Mean-downside-risk and mean-variance newsvendor models: Implications for sustainable fashion retailing

Newsvendor models have been well-established for studying supply chain management problems with fashionable products. In this paper, we explore the mean-downside-risk (MDR) and mean-variance (MV) newsvendor models under both the exogenous and endogenous retail price decision cases. We first construct analytical models with the MDR and MV objectives. We then show that the analytical solution schemes for both the MDR and MV problems are the same. With the measures for sustainability such as the expected quantity of goods leftover, the expected sales to expected goods leftover ratio, the rate of return on investment, and the probability of achieving a pre-determined profit target, we proceed to compare the levels of sustainability by the fashion retailers which employ the mean-risk and the risk neutral models. Insights are generated.     

Optimal pricing and order quantity for the newsvendor problem with free shipping

To attract and keep customers, companies, especially those in e-business, are increasingly offering free shipping to buyers whose order sizes exceed the free shipping quantity. In this paper, given the supplier offers free shipping and the retailer faces stochastic demand, we determine the retailer's (i.e., the newsvendor's) optimal order quantity and the optimal selling price simultaneously. We consider two different ways in which price affects the demand distribution, namely price only affects the location or scale of the demand distribution. We explicitly incorporate the supplier's quantity discount and transportation cost into the models. The transportation cost function is very general, which includes those most commonly used in the literature. We numerically examine the impacts of free shipping, quantity discount, transportation cost, and demand variance on the retailer's optimal order quantity and pricing decisions. We find that even though the retailer faces uncertain demand, free shipping can effectively encourage the retailer to order more of the good and can benefit the supplier, the retailer, and the end customers. An increase in transportation cost or a decrease in purchase price will induce the retailer to order more of the good and decrease the retail price. With increasing demand variance, the retailer should order more of the good. We also find that the newsvendor can cope with demand variance by taking advantage of free shipping.     

Ordering and pricing policies in a manufacturing and distribution supply chain for fashion products

In the paper, we develop a model of manufacturing and distribution supply chains that are operating to meet price-sensitive random demand for products with short life cycles such as fashion products. Two specific scenarios are considered. The manufacturer-controlled scenario is one where the distributor shares price-sensitive random demand with the manufacturer, and the manufacturer controls the supply chain stocking decisions and bears the risk of overstocking costs. The distributor-controlled scenario works in the opposite direction. Prevailing wisdom suggests that the manufacturer should control supply chain decisions (e.g., via vendor-managed inventory). Our results indicate that such an arrangement is against the interest of a distributor selling short life-cycle products. Furthermore, we find that the total supply chain profit is generally higher when the distributor controls the supply chain stocking decisions and bears the risk of overstocking costs.     

Optimal pricing and order policies with B2B product returns for fashion products

We study optimal pricing and order policies in supply chain management of fashion products (e.g., a fashion apparel category) with consideration of product returns between supply chain partners (B2B). In order to study channel performance and optimal policies, two stochastic models for centralized channel and decentralized channel are, respectively, developed to handle new fashion and off-season product sales. In the centralized channel, closed-form solutions for optimal order and pricing decisions are proposed for new fashion products. Further, in a decentralized channel, the Stackelberg game model is proposed to derive the optimal Stackelberg equilibrium solution, and then a buy-back contract is designed to coordinate the channel. We also perform parameter analysis on performance of the two channel models. Numerical analysis is finally presented to validate our theoretical results and compare channel performances.     

Supply-chain pricing—A new perspective on pricing in industrial markets

There is growing recognition that collaborative business relationships within the supply chain provide interesting opportunities for mutually increased benefit. However, while efforts on improving collaboration within the supply chain are indeed already widespread in some aspects of goods and services—for example, many manufacturers integrate their logistics function with those of their suppliers—such efforts are lacking when it comes to pricing. In contrast to the predominant position of pricing in most industries, the following article will investigate the opportunities for suppliers and customers to collaborate on pricing in order to establish mutually beneficial relationships. The article will demonstrate that this goal can only be attained when price is no longer regarded as an ex ante distributive parameter between market partners, but as a joint tool for outcome optimization within the overall supply chain process. We will clarify this new perspective with a calculation example and point out managerial implications for practical implementation.     

