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- Gutiérrez Chiriboga, Jorge, 1973-
(författare)
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Roadblocks to Implement Electric Freight Transports : Challenges for Commercial Vehicle Manufacturers and Hauliers
- 2024
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Licentiatavhandling (övrigt vetenskapligt/konstnärligt)abstract
- The freight transport industry is crucial for the global economy and a key element of all supply chains and logistics systems. The demand for freight is expected to more than double over the next three decades. Freight transport’s externalities and negative impact on the environment have been highlighted in previous research and reports. At the same time, the latest IPCC (2023) report highlights the urgency to dramatically cut emissions to mitigate the effects on climate change caused by human actions, which also relates to freight transport, which in essence is a result of the design and management of supply chains. A way of reducing GHG emissions from logistics operations is to implement a variety of environmentally friendly strategies, processes, and activities designed to minimize the environmental impact of such operations. Switching to vehicles powered by zero-emission and non-pollutant technology is one of the proposed strategies to reduce the environmental impact of logistics operations. Electromobility is foreseen to become one of the main pathways to decarbonize supply chains and logistics operations. However, the transition to electromobility entails that many actors in the supply chain are affected. Two important actors in the transition are the Commercial Vehicle Manufacturers (CVMs), as technology providers, and the hauliers, as technology adopters. The implementation of Heavy-duty Battery Electric Vehicles (HBEVs) in rod freight transport entails that, as technology providers, and the hauliers, as technology adopters, are exposed to a range of challenges The purpose of the thesis is to describe and explain the challenges of implementing BEVs among Commercial Vehicle Manufacturers (CVMs) and Hauliers. This thesis targets the intersection of electromobility and supply chain management and aims to contribute to the body of research on green logistics by investigating managerial and business-related aspects of the implementation of HBEVs in road freight transports and to shed light on the subject to practitioners outside academia. The research has been performed through literature reviews and case studies. The case studies include interviews, document studies and observations from two commercial vehicle manufacturers (of which one is a main case and one is a reference case), and eight haulier companies. The research reveals that the challenges for both CVMs and hauliers relate to Technology, Finance, Market, Organization and Policy. Further, the challenges take different shape depending on the actor’s perspective, for example, a technology-related challenge for the CVMs such as battery capacity, translates to a technology-related challenge for the hauliers in terms of limited range. Finally, the challenges can be interrelated and might have a reinforcing effect in many cases, which inhibits, even further, the transition to electrified freight transports. For instance, challenges related to technology have a direct impact on operations and finance. The limited range of HBEVs – a technology challenge – results in a less flexible freight vehicle, that requires a more careful planning from the hauliers’ side – operational challenge. The loss of operational flexibility entails that it’s more difficult for the hauliers to accept unplanned transport assignments from transport buyers, which has a direct impact on the haulier’s earning capacity – a financial challenge.
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| 2. |
- 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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