LOGISTICS AND ASSORTMENT DEPTH IN THE RETAIL SUPPLY CHAIN: EVIDENCE FROM GROCERY CATEGORIES

Managing the logistical issues resulting from changes in assortment depth in the retail supply chain is challenging, involving various complex tradeoffs. While increasing assortment depth can increase sales, it also increases inventory‐holding costs and reduces the amount of space for other items. As space is taken from existing items to increase assortment depth, it reduces the inventory‐holding capacity of existing items on the shelf, increasing expected annual cost of lost sales. The paper presents a conceptual model of the relationships between assortment depth, category gross margins, and the logistical concerns resulting from inventory costs and out‐of‐stocks. Evidence for the significance of depth and resulting costs are provided in an examination of 100 product categories from a case study of a retail grocery chain.     

Advertising Agency-client Attitudes Towards Ethical Issues in Political Advertising

Political advertising has long been a target for criticism regarding unethical behaviour. This study looks at the attitudes of Australian advertising agency executives and politicians towards ethical issues relating to political advertising. A sample of 101 advertising agency executives and 46 federal politicians were compared and some attitudinal differences were found, which could be areas of tension in the agency-client relationship.     

The ecological handicap of the tropics

The long-forgotten subject of the ecological disadvantages of the tropics has been brought to the fore once again by the catastrophic droughts in the Sahel and in southern Africa. The naive belief that economic development is simply a matter of finding the right technology and of spreading scientific knowledge must give way to the acknowledgement that the “development threshold” of the tropical countries is very substantial and complex, and that surpassing it will be a long and wearisome business.     

The Quest for Societal ROI in the Midst of the Perfect Storm: Can SCM Set the Standard for Twenty‐First Century Business Education?

The Academy's dual role is to discover and disseminate knowledge. For most of our tenure, we have focused on research's role in fulfilling this societal mandate. We continue that discussion here by calling for more “actionable” research—something that the supply chain discipline is particularly well positioned to do. We now extend the discussion to pedagogy. As the two epigraphs denote, society is looking for a return on its investment—even a reinvention of the university. Increased costs, poor student achievement, and disruptive technology create an environment perfect for disruption. Yet, if we do our job well, current and foreseeable technologies cannot provide the same kind of transformative education that can be cultivated through community‐engaged experiential learning. The good news: The supply chain discipline is perfectly positioned to set the standard for twenty‐first century business education.     

Public Policy Adrift: Veblen’s Blind Drift and Neoliberalism

This paper considers the factors that currently shape and direct public policy formation in the United States. The paper begins by articulating the general position of institutionalists with regard to the purpose of public policy analysis and formulation. Next, a discussion of Thorstein Veblen’s view is presented focusing on his rejection of meliorative tendencies in the economy and the meaning of his concept of blind drift as applied to the likely direction of ongoing social processes. Then, we explore a contemporary analysis of the belief in the role of meliorative trends in contemporary social and economic policy analysis and discussions by James K. Galbraith. Then, we examine Philip Mirowski’s recent analysis of the shaping of the direction of public policy debate by what he refers to as the neoliberal thought collective as a mitigating factor to the blind drift suggested by Thorstein Veblen.     

Can We Stay Ahead of the Obsolescence Curve? On Inflection Points,Proactive Preemption,and the Future of Supply Chain Management

Great companies—like great products and great nations—have always endured a four‐stage life cycle: emergence, growth, maturity, and decline. Faster clockspeeds—enabled by compressed technology cycles and accelerated by new knowledge‐sharing routines such as crowdsourcing—are shrinking life cycles. What does this mean? Entities of all kinds now find themselves in a constant race against obsolescence. We thus ask a vital question,”Can we (as a discipline) stay ahead of the obsolescence curve?” Technological and sociological inflection points promise to change the rules of engagement. For instance, 3D printing, Big Data, and drones promise to change management practice. Budget deficits, poor skill improvement, and MOOCs promise to change academe. We discuss adaptation challenges and proactive preemption as preludes to presenting various visions of the future of supply chain management.     

The SCM Knowledge Supply Chain: Integrating World Views to Advance the Discipline

Supply chain management is a discipline immersed in knowledge creation and dissemination concerning the integration of business processes across functions and among firms. Academics are the producers and distributors in this knowledge supply chain. The Council of Supply Chain Management Professionals (CSCMP) provides numerous opportunities to integrate functions and processes between academics and practitioners. The Journal of Business Logistics, the CSCMP Educators' Conference, the CSCMP Annual Global Conference, and CSCMP per se, provide the venue for linking academics to practice, bridging the gap between the two groups as part of the same universe of value creation. Being actively involved in all of these makes a researcher more complete, relevant, and rigorous.     

Supply Chain Game Changers—Mega,Nano, and Virtual Trends—And Forces That Impede Supply Chain Design (i.e., Building a Winning Team)

Strategic systems design is essential to structuring and governing a supply chain for competitive advantage. To effectively co‐create value, decision makers must manage the three rights of supply chain design: right players, right roles, and right relationships. Doing this well requires managers discern how the unwritten competitive rules are changing as well as determine firm readiness to compete. As part of this analysis, we briefly explore five emerging “game changers” that represent potential supply chain design inflection points: (1) Big Data and predictive analytics, (2) additive manufacturing, (3) autonomous vehicles, (4) materials science, and (5) borderless supply chains. We also consider four forces that impede transformation to higher levels of value co‐creation: (1) supply chain security, (2) failed change management, (3) lack of trust as a governance mechanism, and (4) poor understanding of the “luxury” nature of corporate social responsibility initiatives. How well managers address sociostructural and sociotechnical issues will determine firm survivability and success.     

Sweating the Assets: Asset Leanness and Financial Performance in the Motor Carrier Industry

Originally adopted by the automotive manufacturers, lean management practices have since been applied to many other manufacturing industries. This study reviews the different theoretical perspectives on the leanness‐performance relationship in the context of the motor carriage industry. Drawing on both the lean management in logistics and organizational slack literatures, we develop hypotheses addressing the link between asset leanness and financial performance. These hypotheses are empirically tested using a comprehensive panel data set of 1,172 firm‐quarter observations from the U.S. publicly traded truckload motor carriers. Initially expecting an inverted U‐shaped relationship between asset leanness and performance, findings indicated a U‐shaped relationship, both for carriers' total assets and the subset of trailer assets.