2013
DOI: 10.1007/s12063-012-0075-9
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Integrative retail logistics: An exploratory study

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Cited by 100 publications
(96 citation statements)
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References 39 publications
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“…To streamline distribution issues, we focus on non-food distribution, which differs fundamentally from food distribution in terms of its requirements (e.g., Kuhn and Sternbeck 2013;Hübner et al 2013bor Hübner et al 2016a. Nowadays nonfood is still the main sector for OC concepts (Forrester 2014).…”
Section: Introductionmentioning
confidence: 99%
“…To streamline distribution issues, we focus on non-food distribution, which differs fundamentally from food distribution in terms of its requirements (e.g., Kuhn and Sternbeck 2013;Hübner et al 2013bor Hübner et al 2016a. Nowadays nonfood is still the main sector for OC concepts (Forrester 2014).…”
Section: Introductionmentioning
confidence: 99%
“…Kuhn and Sternbeck (2013) use qualitative interviews to identify that space management and in-store logistics are not yet well aligned, and that this constitutes a new area of research. Reiner et al (2013) identify opportunities for improving in-store logistics and show that it is important to not only consider customer needs and the demand side when designing store layout and taking shelf-space decisions, but also logistics requirements.…”
Section: Conceptual Background and Decision Problemmentioning
confidence: 99%
“…This is referred to as ''spaceelastic demand''. Additionally, the costs associated with in-store replenishment are significant, because in-store logistics costs amount to up to 50% of total retail supply chain costs (Kotzab and Teller 2005;Broekmeulen et al 2006;Reiner et al 2013;Kuhn and Sternbeck 2013). However, the options for changing replenishment frequencies are subject to the availability of backroom inventory for intermediate storage (Eroglu et al 2013;Pires et al 2016) and the degree of freedom to choose different delivery frequencies (Sternbeck and Kuhn 2014).…”
Section: Introductionmentioning
confidence: 99%
“…For this reason, inventory and picking quantities are easier to plan for the bricksand-mortar business and capacities can be reserved, while capacities for online orders have to be adapted dynamically during the day. Replenishment lead times for stores are assigned centrally by the retailers, which allows the use of fixed cut-off times and fixed delivery times (Hübner et al 2013;Kuhn and Sternbeck 2013).…”
Section: Structures and Challenges In Multi-channel Warehouse Capacitmentioning
confidence: 99%