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  • 1.
    Abrahamsson, Mats
    et al.
    Linköping University, Department of Management and Engineering, Logistics Management. Linköping University, The Institute of Technology.
    Rehme, Jakob
    Linköping University, Department of Management and Engineering, Industrial Marketing and Industrial Economics. Linköping University, The Institute of Technology.
    Sandberg, Erik
    Linköping University, Department of Management and Engineering, Logistics Management. Linköping University, The Institute of Technology.
    Olle, Olsson
    Linköping University, Department of Management and Engineering, Logistics Management. Linköping University, The Institute of Technology.
    The Role of Buying Groups in Retail Logistics2010Conference paper (Refereed)
  • 2.
    Abrahamsson, Mats
    et al.
    Linköping University, Department of Management and Engineering, Logistics Management. Linköping University, The Institute of Technology.
    Rehme, Jakob
    Linköping University, Department of Management and Engineering, Industrial Marketing and Industrial Economics. Linköping University, The Institute of Technology.
    Sandberg, Erik
    Linköping University, Department of Management and Engineering, Logistics Management. Linköping University, The Institute of Technology.
    Olsson, Olle
    Linköping University, Department of Management and Engineering, Logistics Management. Linköping University, The Institute of Technology.
    The role of purchasing groups in retail logistics2012In: Nordic Retail Research: Emerging Diversity / [ed] Johan Hagberg, Ulrika Holmberg, Malin Sundström, Lars Walter, Göteborg: Bokförlaget BAS , 2012, 1, 155-172 p.Chapter in book (Other academic)
    Abstract [en]

    This book aims to provide an illustration of the diversity that characterises contemporary Nordic research in the field of retail. The book draws on a large variety of methods, describes a variety of retail sectors and covers a large number of retail phenomena. The book is suitable for researchers, graduate students and professionals who want to learn more about contemporary retailing research

  • 3.
    Abrahamsson, Mats
    et al.
    Linköping University, Department of Management and Engineering, Logistics Management. Linköping University, The Institute of Technology.
    Sandberg, Erik
    Linköping University, Department of Management and Engineering, Logistics Management. Linköping University, The Institute of Technology.
    Rehme, Jakob
    Linköping University, Department of Management and Engineering, Industrial Marketing and Industrial Economics. Linköping University, The Institute of Technology.
    Logistik i svensk handel: Ett projekt finansierat av Handelns Utvecklingsråd2011Report (Other academic)
    Abstract [sv]

    Den här rapporten sammanfattar ett forskningsprojekt, Logistik i svensk handel, som har pågått under perioden juli 2009 t.o.m. februari 2011 och som är finansierat av Handelns Utvecklingsråd.

    En utgångspunkt och hypotes för projektet var att det finns avgörande branschmässiga skillnader i sättet att arbeta med logistikfrågor. En hypotes som har testats mot empirin, vilket har lett till slutsatsen att logistiken endast i begränsad omfattning är branschspecifik och att branschtillhörighet inte är den avgörande faktorn för hur logistiken utformas för handelsföretag. En viktigare faktor, är hur butikerna drivs visavi centrala enheter, hur integrationen ser ut mellan logistikstrategi och inköps- respektive marknadsstrategi, samt hur systemgränserna för logistiken definieras.

    Genom hela arbetet har vi jämfört den logistikbild vi har sett med en ”ideal bild”, i form av logistiken i internationell ”mega-retailing”, vilket idag representerar ”best practice” inom logistik och där logistiken är en integrerad del av företagens affärsmodell och ett direkt stöd för företagets lönsamhet och tillväxt. Den jämförelsen visar att det är mycket stora skillnader i logistikkompetens och mognad mellan olika företag och att logistik inom många handelsföretag fortfarande är ett område med stor förbättringspotential.

    Förutom den här rapporten har projektet genererat en lång rad akademiska artiklar som är publicerade i journaler och/eller har presenterats på konferenser och seminarier. Vi har varit i kontakt med ett stort antal, kollegor, företag och forskare i Sverige och andra länder för att samla material. Ett stort tack till alla de som har bidragit med material till projektet.

    Ett speciellt tack till Andreas Hedlund på Handelns Utvecklingsråd, som förutom finansiellt stöd har backat upp projektet med seminarier arrangerade av Handelns utvecklingsråd.

    Linköping i Maj 2011

    Mats Abrahamsson   Jakob Rehme   Erik Sandberg

  • 4.
    Bildsten, Louise
    et al.
    Linköping University, Department of Management and Engineering, Industrial Marketing and Industrial Economics. Linköping University, The Institute of Technology.
    Bjornfot, A.
    Björnfot, A., Department of Civil, Mining, and Environmental Engineering, Luleå University of Technology, Luleå, Sweden.
    Sandberg, Erik
    Linköping University, Department of Management and Engineering, Logistics Management. Linköping University, The Institute of Technology.
    Value-driven vs. market-driven purchasing of kitchen cabinets in Challenging Lean Construction Thinking: What Do We Think and What Do We Know?2010In: Challenging Lean Construction Thinking: What Do We Think and What Do We Know? - 18th Annual Conference of the International Group for Lean Construction, IGLC 18, 2010, 202-211 p.Conference paper (Refereed)
    Abstract [en]

