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Inventory Management and Demand Fulfilment in Omni Channel Retail the Role of the Store.

紀錄類型:	書目-語言資料,手稿 : Monograph/item
正題名/作者:	Inventory Management and Demand Fulfilment in Omni Channel Retail the Role of the Store./
作者:	Goedhart, Joost.
面頁冊數:	1 online resource (228 pages)
附註:	Source: Dissertations Abstracts International, Volume: 85-04, Section: B.
Contained By:	Dissertations Abstracts International85-04B.
標題:	Pandemics. -
電子資源:	click for full text (PQDT)
ISBN:	9798380571845

Inventory Management and Demand Fulfilment in Omni Channel Retail the Role of the Store.
Goedhart, Joost.

Inventory Management and Demand Fulfilment in Omni Channel Retail the Role of the Store. - 1 online resource (228 pages)

Source: Dissertations Abstracts International, Volume: 85-04, Section: B.

Thesis (Ph.D.)--Wageningen University and Research, 2023.

Includes bibliographical references

Nowadays, when shopping for products, retail customers are presented with many different options in how you can order and receive a product. Customers can fulfil their demand via online or offline channels and receive the desired product in a store or delivered at a designated location. Enabling customers to fulfil their demands via different integrated shopping channels is referred to as omni-channel retailing. From a marketing perspective, this means that customers do not perceive any difference between the channels when shopping at a retailer. From an operations perspective, this means that the retailer has to coordinate the integration of the channels with a focus on fulfilling the needs of the customer in a cost-efficient manner.Due to the flexibility of the customer in ordering and receiving their product, a retailer may need to reconsider their retail strategy, as they may need to change their inventory and assortment decisions to different channels in order to satisfy the customer's needs. Especially in relation to the brick-and-mortar store, retailers have to rethink its role. Instead of just a place to shop and buy, a store may be a valuable asset if it can physically support the online channel.Using the store for the fulfilment of online orders is one of the earliest adopted strategies for leveraging the store assets in omni-channel retail. The advantage of this concept is that it has low setup costs and that it allows for demand to be pooled at the store. However, the disadvantage is that conflict might arise between the channels, as both channels are competing for the same inventory. Therefore, integrating the store assets for the demand of the online channel needs careful operational decision-making, to mitigate the negative side effects without losing the advantages of channel integration.Therefore, in this thesis, we investigate how the brick-and-mortar store can be used for its new additional roles in omni-channel retailing where it supports the online channel.We study several key inventory management decisions behind omni-channel retailing and their influence on several performance indicators. This thesis contributes to the current literature on omni-channel retailing by focusing on the store operations. While most of the literature only focuses on a single decision being taken by the retailer, with omni-channel operations often the retailer has multiple decisions to be made at different time periods. Therefore, in this thesis we have taken into account the different types of decisions to be made, e.g. replenishment, rationing, and order allocation. In addition, we investigated the different concepts that omni-channel retailers can introduce for the fulfilment of demand, where we did not focus on one concept but multiple.In Chapter 2, we investigated how an omni-channel retailer should ration their store inventory to the different demand channels. This rationing decision mitigates conflict between the in-store and online customers for the fulfilment of demand. Practically, it means that some products in the store are reserved for online customers. In addition to a rationing decision, an ordering decision is also needed to replenish the store inventory. To analyse the problem, it was formulated as a Markov Decision Process (MDP) that maximises the expected profit.

Electronic reproduction.
Ann Arbor, Mich. :
ProQuest,
2024

Mode of access: World Wide Web

ISBN: 9798380571845Subjects--Topical Terms:

