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- Haag, Linnea, 1992-
(författare)
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Dynamic capabilities for managing logistics challenges of retailers
- 2021
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Doktorsavhandling (övrigt vetenskapligt/konstnärligt)abstract
- The increase in globalisation of trade, digitalisation and new technical advances in marketing, IT, and logistics have created new opportunities for retailers to expand and reshape their businesses. These changes have resulted in more complex logistics, and retailers are now facing several critical logistics challenges. To manage these challenges, retailers need to have dynamic capabilities (DCs) that enable them to continuously modify their logistics in order to create and maintain wellfunctioning logistics systems that are both cost-effective and service oriented. In addition, retailers need to have specific antecedents in place that enable them to develop and use such DCs. Despite the importance of DCs in retail, there is a limited understanding of these DCs and their antecedents, and how they enable retailers to adapt their logistics to manage logistics challenges. Hence, the purpose of this dissertation is to: Using a DC lens, explain how retailers can manage logistics challenges. This dissertation is based on two studies and includes six appended papers, which together cover the two logistics challenges of geographical expansion of retailers and transition to omni-channel retailing. The methodologies applied include a combination of literature studies and multiple case studies of large-sized Swedish retailers, in order to identify, describe, and explain DCs and their antecedents in a retail setting. A DC lens was used to study DCs and their antecedents from an intraorganisational and an interorganisational perspective, in which intraorganisational DCs were first studied in the geographical expansion of retailers, followed by interorganisational DCs (IDCs) in the transition to omni-channel retailing. The findings present accessing, integration, and utilisation as three important DCs to manage the geographical expansion of retailers. In addition, the findings present three receive-oriented IDCs: accessing, integration, and utilisation, as well as two transferoriented IDCs: identify knowledge-transfer opportunities and transfer of knowledge, which together are important for the transition to omni-channel retailing. In terms of antecedents, four antecedents of intraorganisational DCs: centralised logistics control, centralised logistics structure, standardisation of logistics operations, and learning orientation, were found to support the geographical expansion of retailers. In the transition to omni-channel retailing, two antecedents of IDCs: supply chain orientation and learning orientation, were found. This research provides in-depth insight into how retailers can manage two important logistics challenges in retail: the geographical expansion of retailers and the transition to omni-channel retailing. In addition, this research provides a refinement of DCs and their antecedents to increase our understanding of how such DCs and their antecedents enable retailers to manage different logistics challenges. Previous research has not identified, described, or explained how DCs enable retailers to systematically adapt their logistics to new conditions and issues related to different challenges. By studying DCs from both an intraorganisational and an interorganisational perspective, this research identifies a distinction between receive-oriented and transfer-oriented DCs, which are essential for accessing, integration, and utilisation of external resources, as well as for identifying and transferring internal resources, in order to facilitate new logistics solutions to manage different logistics challenges. For logistics practitioners, this research demonstrates the importance of retailers working systematically to manage different logistics challenges and provides several concrete examples of how retailers can take on such challenges, as well as summarising valuable learning and experiences from retail practitioners. In addition, the research reveals the importance of a shared logistics vision, a proactive role taken by the logistics function of retailers, and collaboration between retailers and LSPs, in order to better manage logistics challenges in retail.
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| 3. |
- Hoshi Larsson, Martin, 1985-
(författare)
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The role of context, activities, and organization, in Value-Based Procurement
- 2018
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Licentiatavhandling (övrigt vetenskapligt/konstnärligt)abstract
- This thesis explores the adoption of a Value-Based Procurement Strategy. A procurement strategy is value-based when it facilitates procurement to develop attractive value propositions for both suppliers and internal stakeholders. The procurement function, including its activities and organization, and the collaboration with suppliers, are shaped to achieve this goal. SAAB, a Swedish military fighter airplane manufacturer, has been driven to adopt such a strategy by its surrounding context and market position, which demand that SAAB find new ways to attract key suppliers. SAAB responded to this demand by offering suppliers alternative benefits in terms of, for example, knowledge, intelligence, standardization, co-marketing, and prioritization. SAAB offers the empirical opportunity taken by this thesis to explore Value-Based Procurement.A theoretical framework built on literature on procurement in terms of procurement context, procurement activities, and procurement organization informs this study. The framework also encompasses literature on value and value propositions. A value perspective describes well both how SAAB’s procurement function has been shaped, and the work that the procurement department does. Nearly thirty hours of interviews with people of different roles within the procurement organization of SAAB and a workshop involving multiple key informants form the empirical base for this explorative, qualitative, single-case study. A thick empirical description of SAAB’s Strategic Sourcing department and its work allows the reader to assess generalizability. The analysis building thereon results in nineteen propositions for how the adoption of a Value- Based Procurement Strategy has implications for procurement activities and organization.This study contributes in several ways to research. It recounts an in-depth revelatory case of the adoption of a Value-Based Procurement Strategy and a customer taking a leading role in developing value propositions for suppliers and itself, thus providing insight into an unexplored area. The procurement context encourages the adoption of a Value-Based Procurement Strategy and plays a role in determining what is valuable to suppliers. The procurement activities and procurement organization play enabling roles in successfully implementing Value-Based Procurement, and act as drivers of value proposed to suppliers. Value propositions are tools for developing procurement strategy and for execution thereof through procurement. This thesis also deepens the understanding of value by promoting a parallel view of co-developed customer and supplier value. Finally, it contributes to procurement literature by showing that the buying side has value propositions to make. This thesis contributes to managers by illustrating how a Value- Based Procurement Strategy can be adopted, and possible reasons why it should. It also proposes “value actions” as possible Value-Based Procurement Strategy improvement efforts.
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