    In economic and management literature, the relationship between supplier and buyer can be more or less intimate. It can vary from market-driven with a constant change of suppliers to a value-driven relationship with one sole supplier. Purchasing strategies of construction companies have often been described as short-sighted, where price is the most considered aspect. Recent lean management literature promote value-driven purchasing, since it provides benefits such as just-in-time delivery, zero defects and customized products through close technical collaboration. This article hypothesises that value-driven purchasing of customized kitchen cabinets is more profitable than market-driven purchasing in industrialized housing construction. The hypothesis is examined through a case study of kitchen carpentry at one of Swedens largest producers of industrialized prefabricated multi-storey housing. By comparing characteristics of market-driven vs. value-driven purchasing, this article aims to further clarify the benefits and drawbacks of these two strategies. At the case company, kitchens are ordered cabinet-by-cabinet and then installed inside the factory. The company is considering the possibility of a long-term relationship with a smaller local supplier that can deliver a new kind of innovative kitchen cabinet solution that is prefabricated. If the local supplier can meet the expectations of just-in-time delivery, zero defects and a product tailor-made for the housing company, there is much to gain.

  • 5.
    Bildsten, Louise
    et al.
    Linköping University, Department of Management and Engineering, Industrial Marketing and Industrial Economics. Linköping University, The Institute of Technology.
    Björnfot, Anders
    Institutionen för Samhällsbyggnad.
    Sandberg, Erik
    Linköping University, Department of Management and Engineering, Logistics Management. Linköping University, The Institute of Technology.
    Value-driven vs Market-driven Purchasing of Kitchen Cabinets2010In: Conference Proceeding 18th annual conference of the International Group for Lean Construction, 2010Conference paper (Other academic)
    Abstract [en]

    In economic and management literature, the relationship between supplier and buyer can be more or less intimate. It can vary from market-driven with a constant change of suppliers to a value-driven relationship with one sole supplier. Purchasing strategies of construction companies have often been described as short-sighted, where price is the most considered aspect. Recent lean management literature promote value-driven purchasing, since it provides benefits such as just-in-time delivery, zero defects and customized products through close technical collaboration. This article hypothesises that value-driven purchasing of customized kitchen cabinets is more profitable than market-driven purchasing in industrialized housing construction. The hypothesis is examined through a case study of kitchen carpentry at one of Sweden’s largest producers of industrialized prefabricated multi-storey housing. By comparing characteristics of market-driven vs. value-driven purchasing, this article aims to further clarify the benefits and drawbacks of these two strategies. At the case company, kitchens are ordered cabinet-by-cabinet and then installed inside the factory. The company is considering the possibility of a long-term relationship with a smaller local supplier that can deliver a new kind of innovative kitchen cabinet solution that is prefabricated. If the local supplier can meet the expectations of just-in-time delivery, zero defects and a product “tailor-made” for the housing company, there is much to gain.

  • 6.
    Bildsten, Louise
    et al.
    Linköping University, Department of Management and Engineering, Industrial Marketing and Industrial Economics. Linköping University, The Institute of Technology.
    Björnfot, Andreas
    Institutionen för Samhällsbyggnad och Naturresurser, Luleå Tekniska Universitet, Luleå.
    Sandberg, Erik
    Linköping University, Department of Management and Engineering, Logistics Management. Linköping University, The Institute of Technology.
    Value-driven Purchasing of Kitchen Cabinets in Industrialized Housing2011In: Journal of Financial Management of Property and Construction, ISSN 1366-4387, Vol. 16, no 1, 73-83 p.Article in journal (Refereed)
    Abstract [en]

    Purpose - This article hypothesises that value-driven purchasing of customized kitchen cabinets is more profitable than market-driven purchasing in industrialized housing construction. The hypothesis is examined through a case study of kitchen carpentry at one of Sweden’s largest producers of industrialized prefabricated multi-storey housing. By comparing characteristics of market-driven vs. value-driven purchasing, this article aims to further clarify the benefits and drawbacks of these two strategies.

    Design/methodology/approach - A theoretical framework is proposed by comparing characteristics of market-driven vs. value-driven purchasing that clarifies the benefits and drawbacks of these two strategies. An explorative case study of kitchen carpentry at a house manufacturer illustrates purchasing of kitchen cabinets in the industrialized housing industry in relation to the proposed framework.

    Findings – According to the case study, from a value perspective, a long-term relationship with a dedicated local, smaller supplier is a preferable choice over a short-term bulk supplier, even if the short-term supplier has (much) lower prices.

    Research limitations/implications – This is a single-case study that should be verified by further empirical work of a test-delivery from the local sub-system manufacturer. Such a study would provide more insights into this area of work and make it possible to thoroughly evaluate potential risks. The indicative results in this paper can be made conclusive through quantification of the proposed Lean purchasing characteristics.

    Originality/value – A comparison of value-driven and market-driven purchasing is carried out in theory and applied to a real case study that brings new perspectives to purchasing. In this way, the article proposes alternative purchasing strategies to the construction industry.