Logistics and supply chain management in luxury fashion retail: Empirical investigation of Italian firms

The Italian industry of fashion goods is a business worth 67.6€ billion in 2006 (Il Sole 24ore, January 10, 2007), of which about 26€ billion is due to the luxury segment. Marketing gurus state that “consumers everywhere at every income level want more luxury” [Danziger, P.N., 2005. Let them Eat the Cake: Marketing Luxury to the Masses as well as the Classes. Dearborn Trade Publishing, Chicago]: therefore, companies should move brands towards a higher positioning and add more valuable features to products and services, but this cannot be obtained only by means of marketing efforts. Which is the role of operations and supply chain management in luxury fashion companies’ success? This paper presents the results of the exploratory stage of a research project ongoing at Politecnico di Milano and dealing with supply chain management in the luxury fashion industry. In total, 12 Italian luxury fashion retailers have been studied in order to describe the main features of operations and supply chain strategies in the luxury fashion segment and to identify their role with respect to the relevant critical success factors.     

Trade promotion mode choice and information sharing in fashion retail supply chains

Trade promotion has a significant impact on the retail business, particularly in the fashion sectors. Manufacturers have traditionally been concerned with the inefficiency of trade promotion due to the low pass-through rate of the trade deals from retailers to customers. The scan-back (SB) trade deal, which monitors a retailer's sales via an IT system, benefits the manufacturer, but may or may not benefit the retailer. We provide insight into when a retailer in a two-stage supply chain has incentive to accept the SB trade deal. We show that (1) the manufacturer and the entire supply chain can always benefit from the SB trade deal while the retailer benefits only under some conditions, and that (2) both the retailer and the manufacturer can benefit from the SB trade deal if the SB deal is accompanied by a buyback (BB) contract. We examine the effect of a retailer's confidential pass-through rate on both the retailer's and the manufacturer's incentives to use the SB trade deal.     

A framework of E-SCM multi-agent systems in the fashion industry

The fashion industry's supply chain is full of uncertainty and unpredictability. Thus, building an intelligent system to effectively capture the requirements of customers and help manage the supply chain is very important. Typical quick response (QR) systems have been broadly used in the fashion industry to serve as a way of maintaining an efficient supply chain management (SCM). The original functions of a QR system cannot, however, completely overcome the challenge of quickly satisfying the requirements of customers with effective customer relationship and quality of service. In this paper, we have integrated the typical management information system (MIS) development procedure with that of an e-fashion SCM multi-agent system. Some related research and reports from different countries have been thoroughly surveyed in order to find possible IT and non-IT methods for use in the SCM of fashion retailers. This paper thus provides an electronic fashion SCM system by adopting the techniques of the Semantic Web and multiple agents. The proposed system can integrate different information technologies to make its behavior more intelligent and to catch more useful information from customers. Its implementation also considers some practical issues in the fashion retailing SCM.     

The impact of environmental management systems on financial performance in fashion and textiles industries

With rising environmental concerns from consumers and stakeholder groups, environmental management has become an important responsibility for today's fashion and textiles manufacturers. The production of fashion and textiles related products often requires high levels of energy and water consumption, and emits large quantities of pollutants to the environment. Therefore, the adoption of environmental management systems (EMSs) is important and could have a significant impact on these firms' operational performance. This study presents empirical evidence on the performance impact of EMS adoption in the fashion and textiles related industries (FTIs). Although EMSs have emerged as a passport to business in the FTIs, their actual impacts on firms' financial performance have not been explored. We reveal that the adoption of ISO 14000, the most popular EMS, improves manufacturers' profitability in the FTIs over a three-year period as measured by return-on-assets (ROA). Based on our sample, we find that profitability improvement started during the implementation stage and continued at least one year after the firm obtained ISO 14000 certification. We also find that profitability improvement is mainly due to improvement in cost efficiency, measured by return-on-sales (ROS). Specifically, certified firms improved up to 2.9% in ROA and 3.3% in ROS over the three-year period since they implemented ISO 14000. We conclude that there is a positive impact of EMS adoption on firms' financial performance in the FTIs.     

