribution is a first step in the expansion of knowledge on logistics performance management from manufacturing to retailing companies. Practical implications – The practical contribution includes insights in the shape of descriptions and lessons learned in different retail industries. Originality/value – No identified study has explored logistics performance management as a whole across retail industries with a dyadic approach.