  • 7.
    Björklund, Maria
    et al.
    Linköping University, Department of Management and Engineering, Logistics & Quality Management. Linköping University, Faculty of Science & Engineering.
    Sandberg, Erik
    Linköping University, Department of Management and Engineering, Logistics & Quality Management. Linköping University, Faculty of Science & Engineering.
    Supplier relations and sustainability2015Conference paper (Refereed)
  • 8.
    Collins, Josh
    et al.
    Healthcare Locums, London, UK.
    Malmgren, Mike
    Linköping University, Department of Management and Engineering, Logistics Management. Linköping University, The Institute of Technology. Ashridge, UK.
    Sandberg, Erik
    Linköping University, Department of Management and Engineering, Logistics Management. Linköping University, The Institute of Technology.
    Strategic Change through Dynamic Capabilities: The response to the market entry of low-cost airlines2013In: 360°, the Ashridge Journal, no SummerArticle in journal (Other academic)
    Abstract [en]

    The entrance of low-cost passenger airlines into the market has created a new competitive landscape. 

    Josh Collins, Mike Malmgren and Erik Sandberg describe how Dynamic Capabilities as a strategic framework explains the actions taken by different airlines.

  • 9.
    Fristedt, Mårten
    et al.
    Linköping University, Department of Management and Engineering, Logistics Management. Linköping University, The Institute of Technology.
    Hansson, Andreas
    Linköping University, Department of Management and Engineering, Logistics Management. Linköping University, The Institute of Technology.
    Huge-Brodin, Maria
    Linköping University, Department of Management and Engineering, Logistics Management. Linköping University, The Institute of Technology.
    Rehme, Jakob
    Linköping University, Department of Management and Engineering, Industrial Marketing and Industrial Economics. Linköping University, The Institute of Technology.
    Sandberg, Erik
    Linköping University, Department of Management and Engineering, Logistics Management. Linköping University, The Institute of Technology.
    Supply Chain Management in practice: A Case study of McDonald’s Sweden2012Report (Other academic)
    Abstract [en]

    Although much discussed in theory, supply chain management (SCM) is often problematic to carry out in practice. One exception is McDonald’s Sweden, which since its establishment has worked with suppliers and restaurants (franchisees) in a way that reminds of what SCM literature recommends. The purpose of this report is to describe and analyse the supply chain of McDonald’s Sweden from suppliers to franchisees.

    Based on interviews with McDonald’s Sweden, suppliers and franchisees, McDonald’s supply chain is described and analysed according to SCM literature. Cooper and Ellram’s (1993) framework of SCM characteristics is used complemented with several other writers.

    The study describes a supply chain where its members to a large extent collaborate as described in SCM literature. The report identifies and describes how significant SCM characteristics, such as information sharing, joint planning, and the sharing of risks and rewards are managed in the case. Finally, the report identifies market saturation and the search for economies of scale outside the primary supply chain as a challenge for future SCM practices. The case constitutes an interesting showcase where the ways in which the studied features are managed can inspire others businesses in succeeding in SCM.

  • 10.
    Fristedt, Mårten
    et al.
    Linköping University, Department of Management and Engineering, Logistics Management. Linköping University, The Institute of Technology.
    Hansson, Andreas
    Linköping University, Department of Management and Engineering, Logistics Management. Linköping University, The Institute of Technology.
    Huge-Brodin, Maria
    Linköping University, Department of Management and Engineering, Logistics Management. Linköping University, The Institute of Technology.
    Rehme, Jakob
    Linköping University, Department of Management and Engineering, Industrial Marketing and Industrial Economics. Linköping University, The Institute of Technology.
    Sandberg, Erik
    Linköping University, Department of Management and Engineering, Logistics Management. Linköping University, The Institute of Technology.
    Supply chain management in practice: a case study of McDonald’s Sweden2012In: NOFOMA 2012: Proceedings of 24th  Annual Nordic Logistics Research Network Conference / [ed] Juuso Töyli, Laura Johansson, Harri Lorentz, Lauri Ojala and Sini Laari, Naantali, Finland, 2012, 875-877 p.Conference paper (Other academic)
  • 11.
    Fristedt, Mårten
    et al.
    Linköping University, Department of Management and Engineering, Logistics & Quality Management. Linköping University, Faculty of Science & Engineering.
    Rehme, Jakob
    Linköping University, Department of Management and Engineering, Industrial Economics. Linköping University, Faculty of Science & Engineering.
    Sandberg, Erik
    Linköping University, Department of Management and Engineering, Logistics & Quality Management. Linköping University, Faculty of Science & Engineering.
    Describing hybrid purchasing organizations - the case of a Swedish industrial firm2015Conference paper (Refereed)
  • 12.
    Kindström, Daniel
    et al.
    Linköping University, Department of Management and Engineering, Industrial Marketing and Industrial Economics . Linköping University, The Institute of Technology.
    Kowalkowski, Christian
    Linköping University, Department of Management and Engineering, Industrial Marketing and Industrial Economics . Linköping University, The Institute of Technology.
    Sandberg, Erik
    Linköping University, Department of Management and Engineering, Logistics . Linköping University, The Institute of Technology.
    A dynamic capabilities approach to service infusion in manufacturing2009In: QUIS 11 (11th Quality in Services Symposium): Moving Forward with Service Quality, Wolfsburg, Germany: Ingolstadt School of Management , 2009, 331-340 p.Conference paper (Refereed)
    Abstract [en]

    This paper explores key dynamic capabilities needed for industrial firms to become more service oriented, i.e. to increase the service content in the offerings. Applying a dynamic capabilities framework in a service context is novel and by doing this, new, valuable insights can be gained into the research on how to address the increasing service infusion in industrial firms. Based on an explorative, multiple case study (10 companies) with in-depth interviews and focus groups, seven dynamic capabilities are identified.

