Retail Operational Strategies in Complex Supply Chains

Abstract

The correct choice, implementation and evolution of an operations strategy can provide considerable competitive advantage. However, how many organizations in the Fast Moving Consumer Goods (FMCG) industries really understand the components of such strategies and their power when properly deployed? Supply chain management, lean thinking, agile operations, quick response, virtual organization, time‐based competition to name but a few, currently receive extensive coverage in management literature. But, what core competencies, management activities, resources and technologies comprise an effective operational strategy in a retail logistics context? From empirical research, we demonstrate that the various elements forming an operational strategy are often part of a distinct implementation pattern that can be customized at the level of individual product and/or customer behavior and replicates the complexity of the setting. The research aims to help management better understand demand and tailor a number of operational strategies to the behavior of that demand.

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