Business networks and retail internationalization: A case analysis in the fashion industry

The paper presents different theoretical perspectives on the issue of business networks and their role in the process of internationalization. With regard to methodology, a specific case study is conducted of a vertically integrated firm in the fashion supply chain, which has implemented branding and retailing strategies in international markets. The case analysis, which is the result of a longitudinal study conducted over several years, aims at an in depth analysis of the extent to which business relationships represent a learning context involving opportunities/constraints in the internationalization process. The paper outlines the relationship between the specific business model, the international patterns followed, and business relationships. Three research questions are posed and discussed. Some final remarks on the relationships between business networks and international retail expansion conclude the work.     

Towards a sustainable fashion retail supply chain in Europe: Organisation and performance

Sustainability issues are particularly sensitive to the fashion supply chain, given current fierce competition, intensive resource use, and the exposure of penurious labour conditions in some regions.In this paper, we discuss how the sustainability movement is impacting the fashion retail supply chain organisation and its performance. We carried out a study with stakeholders of the fashion industry and we report on their views. We elaborate on the challenges and conflicts of the different dimensions of sustainability, and we discuss how to leverage both the internal and external organisations in the European supply chain.     

CEO championing of pricing,pricing capabilities and firm performance in industrial firms

CEOs uniquely shape activities within the firm. Among potential activities, pricing is unique: pricing has a direct and substantial effect on firm performance. In what may be the first quantitative study in industrial marketing polling exclusively CEOs globally we examine to which degree CEO championing of pricing influences pricing capabilities and firm performance. Our sample consists of 358 CEOs of industrial firms. Our results suggest that the level of championing of pricing by the CEO positively influences decision-making rationality, pricing capabilities, and collective mindfulness thereby leading to a significantly higher firm performance. This study also documents a relationship between decision making rationality and pricing capabilities (but not firm performance) thus suggesting that intuition in pricing decisions could drive firm performance.     

A two-stage fuzzy-AHP model for risk assessment of implementing green initiatives in the fashion supply chain

Green or environmental concerns are drawing more and more attention both in academia and industry. Careful deployment of green initiatives or policies could not only fulfil the requirements of environmental legislation but also lead to a competitive advantage for firms. Nevertheless, making optimal decisions in this regard is not easy. This is principally due to two reasons: (1) the qualitative nature of, and (2) the uncertainty associated with, the parameters involved in the decision-making process. Analytic hierarchy process could be a useful tool to tackle the first challenge because of its ability to handle both qualitative and quantitative variables (decision criteria). Unfortunately, this approach is inadequate at addressing the uncertainties common in real-life applications. This challenge is particularly noticeable in the fashion industry since demand is very volatile, and there are many uncertain variables associated with the whole supply chain. As a result, this paper blends fuzzy logic, which is a popular method of incorporating uncertain parameters into the decision-making process, with analytic hierarchy process to form a selection (decision-making) model for different green initiatives in the fashion industry. The rationale behind the model is to analyse the associated risk of different alternatives, subject to different factors, be they deterministic or not. A numerical example is included in this paper to demonstrate how the proposed model works.     

Joint determination of inventory replenishment and sales effort with uncertain market responses

An optimal joint operational and marketing decision is crucial for robust supply chain management. This paper addresses concurrent determination of inventory replenishment and sales effort decisions such as price, incentives to salesforce, and short-term promotions, or a combination of them. Market responses to sales efforts are typically highly uncertain, and demand in each period has its distribution dependent on the selected sales effort. In each period a replenishment order may be issued, which incurs both fixed and variable ordering costs, and at the same time the sales effort is also determined, the execution of which may incur costs. For such a model, the previously developed methods which are used for the joint inventory-pricing models become inadequate. A computational procedure for obtaining an optimal joint policy is addressed, and the conditions for the optimality of that policy are identified.     

Inter-temporal inventory competition and the effects of capacity constraints

This paper addresses an intertemporal inventory competition between a supplier (a provider, manufacturer) and a retailer engaged in a supply chain. The paper's focus is on the effect of capacity constraints on both parties when demands are seasonal. The paper provides a comparative study of two solution approaches, one is based on supply chain competition and the other is based on system wide optimization. Our results demonstrate that with dynamic inventory competition, the retailer reduces inventory costs by reducing the response period to higher demands while increasing the supply requests compared to the system-wide optimal approach. As a result, the supplier's inventory costs increase. An example illustrating these particular facets of the problem and its application is presented and discussed in light of the supplier and the retailer coordinating policies.     