  • 13.
    Kindström, Daniel
    et al.
    Linköping University, Department of Management and Engineering, Industrial Marketing and Industrial Economics. Linköping University, The Institute of Technology.
    Kowalkowski, Christian
    Linköping University, Department of Management and Engineering, Industrial Marketing and Industrial Economics. Linköping University, The Institute of Technology.
    Sandberg, Erik
    Linköping University, Department of Management and Engineering, Logistics Management. Linköping University, The Institute of Technology.
    Enabling service innovation: A dynamic capabilities approach2013In: Journal of Business Research, ISSN 0148-2963, E-ISSN 1873-7978, Vol. 66, no 8, 1063-1073 p.Article in journal (Refereed)
    Abstract [en]

    The point of departure for this article is the need for product-centric firms to compete in the market by adding services to their portfolio, which requires a greater focus on service innovation if they are to remain competitive. A major challenge associated with the shift from product-centeredness to a product and-service orientation is the management of the essential dynamic capabilities of sensing, seizing, and reconfiguring needed for service innovation. The research study reported identifies key microfoundations forming the basis of successful realignment of a firm's dynamic capabilities so as to achieve a better fit with service innovation activities. Eight qualitative case studies of product-centric firms form the basis of the study. The findings make three primary contributions to the body of knowledge. First, they extend the existing literature on dynamic capabilities by specifically discussing microfoundations related to service innovation. Second, the study extends existing work on service innovation into the manufacturing industries by identifying the key microfoundations in that context. Third, the research provides empirical evidence of dynamic capabilities in practice, especially in product-centric settings in which the service context is novel.

  • 14.
    Kohn, Christofer
    et al.
    Linköping University, The Institute of Technology. Linköping University, Department of Management and Economics, Logistics.
    Sandberg, Erik
    Linköping University, The Institute of Technology. Linköping University, Department of Management and Economics, Logistics.
    Coordination in Supply Chains - using power as a tool of coordination2006In: NOFOMA,2006, 2006Conference paper (Other academic)
  • 15.
    Kohn, Christofer
    et al.
    Linköping University, Department of Management and Engineering. Linköping University, The Institute of Technology.
    Sandberg, Erik
    Linköping University, Department of Management and Engineering. Linköping University, The Institute of Technology.
    Exploring Supply Chain Captaincy: Why power matters in supply chain collaboration – The case of Volvo Parts2006In: Supply Chain Practice, ISSN 1466-0091, Vol. 8, no 2, 18-30 p.Article in journal (Refereed)
    Abstract [en]

    The term channel captain has been introduced and discussed briefly in the SCM literature from time to time and some authors even claim that a channel captain is a prerequisite for the realisation of collaborative supply chain initiatives. However, the topic has not been addressed in great detail. One reason for this could be the absence of a more rigorous incorporation of power literature in SCM articles. The purpose of this paper is to act as a catalyst in the discussion on channel captaincy in the SCM literature. The paper is of an explorative character and a case study is presented, illustrating how Volvo Parts in its role as a channel captain has used the sources of power available in order to make its supply chain more efficient. The paper helps illustrate that power issues are relevant in a supply chain setting and that power can serve as a useful framework in order to get a deeper insight into supply chain relationships.

  • 16.
    Kohn, Christofer
    et al.
    Linköping University, The Institute of Technology. Linköping University, Department of Management and Economics, Logistics.
    Sandberg, Erik
    Linköping University, The Institute of Technology. Linköping University, Department of Management and Economics, Logistics.
    Power and Supply Chain Captaincy2006In: International Symposium on Logistics, ISL,2006, Proceedings of the 11th International Symposium on Logistics: The University of Nottingham / Tsingua University , 2006, 319- p.Conference paper (Refereed)
    Abstract [en]

    Supply chain management (SCM) is a philosophy/concept that has grown tremendously in popularity over the last decade or so, in industry as well as in academia (Stock and Lambert, 2001). One of the more recognised definitions is that of Lambert and Cooper (2000), which reads: -Supply chain management is the integration of key business processes from end user through original suppliers that provides products, services, and information that add value for customers and stakeholders.- (Lambert and Cooper, 2000, p 1) However, except from a few best practice cases, empirical research shows that collaboration based on the SCM philosophy is not common practice in today-s supply chains (Sandberg, 2005, Speakman et al, 1998). One reason for the poor SCM realisation could be the absence of a channel captain in the supply chain. The term channel captain has been introduced and discussed briefly in the SCM literature from time to time, and the need for a channel captain is by some authors (e.g. Cooper and Ellram, 1993) considered a necessary prerequisite for the realisation of collaborative supply chain initiatives. In short, the channel captain role implies that one supply chain member holds the baton and leads the way for all the others. A fundamental notion regarding the role of a channel captain is that it implies that the party in question has some form of influence over the other members of the supply chain, as to how they behave and act. In somewhat general terms it could be argued that when one party can influence another party, the former party can be attributed some form of power. Thus, the possession of power over other supply chain members is fundamental for a channel captain role. Even if some SCM authors briefly discuss the channel captain role, the literature field to date does not seem to address it more in detail. One reason for this could be the absence of a power discussion in SCM articles, which is needed for a more thorough discussion on the subject. In order to gain a better insight into the channel captain role, this paper therefore incorporates literature concerning power from both the field of social science and marketing channel and relates these theories to the channel captain role in a supply chain. The purpose with the paper is to illustrate how a company, which can be considered as a channel captain, can actively use its power to improve a supply chain-s performance.

