Using the Pack‐and‐a‐Half Rule to Eliminate Backroom Inventories in Retail Operations

In the retail industry, backroom inventories are typically associated with higher labor costs and greater operational complexity. Thus, retailers look for ways to eliminate backroom inventories. A heuristic used for this purpose is the pack‐and‐a‐half rule which suggests that the shelf space allocated for a product should be at least 50% larger than the case pack quantity in which the product is delivered. Despite its popularity among retailers, the pack‐and‐a‐half rule has been ignored in the academic literature. We introduce the pack‐and‐a‐half rule, assess its impact on a retailer's profits, identify cost, demand, and product characteristics driving this impact, and propose a modification. Based on an analysis of data obtained from a retailer on 1,986 SKUs in 20 categories, we find that the pack‐and‐a‐half rule decreases a retailer's profits, on average, by 10% when applied uniformly across all SKUs. Further, this decrease is significantly affected by product depth, product width, demand elasticity, case pack quantity, and inventory carrying cost. Finally, we develop a set of modifications based on these variables where the pack‐and‐a‐half rule is applied selectively and in a stepwise fashion. These modifications limit the decrease in a retailer's profits to a range between 6% and 7%.     

非农化经营与农业上市公司经营绩效——理论分析与实证检验

我国农业上市公司非农化经营现象甚为严重,这一现象对农业上市公司经营绩效的影响引起了社会各界的广泛关注.农业上市公司非农化经营主要可以归纳为产业层次和企业管理层次这两方面成因.农业发展不足的现实成为我国农业上市公司非农化经营取向的最大产业背景因素.文章运用农业比较利益理论、外部性理论以及多元化经营理论,形成对农业上市公司非农化经营成因和非农化经营对绩效影响的理论分析框架.通过实证分析所得出的结论是:非农化经营从整体上减损了农业上市公司经营绩效.研究认为,政府应该着力在改善农业投资经营环境和制度创新上下功夫,才可能真正引导农业上市公司专注于农业上来;同时认为,目前农业上市公司主要应当实施农业专业化经营战略,在条件具备的情况下才实施与主业相关的多元化战略,现阶段应尽量避免非相关多元化经营.     

作业成本法在化工企业的实际应用

随着制造费用越来越复杂,其在产品中的比重也在不断增加。传统成本核算,采用按生产工时统一标准分摊制造费用的方法也逐渐显示出不足。而作业成本法以其自身的优势,解决了传统成本核算方法的不足。通过确定作业中心,分析各项费用发生的成本动因,建立作业成本库,计算产品的作业成本,明确地进行制造费用的分配,也更加准确地确定了产品的作业成本。     

Cultural vs. operational market orientation and objective vs. subjective performance: Perspective of production and operations

The relationship between market orientation and organizational performance has been the focus of many studies for the last few years. The conclusions reported are very diverse and even contradictory. This ambiguity is reinforced to some extent by the high degree of methodological heterogeneity in the definition and measure of market orientation and organizational performance and the empirical formalization of the relationship between both concepts. This study tackles this question by comparing different methodological approaches. Three key aspects are considered: (1) cultural and operational approaches for measuring market orientation; (2) objective and subjective measures of performance; and (3) the source of information in the organization, specifically the perspective of production and operations. The results obtained from a sample of Spanish industrial firms show a stronger positive relationship for operational market orientation and subjective performance. Moreover, the adoption of ‘operational recipes’ of market orientation by the production and operations function seems to improve organizational performance regardless of the existence of any cultural support for market orientation.     

Choosing for others

Experiments conducted in the US and France were used to study how individuals make trade-offs between health and taste for themselves and others. When someone receives a choice made for them that differs from their preference, they experience a welfare loss; at least in the short-term. We measure the empirical magnitude of this loss, and suggest it play a role in assessing the desirability of paternalistic policies motivated by behavioural economics. We show that the welfare loss changes with the provision of new information and the impact of this information differs for the two countries.     

Cropland expansion and grassland loss in the eastern Dakotas: New insights from a farm-level survey

The western Corn Belt region of the United States has become a hotspot for agricultural extensification and consequent land use and land cover changes. The goals of this research were to characterize geographic patterns of grassland loss resulting from cropland expansion in the eastern Dakotas, and to understand how these changes were associated with characteristics of individual farms and farm operators. We collected data on grassland conversion and other land use decisions through a mail survey of farm operators in North and South Dakota. Overall, 40% of respondents converted at least some grassland to cropland between 2004 and 2014, and the total acreage of converted grassland was equivalent to 5.1% of the surveyed farm acreage. Although most converted grassland acres (3.2% of farm acreage) were from land enrolled in the conservation reserve program (CRP), there were also substantial amounts of native grassland conversion (1.0%) and tame grassland conversion (0.9%). The total acreage of grassland conversion was more than four times larger than the acreage enrolled in CRP and other conservation programs. Different types of grassland conversion (e.g., native grassland versus CRP) were concentrated in different parts of the study region, and were spatially disjunct from the areas of highest conservation program enrollment. Larger farms were more likely than smaller farms to expand their cropland acreage and accounted for a disproportionate share of grassland conversion. Younger farm operators, higher levels of farm income, higher proportions of rented croplands, and marginal yields were also associated with cropland expansion and grassland conversion. Although CRP and other land retirement programs will remain important policy mechanisms for conservation in this region, they are not sufficient to maintain current levels of grassland cover and do not provide protection for native grasslands. Alternative conservation strategies and new agricultural policies are thus critically needed to maintain the ecosystem services provided by grasslands.     

Technology‐push,market‐demand and the missing safety‐pull: a case study of American Airlines Flight 587

Through a critical case study of the crash of American Airlines Flight 587, this paper draws upon ‘the Social Shaping of Technology’ (SST) approach to offer a reconceptualisation of the technology‐push and market‐demand model for High‐Reliably Organisations (HROs), providing support for a third factor, called here a ‘safety‐pull’. A safety‐pull is defined as organisationally supported reflexivity in which technology innovators and frontline operators collaborate to consider the potential implications of adopting new technologies in HROs and the complex ways this change may impact human operators' work performance, often in risky and unanticipated ways. In contrast to accidents occurring solely as the result of individual operator error, analysing the safety‐pull provides a way to tease out the wide range of factors that can contribute to HRO failures and offers a new SST perspective through which to examine high‐risk operations.     

Tipped out: How do gratuities affect restaurant operations?

Tipping is a well-established social norm in North American restaurants. Researchers have given considerable attention to the interaction between consumers and servers, but less so to the relationships within a restaurant and even less so to restaurant managers’ perspectives. Our study, the first of its kind, used interviews and a survey to explore the perspectives of both restaurant managers and servers in identifying operational issues arising from tipping. Inequity and unfairness, loss of control of service quality, and difficulties in succession planning and promotion were identified. There is clearly a need to investigate strategies to mitigate some of these impacts.     

New development: Fiscal reform in South Korea: looking back and moving forward

ABSTRACT

At first glance, it seems that South Korea’s three fiscal systems (mid-term expenditure framework, top-down budgeting, and performance management) function well. However, each fiscal system operates separately and they are inefficient because they follow past practices. This article explains what the problems are and how to overcome them.