1311394
Pandemics.
Index Terms--Genre/Form:

554714
Electronic books.

Inventory Management and Demand Fulfilment in Omni Channel Retail the Role of the Store.
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520 $a Nowadays, when shopping for products, retail customers are presented with many different options in how you can order and receive a product. Customers can fulfil their demand via online or offline channels and receive the desired product in a store or delivered at a designated location. Enabling customers to fulfil their demands via different integrated shopping channels is referred to as omni-channel retailing. From a marketing perspective, this means that customers do not perceive any difference between the channels when shopping at a retailer. From an operations perspective, this means that the retailer has to coordinate the integration of the channels with a focus on fulfilling the needs of the customer in a cost-efficient manner.Due to the flexibility of the customer in ordering and receiving their product, a retailer may need to reconsider their retail strategy, as they may need to change their inventory and assortment decisions to different channels in order to satisfy the customer's needs. Especially in relation to the brick-and-mortar store, retailers have to rethink its role. Instead of just a place to shop and buy, a store may be a valuable asset if it can physically support the online channel.Using the store for the fulfilment of online orders is one of the earliest adopted strategies for leveraging the store assets in omni-channel retail. The advantage of this concept is that it has low setup costs and that it allows for demand to be pooled at the store. However, the disadvantage is that conflict might arise between the channels, as both channels are competing for the same inventory. Therefore, integrating the store assets for the demand of the online channel needs careful operational decision-making, to mitigate the negative side effects without losing the advantages of channel integration.Therefore, in this thesis, we investigate how the brick-and-mortar store can be used for its new additional roles in omni-channel retailing where it supports the online channel.We study several key inventory management decisions behind omni-channel retailing and their influence on several performance indicators. This thesis contributes to the current literature on omni-channel retailing by focusing on the store operations. While most of the literature only focuses on a single decision being taken by the retailer, with omni-channel operations often the retailer has multiple decisions to be made at different time periods. Therefore, in this thesis we have taken into account the different types of decisions to be made, e.g. replenishment, rationing, and order allocation. In addition, we investigated the different concepts that omni-channel retailers can introduce for the fulfilment of demand, where we did not focus on one concept but multiple.In Chapter 2, we investigated how an omni-channel retailer should ration their store inventory to the different demand channels. This rationing decision mitigates conflict between the in-store and online customers for the fulfilment of demand. Practically, it means that some products in the store are reserved for online customers. In addition to a rationing decision, an ordering decision is also needed to replenish the store inventory. To analyse the problem, it was formulated as a Markov Decision Process (MDP) that maximises the expected profit.
520 $a Wanneer je als klant een product koopt, kan je op veel verschillende manieren je product bestellen en ontvangen. Klanten kunnen hun vraag voor producten via online of offline kanalen vervullen en het product op de door hen gewenste manier ontvangen, in de winkel of thuis. Het klanten in staat stellen hun vraag te voldoen via verschillende kanalen, online en in de winkel, waarbij deze kanalen ge¨integreerd zijn, wordt omni-channel retailing genoemd. Vanuit een marketing perspectief betekent dit dat klanten geen verschil ervaren zoals prijs en assortiment tussen de kanalen wanneer zij aan het winkelen zijn. Vanuit operationeel perspectief betekent dit dat de winkelier de integratie van de kanalen moet coordineren met het oog op een kosteneffici ¨ ente ¨ vervulling van de vraag van de klant.Vanwege de vele opties voor de klant bij het bestellen en ontvangen van zijn product, moet een winkelier zijn voorraadstrategie heroverwegen, waarbij de voorraad- en assortimentsbeslissingen moet veranderen naar de vraag van de klant. Vooral de rol van de fysieke winkel moet worden heroverwegen: in plaats van een plek om te winkelen kan een winkel een waardevolle ondersteuning bieden voor het online kanaal.De winkel gebruiken voor het vervullen van online bestellingen is een van de eerste strategieen in omni-channel retailing die wordt toegepast om winkels te betrekken ¨ bij het online kanaal. Het voordeel van dit concept is dat de opzetkosten laag zijn en dat de verschillende vragen in de winkel kunnen worden samengevoegd. Het nadeel is echter dat er conflicten kunnen ontstaan tussen de kanalen, aangezien beide kanalen om dezelfde producten concurreren. De integratie van de winkel voor de vraag van het online kanaal vereist daarom zorgvuldige voorraadbeheerstrategieen, ¨ om de negatieve neveneffecten te minimaliseren zonder de voordelen van kanaalintegratie te verliezen.Daarom is er in dit proefschrift gekeken naar hoe de fysieke winkel kan worden gebruikt voor zijn nieuwe extra rollen in omni-channel retailing, waarbij dus de winkel het online kanaal ondersteunt. Wij onderzochten voorraadbeheerstrategieen¨ van een omni-channel winkelier die verschillende prestatie-indicatoren be¨invloeden. Dit proefschrift draagt bij aan de huidige literatuur over omni-channel retailing door zich te richten op de voorraadbeheerstrategieen van winkels. Terwijl de meeste ¨ literatuur zich richt op e´en enkele beslissing van de winkelier, moet wanneer de winke- ´ lier omni-channel wordt vaak meerdere beslissingen nemen op verschillende tijdstippen. Daarom hebben wij in dit proefschrift rekening gehouden met de verschillende soorten beslissingen die moeten worden genomen. Daarnaast hebben we de verschillende concepten onderzocht die omni-channel winkeliers kunnen introduceren voor het vervullen van de vraag, waarbij we ons niet op e´en concept hebben gericht, maar ´ op meerdere.In hoofdstuk 2 onderzochten we hoe een omni-channel winkelier zijn winkelvoorraad moet verdelen over de verschillende vraagkanalen. De verdeelbeslissing vermindert het conflict tussen de klanten in de winkel en online wanneer zij hun vraag willen voldoen. In de praktijk betekent dit dat een aantal producten achter in de winkel worden opgeslagen voor online klanten. Naast een verdeelbeslissing is ook een bestelbeslissing nodig om de voorraad aan te vullen. Om het probleem te analyseren werd het geformuleerd als een Markov Beslissings Proces (MDP) dat de verwachte winst maximaliseert. Uit de structurele eigenschappen van de optimale beslissingen werden eenvoudige, maar effectieve heuristieken afgeleid.
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