  • 17.
    Maack, Christina
    et al.
    Linköping University, Department of Management and Engineering, Logistics Management. Linköping University, The Institute of Technology.
    Sandberg, Erik
    Linköping University, The Institute of Technology. Linköping University, Department of Management and Engineering, Logistics Management.
    Huge-Brodin, Maria
    Linköping University, Department of Management and Engineering, Logistics Management. Linköping University, The Institute of Technology.
    Environmental work in a logistics company: A resource perspective2010In: Logistics and Supply Chain Management in a Globalised Economy / [ed] Jan Stentoft Arlbjørn, Kolding: University of Southern Denmark , 2010, 1001-1016 p.Conference paper (Refereed)
  • 18.
    Olsson, Olle
    et al.
    Linköping University, Department of Management and Engineering, Logistics Management. Linköping University, The Institute of Technology.
    Aronsson, Håkan
    Linköping University, Department of Management and Engineering, Logistics Management. Linköping University, The Institute of Technology.
    Sandberg, Erik
    Linköping University, Department of Management and Engineering, Logistics Management. Linköping University, The Institute of Technology.
    Managing a variable acute patient flow: planning and decision-making2012Manuscript (preprint) (Other academic)
    Abstract [en]

    This paper focuses on the management of variability in the acute patient flow, which is another factor that complicates the organisational structure of a hospital. There is a high degree of variability in healthcare (Ronen and Pliskin, 2006), in particular when it comes to acute patients where the patient inflow fluctuates concerning time, health issues and response to treatment. Healthcare resources are also often used inappropriately and not adapted to the variations that exist (Walley et al., 2006). Variation is hence created by internal behaviours in healthcare systems such as discontinuous scheduling, variable capacity to discharge and by splitting demand into subgroups (Allder et al., 2011).

  • 19.
    Sandberg, Erik
    Linköping University, Department of Management and Engineering, Logistics Management. Linköping University, The Institute of Technology.
    Att hantera paradoxer i handelns globala inköp2014In: Inköp och Logistik Ledarskapshandbok, no 4Article in journal (Other (popular science, discussion, etc.))
    Abstract [sv]

    För inköpsorganisationer i svenska handelsföretag är globaliseringen idag mycket tydlig. Landsgränser, handelstullar och geografiska avstånd får allt mindre betydelse och inköp från så kallade lågkostnadsländer blir allt vanligare.

    Kina, Bangladesh, Indien och många andra asiatiska länder, samt lite närmare belägna länder i Östeuropa, har ökat kraftigt i betydelse. Kina är antagligen det leverantörsland som blivit mest attraktivt och mest omdiskuterat, kanske för att det idag inte bara kan ses som en fabrik för västvärlden. Kina är dessutom en stor marknad i sig själv, som är intressant för många västerländska företag att befinna sig på.

  • 20.
    Sandberg, Erik
    Linköping University, Department of Management and Engineering, Logistics . Linköping University, The Institute of Technology.
    Business trends and logistics challenges in the Western European retail industry2010Conference paper (Other academic)
  • 21.
    Sandberg, Erik
    Linköping University, Department of Management and Engineering, Logistics Management. Linköping University, The Institute of Technology.
    Business trends and logistics challenges in the Western European retail industry2011In: The journal of business and retail mananagement research, ISSN 1751-8202, Vol. 6, no 1, 11-25 p.Article in journal (Refereed)
  • 22.
    Sandberg, Erik
    Linköping University, Department of Management and Engineering, Logistics Management. Linköping University, Faculty of Science & Engineering.
    Butiksetableringsprocessen i svensk detaljhandel2013Report (Other academic)
    Abstract [sv]

    De flesta svenska detaljhandelsföretag som använder sig av butiker som huvudsaklig marknadskanal har idag en eller ett par relativt standardiserade s.k. butikskoncept, där butiker öppnas med en någorlunda standardiserad butiksetableringsprocess. Butiksetableringsprocessen, så som den definieras här, sträcker sig i kronologisk ordning från företagets övergripande planer för framtida etableringar (ibland omnämnt som företagets etableringsstrategi), via butikslokalisering, kontraktsskrivning, och renovering, fram till en tid efter att butiken öppnat och butiken har införlivats med den övriga försäljningsorganisationen. Ansvarig för butiksetableringsprocessen är i de flesta fall en speciell avdelning/funktion som oftast tituleras ”etableringsavdelningen” eller dylikt. Detta team av människor ha r till ansvar att i projektform styra och koordinera etableringsprocessen där en lång rad företagsfunktioner är inblandade längs resans gång, t.ex. IT, Försäljning, Marknad, Inköp, samt Logistik.