Managing the trade-off between relationships and value networks. Towards a value-based approach of customer relationship management in business-to-business markets

The management of buyer-seller relationships was an early antecedent to the development of customer relationship management (CRM) concepts. Currently, CRM concepts are being challenged by the rise of value networks. Value networks can and, often, do interfere with customer relationships and thereby call for a broader range of concepts to analyze and understand relationship management and the influence of value networks on relationships. This introductory article describes the nature of the problem between relationships and value networks, reviews the current state of research, and describes the contributions of the articles presented in this special issue on CRM in business-to-business markets.     

The integration between marketing and purchasing in the traceability process

This paper provides an overview of the implications of integrating marketing and purchasing offered by traceability. The research offers some evidence of the adoption of different traceability approaches by actors along the supply chain, illustrating the relevance of the traceability issue and how traceability can be exploited. The paper presents findings from a case analysis process of five actors in the fashion industry. This industry has experienced strong integration between industrial and retail functions and relevant changes in the organisation of production networks (global shift of production to new industrialized countries and emerging markets) which place emphasis on the traceability topic. Traceability emerges as a complex concept that concerns the sharing of information about the product and production processes along the supply chain in BTB networks up to the consumers in the final market. The issue analysed focuses on organising, with a discussion of two different uses of traceability: traceability as a tool for inter-organisational control and traceability as a tool for market power. The two approaches give rise to different implications at the individual company and business network levels. The traceability process has intraorganisational consequences in terms of contents, technologies and actors involved in its implementation. These consequences are different according to the role played by the process.     

Exact and approximate calculation of the cycle service level in periodic review inventory policies

The parameters of stock policies are usually determined to minimize costs while satisfying a target service level. In a periodic review policy the time between reviews can be selected to minimize costs while the order-up-to-level is based on the fulfilment of a target service level. Generally, the calculation of this service measurement is obtained using approximations based on an additional hypothesis related to the demand pattern. Previous research has shown that there is a substantial difference between exact and approximate calculations in some general circumstances, so in these cases the service level is not accomplished or the stock level is overestimated. Although an exact calculation of CSL was developed in previous work, the computational effort required to apply it in practical environments leads to the proposal of two approximate methods (PI and PII) that, with the classic approximation, are analysed and evaluated in this paper. This analysis points out the risks of using the classic approximation and leads one to suggest PII as the most suitable and accurate enough procedure to compute the CSL straightforwardly in practice. Additionally, a heuristic approach based on PII is proposed to accept or reject an inventory policy in terms of fulfilling a given target CSL. This paper focuses on uncorrelated, discrete and stationary demand with a known distribution pattern and without backlog.     

Market frictions and the competitive advantage of internal labor markets

Research summary : We show that frictions in labor and capital markets can be a source of competitive advantage for affiliates of corporate groups over stand‐alone firms in environments where benefits from internal markets' flexibility are high. We argue that the advantage of flexibility in changing labor inputs is related to how difficult it is to change capital inputs. We predict that if substituting labor with capital is difficult, the group advantage of flexibly changing labor would be stronger in countries with high levels of financial development. Consistent with this prediction, we find a stronger competitive advantage for group affiliates in countries with rigid labor markets but flexible capital markets. In these environments, group affiliates are more prevalent and outperform stand‐alone firms in terms of growth and profitability. Managerial summary : This research shows that the capacity to redeploy workers across internal units of the firm can be a source of competitive advantage in countries that impose strict employment protection laws. We show that the strategic advantage of labor flexibility is affected by how difficult it is to change capital inputs and that labor flexibility is a stronger source of competitive advantage in countries where developed financial markets allow for more flexible capital adjustment. In these settings, strategies designed to lower costs of internal mobility (e.g., locations of greater geographic concentration between units and in regions with less competitive external markets), development of corporate culture supportive of frequent change, and personnel development through internal rotation can result in substantial financial payoffs. Copyright © 2015 John Wiley & Sons, Ltd.