Logistics and Retail Management is a timely sequel to Retail Distribution Management and offers an academic and practical review of logistics developments. Like its predecessor Logistics and Retail Management, it is not a text book, rather it is a review of philosophy, issues, management techniques, technology and applications and provides both academics and practitioners with background and examples of these developments. By combining the contributions of these two interests the editors have achieved their aim: “… to provide a series of research syntheses, reports and results combined with practitioner examples, leading practice and reflections to identify the state of the art/science and the key issues in retail logistics management in the late 1990s”.
The opening chapter (Sparks) misses an opportunity to position retail logistics as key in the development of demand chain management. Rather than identify the issues underlying the conceptual development of this key role of retail logistics the chapter leans heavily on the views of the 1980s rather than the 1990s. Reference to the contribution of McKinnon (i.e. McKinnon’s recent (1996) paper identifying the trends that have driven many recent changes) does serve as an introduction to detailed applications of these which appear subsequently. However, the attempt to identify “Challenges for the Future” is weak and inappropriate.
Fernie addresses one of the major areas of concern and development for the 1990s and for that matter for some time to come. This chapter offers the reader a well‐researched and presented synthesis of contributions by academics and consultants. In addition to identifying issues Fernie features the management applications, approaches and techniques that have encouraged (possibly in some cases forced) these changes to occur. Whether by accident or design the approach taken by the chapter is useful in its introduction of most of the “technologies” which are dealt with in depth by other contributors.
Fernie also contributes to the book with a chapter on international aspects of the supply chain. This chapter makes a thought provoking contribution to the subject matter of international retailing: the means by which internationalisation can be made to work. The treatment of these hitherto ignored or overlooked topics will find a welcome among practitioners who seek introductory comment on international sourcing and management practice. Unfortunately space prevented a detailed treatment of the issues raised. However, Fernie identifies a number of topics which should be researched further.
The inclusion of Paul Jackson’s case study describing Marks & Spencer’s apparel success in Hong Kong contrasts with the “teenage scribblers” views of the company’s current financial performance. Jackson’s contribution chronicles the events, the problems the solutions that stretch the 10,000 miles from Baker Street to Ocean Centre. The case details how problems were identified, analysed and solutions found. It is a well written case study with relevance not only for supply chain managers but also for managers interested in a problem identification/solving process. The author does make clear that it is a record of his own experiences. However, what does come through is the M&S resolve.
Christopher and Peck offer an academic perspective to fashion logistics. As one expects of Christopher the contribution reflects his major strength of synthesis, and here we have a workman‐like review and application of relevant concepts and cases in the fashion logistics area. The chapter is (as always) very readable and informative. It starts by identifying the characteristics which make “fashion” markets different, and continues by giving examples of how apparel retailers “manage” these differences. A useful contribution is the academic treatment of facilitating technologies and applications together with examples of how major apparel companies (some not necessarily fashion‐apparel businesses) implement solutions which address the problems of; short life‐cycles, high volatility, low predictability and high impulse purchasing. A useful (perhaps intended) additional benefit is the relevance of much of the chapter’s approach to any markets that may be considered to be fashion or even fad bases.
Efficient consumer response (or Efficient Replenishment) is; “… sweeping through the board rooms of most fast‐moving consumer goods manufacturers and retailers in the advanced economies of the world”. Whiteoak’s contribution is a detailed review of ECR, its development, application and its components. The chapter offers both academic and practitioner a comprehensive survey of ECR and related concepts. Of particular interest is the analysis supply chain technologies. The chapter proposes some future directions one of which is thought provoking: future supply chain integration across the chain would appear to offer greater opportunities for cost efficiency, than solely along the chain.
A major cost area in supply chain management concerns inventory. Jane Winters gives an account of the application of co‐managed inventory (CMI) by Somerfield and its suppliers. Co‐managed inventory is a program in which shared information is a vital component for success. The trial phase produced interesting results identifying critical success factors and practical recommendations for the implementation of CMI.
Tesco plc has become a benchmark for almost all aspects of fmcg retailing, not only in the UK but internationally. It follows that David Smith’s comprehensive review: Logistics in Tesco: Past, Present and Future, provides the reader with a fascinating case study of the changes occurring in logistics philosophy and practice in Tesco in response to the company’s overall response to the market. An interesting theme to emerge from Smith’s chapter is the need for the retailer to consider the primary purpose of the business; that of delivering a product/service‐based value package to the customer and the role of logistics in delivering that package. Smith also considers horizontal (across the supply chain) integration as an area for opportunity to increase efficiencies.
The penultimate chapter is also an fmcg case study. Lawrence Christensen describes how Safeway uses the supply chain to gain competitive advantage. Safeway’s development has included the conversion of its discount stores Presto into the Safeway format and its subsequent expansion activities. Both this chapter and the previous one consider future issues for the respective companies. Both offer a contemporary perspective of fmcg supply chain management and as such will prove useful to academics looking for comprehensive (and comparative) case materials.
O’Hagan concludes the book with a review of the means by which profitability and productivity can be improved by managing the inventory of non‐merchandise items. Being a senior manager within Hays Retail Support Services gives O’Hagan access to experiences in this vitally important aspect of logistics and the use of case study material based upon national companies (e.g. Marks and Spencer, IKEA and Sainsbury’s) results in a convincing argument for attention to detail when planning retail support operations and the benefit of specialist help.
Logistics and Retail Management can be recommended to both academics and practitioners. For academics there is a contemporary review of management techniques and technological support and some excellent applications cases. For the practitioner it offers a synthesis of views and applications written by their peers. While it is unlikely they will be offered any inner‐sanctum secrets, the historical account of how and why these companies currently do what they do can provide thought provoking, between the lines, reading.