    Trots en uppenbar praktisk relevans har mycket lite forskning gjorts kring butiksetableringsprocessen. Författaren till denna rapport har därför under hösten 2012 gjort en första initial studie av butiksetableringsprocessen på 8 svenska detaljhandelsföretag inom olika sektorer. Syftet har varit att studera butiksetableringsprocessen i svenska detaljhandelsföretag, och de primära målen har varit att:

    1. Explorativt kartlägga etableringsfunktionen och butiksetableringsprocessen hos fallföretagen,
    2. Skapa en övergripande förståelse för etableringsarbetets roll i företaget relativt andra funktioner (däribland logistikfunktionen som har getts speciellt fokus), samt
    3. På en övergripande nivå analysera hur etableringsprocessen styrs (vilket görs utifrån ett koordineringsperspektiv)

    Studien kan beskrivas som en multipel fallstudie där totalt 12 intervjuer har hållits med etableringschefer och andra personer med insikt i företagets logistikverksamhet (då kopplingen mellan etableringsprocessen och det framtida varuflödet har fokuserats mer i detalj). Dessutom har en mängd olika sekundärdata-källor studerats. Flera av företagen lämnade över konfidentiella checklistor och detaljerade tidsplaneringar, samt olika inofficiella såväl som officiella presentationer som använts vid internutbildningar och dylikt på företaget. I stort utgår studien från ett praktiskt existerande ”fenomen”, snarare än en teoretiskt förankrad frågeställning. Teori som använts inom ramen för studien är framförallt litteratur om butikslogistik, samt koordinationsteori.

    Fallföretagen har valts på ett sådant sätt så att många olika sektorer inom handeln har täckts in för att skapa en bred förståelse av etableringsprocessen. De är också relativt stora och har därmed anledning att ha en fungerande etableringsfunktion som opererar på kontinuerlig basis. De har dessutom alla väl definierade och standardiserade butikskoncept såväl som en standardiserad butiksetableringsprocess.

    Resultatdelarna av studien presenterar etableringsfunktionernas utformning och organisation på de åtta fallföretagen , samt en generell etableringsprocess i 11 steg:

    1. Identifiering av butiksläge.
    2. Möten i företagsledningen.
    3. Datainsamling.
    4. Formellt beslut.
    5. Kontraktsskrivning.
    6. Övervakning av projektledare.
    7. Inblandning från övriga företagsfunktioner
    8. Bygg- och renoveringsarbeten av externa leverantörer.
    9. Installationer och förberedelser.
    10. Butik öppnar.
    11. Utvärdering.

    Studien tar också upp kopplingen mellan etableringsprocessen och det framtida varuflödet, d.v.s. logistiken. Framförallt lyfter rapporten fram sju områden som tillsammans utgör de viktigaste gränssnitten mellan logistik- och etableringsfunktionernas arbete: (1) etableringsfunktionens hänsynstaganden till operativa logistikaspekter, (2) samma chef, (3) kostnadskalkyler, (4) möten om butikslayout, (5) formella etableringsrådsmöten, (6) baklagerutrymmet, och (7) användning av planogram.

     

    Butiksetableringsprocessen är en uppenbart tvärfunktionell process som involverar många delar (funktioner/avdelningar) av företaget. Etableringsfunktionen kan därför anses ha en viktig samordnande roll. Utifrån koordinationsteori beskrivs hur man använder sig av Koordineringsmekanismerna (1) ömsesidig anpassning, (2) direkt tillsyn, samt standardisering av (3) arbete, (4) resultat, (5) färdigheter och kunskaper, samt (6) normer.

  • 23.
    Sandberg, Erik
    Linköping University, Department of Management and Engineering, Logistics Management. Linköping University, The Institute of Technology.
    Coordination mechanisms in the store opening process2014In: International Journal of Retail & Distribution Management, ISSN 0959-0552, E-ISSN 1758-6690, Vol. 42, no 6, 482-499 p.Article in journal (Refereed)
    Abstract [en]

    Purpose – For many retailers organic growth through the opening of new stores is a crucial cornerstone of the business model. The purpose of this paper is to explore the store opening process conducted by retail companies. The research questions cover: first, the role and organisation of the establishment function in charge of the process; second, the activities and functions involved in the process; and third, the coordination mechanisms applied during the process.

    Design/methodology/approach – This research considers the store opening process as a company-wide project, managed by an establishment function, in which internal functions as well as external suppliers need to be coordinated. A multiple case study of eight retail companies is presented, focusing on the organisation of the establishment function, a mapping of the store opening process and the application of coordination mechanisms.

    Findings – The role and organisation of the establishment function is described and the store opening process is summarised into 11 main activities to be conducted by either the establishment function or other involved functions. During the store opening process six different coordination mechanisms are utilised, including mutual adjustments and direct supervision, as well as different types of standardisation.

    Originality/value – This research seeks to improve our understanding for the store opening process and how it can be managed and controlled in an effective manner.

  • 24.
    Sandberg, Erik
    Linköping University, Department of Management and Engineering, Logistics Management. Linköping University, The Institute of Technology.
    Dynamiska förmågor i handeln: insikter från akademin2014In: Supply Chain Effect, ISSN 2000-8457, no 1, 28-31 p.Article in journal (Other (popular science, discussion, etc.))
    Abstract [sv]

    Denna artikel har argumenterat för behovet av dynamiska förmågor i svenska handelsföretag och försökt påvisa nyttan av att tänka i termer av dualiteter för att uppnå detta. Som exempel har också några grundläggande strategiska utmaningar uttryckt i dualiteter också presenterats. Artikeln ger inga enkla svar på hur handelsföretag ska bli mer dynamiska, men erbjuder ett nytt verktyg för att förhålla sig till - och uttrycka – företagets nuvarande och framtida strategiska utmaningar.

  • 25.
    Sandberg, Erik
    Linköping University, The Institute of Technology. Linköping University, Department of Management and Economics, Logistics.
    Enorm förbättringspotential i många försörjningskedjor2006Other (Other (popular science, discussion, etc.))
    Abstract [sv]

       

  • 26.
    Sandberg, Erik
    Linköping University, Department of Management and Engineering, Logistics Management. Linköping University, The Institute of Technology.
    Fokus Inköpsgrupper2012In: Inköp och Logistik, ISSN 1400-9676, no 3, 16-17 p.Article in journal (Other (popular science, discussion, etc.))
  • 27.
    Sandberg, Erik
    Linköping University, Department of Management and Engineering, Logistics Management. Linköping University, The Institute of Technology.
    Gruppexamination: Problem, fördelar och åtgärder2008In: Variation på temat examination / [ed] Anna Bjuremark, LiU , 2008, 1Chapter in book (Other (popular science, discussion, etc.))
  • 28.
    Sandberg, Erik
    Linköping University, Department of Management and Engineering, Logistics . Linköping University, The Institute of Technology.
    Logistics Collaboration in Supply Chains: A Survey of Swedish Manufacturing Companies2005Licentiate thesis, monograph (Other academic)
    Abstract [en]

    The purpose of this thesis is to describe logistics collaboration in supply chains. During the past two decades, a new trend towards integration and collaboration in supply chains has been recognised among researchers as well as among business practitioners. This philosophy is called supply chain management and has received enormous attention in logistics research. Collaboration based on supply chain management is expected to reduce total cost and improve service towards the supply chain’s end customers at the same time.

    The argumentation in existing literature is however seldom underpinned by more rigorous empirical material and becomes therefore conceptual and superficial. Furthermore, it is incongruous about what actually is done when companies collaborate and what more specific effects are achieved. Therefore more research, especially survey based, is needed in order to verify existing literature. In this thesis the perspective of a focal company is taken in order to concretise the ideas from supply chain management and investigate what it means for an individual company.

    Based on supply chain management literature, a questionnaire was constructed which focused on the content of the collaboration and its driving forces, barriers and effects. Furthermore, differences between triadic collaborations, i.e. collaborations where both the supplier and customer of the focal company are involved, and dyadic collaborations (collaboration with either a supplier or a customer) were investigated.

    The questionnaire was mailed to 482 Swedish manufacturing companies which had a turnover of more than SEK 100 Million per annum and with more than 100 employees. This population was considered as a typical target group for the supply chain management literature. 177 usable answers were received which gives a response rate of 37.8%.

    The results from this study are summarised in five propositions. It is proposed that the content of logistics collaboration in the Swedish manufacturing companies’ supply chains is rather operative in its character and does not reach the strategic level that is advocated by the literature. In particular, the degree of process approach in the collaborations is low. This area has a great potential for improvements.

    The results also indicate that the intensity of the collaboration, i.e. frequency of information sharing, degree of joint operative planning of involved supply chain activities, and process approach, are positively related to the effects experienced of the collaboration. The relation between joint strategic planning and the operative collaboration issues is however weak and does not seem to influence the effects experienced as a consequence of the collaboration.

    Furthermore, engagement from top management is recognised as an important driver for successful collaboration. Top management involvement means an increased internal focus on the collaboration and facilitates more intensive collaboration.

    Finally, differences in attitude and behaviour are recognised depending on whom the collaboration partner is. The study shows that the traditional way of managing supply chain relations still dominates, where the focal company “demand what he wants” upstream much more than in the case for downstream relations. Such differences according to SCM literature should not exist and can be considered as a serious threat for SCM based collaboration.

  • 29.
    Sandberg, Erik
    Linköping University, The Institute of Technology. Linköping University, Department of Management and Engineering, Logistics Management.
    Logistics collaboration in supply chains: Practice vs. Theory2007In: International Journal of Logistics Management, ISSN 0957-4093, E-ISSN 1758-6550, Vol. 18, no 2Article in journal (Refereed)
  • 30.
    Sandberg, Erik
    Linköping University, Department of Management and Engineering, Logistics Management. Linköping University, The Institute of Technology.
    Logistics-based competition: An exploration of Hornbach's business model2011Conference paper (Refereed)
  • 31.
    Sandberg, Erik
    Linköping University, Department of Management and Engineering, Logistics & Quality Management. Linköping University, Faculty of Science & Engineering.
    Logistik och strategi: för lönsamhet och tillväxt2015 (ed. 1)Book (Other academic)
    Abstract [sv]

    Logistik har de senaste åren blivit ett allt viktigare konkurrensmedel för många företag. Med logistiken som grund kan långsiktig lönsamhet och tillväxt skapas. Grundtanken med denna bok är att förklara logistikens roll utifrån ett företagsstrategiskt perspektiv. Därmed går boken utanför det som vanligtvis ses som logistikforskning och logistikteorier, och tar i stället sin utgångspunkt i strategiteori.

    Bokens första del belyser logistikens strategiska betydelse utifrån tre strategiteoretiska perspektiv: marknadspositioneringsperspektivet, det resursbaserade perspektivet och det dynamiska perspektivet. Dessa perspektiv har dominerat strategiforskningen de senaste tre decennierna och kan ses som tre olika "glasögon" som bidrar med insikter till logistikområdet. Bokens andra del ägnas åt mer praktiska aspekter kring hur företaget ska agera när logistik är ett strategiskt konkurrensmedel. Här beskrivs en logistikbaserad affärsmodell samt företagsledningens roll i logistiken.

  • 32.
    Sandberg, Erik
    Linköping University, Department of Management and Engineering, Logistics & Quality Management. Linköping University, Faculty of Science & Engineering.
    Logistik och Strategi: För lönsamhet och tillväxt2015In: Supply Chain Effect, no 4, 14-23 p.Article in journal (Other (popular science, discussion, etc.))
  • 33.
    Sandberg, Erik
    Linköping University, Department of Management and Engineering, Logistics Management.
    Organisation of logistics activities in retail companies: A paradox perspective2013Conference paper (Refereed)
  • 34.
    Sandberg, Erik
    Linköping University, Department of Management and Engineering, Logistics Management. Linköping University, The Institute of Technology.
    Paradoxer i handelsföretags globala inköpsarbete2014In: Intelligent Logistik, no 6-7, 30-33 p.Article in journal (Other (popular science, discussion, etc.))
    Abstract [sv]

    Globala inköp är fulla av paradoxer. Men istället för att sträva efter att bygga bort osäkerheter i försörjningskedjan, behöver dagens globala inköpsorganisationer lära sig leva med dessa osäkerheter. Det kräver kunnighet och en ny inställning hos företagsledningen, skriver docent Erik Sandberg, Linköpings Universitet.

  • 35.
    Sandberg, Erik
    Linköping University, Department of Management and Engineering, Logistics & Quality Management. Linköping University, Faculty of Science & Engineering.
    Paradoxes in retail global sourcing - a literature review2014Conference paper (Refereed)
  • 36.
    Sandberg, Erik
    Linköping University, Department of Management and Engineering, Logistics Management. Linköping University, The Institute of Technology.
    Paradoxes in retail global sourcing: A literature review2014Conference paper (Other academic)
    Abstract [en]

    Global sourcing, typically defined as "an advanced approach to sourcing and supply management that involves integrating and coordinating common materials, processes, designs, technologies and suppliers across worldwide buying, design and operating locations" (Trent & Monczka, 2005, p 24), represents extensive challenges in a wide range of organisational matters for retail companies. To successfully organise and design global sourcing activities means an act of balance between different strategies and goals inherent in the company. For instance, total costs against service and lead times must be considered, an appropriate number of suppliers must be decided, and different types of contemporary investments must be weighed against future gains and losses. This article therefore argues that for successful global sourcing, organisational paradoxes need to be managed.

  • 37.
    Sandberg, Erik
    Linköping University, Department of Management and Engineering, Logistics & Quality Management. Linköping University, Faculty of Science & Engineering.
    Restructuring the supply chain to meet customer demands - The supply chain responsiveness of a Swedish wholesaler2015Conference paper (Refereed)
  • 38.
    Sandberg, Erik
    Linköping University, Department of Management and Engineering, Logistics Management. Linköping University, The Institute of Technology.
    Slutkunders krav på nyproducerade bostadsrätter2010Report (Other academic)
  • 39.
    Sandberg, Erik
    Linköping University, The Institute of Technology. Linköping University, Department of Management and Economics, Logistics.
    Supply chain management - vägen till framgångsrik logistik2005In: TH : Transport & Hantering, ISSN 0346-2773, Vol. 2005, 14-15 p.Article in journal (Other (popular science, discussion, etc.))
  • 40.
    Sandberg, Erik
    Linköping University, Department of Management and Engineering, Logistics Management. Linköping University, The Institute of Technology.
    Supply Chain Management i Företagets Strategi2008In: Ledarskapshandboken Inköp och Logistik, Bonnier , 2008Chapter in book (Other academic)
  • 41.
    Sandberg, Erik
    Linköping University, Department of Management and Engineering, Logistics & Quality Management. Linköping University, Faculty of Science & Engineering.
    The global sourcing organisation - A paradox perspective2015Conference paper (Refereed)
  • 42.
    Sandberg, Erik
    Linköping University, Department of Management and Engineering, Logistics . Linköping University, The Institute of Technology.
    The retail industry in Western Europe: Trends, facts and logistics challenges2010Report (Other academic)
    Abstract [en]

    Retail companies in the Western European markets are facing a magnitude of challenges not seen before in terms of decreased profits and fierce price pressure. The retail industry in Sweden is not an exception. Recent years the development in many sectors has accelerated and international trends have been diffused to the Swedish market. However, in terms of maturity and price pressure it is still lagging behind the largest markets in Europe, and it is therefore valuable to consider the Western European markets and learn from their development in recent years. As a result of being the largest retail market in Europe, a special focus has in this report been given to the German market and German literature in the area.

    The purpose of this report is to (1) summarise and structure recent literature about overall business trends in the retail industry, in particular those on the Western European markets, (2) summarise literature about logistics trends and challenges in the Western European retail industry, (3) give an overview of the do-it-yourself (DIY) and food sectors and their development in Europe and in particular Germany, and (4) present the German DIY retailer Hornbach and the German food discount retailer Aldi as case studies.

    Except for changed demographic structures, that indirectly affect the retail industry, the most influential trends identified in the literature are internationalisation, private labelling, development of different store concepts, consolidation and vertical integration, and technology development. This report outlines these trends more in detail and relates them to the logistics challenges they represent. The report as such indicates the growing importance of logistics operations in order to tackle the trends and stay competitive.

    Special attention is in this report given to the DIY and food sectors. The DIY sector has got increased importance in recent years whereas the food sector is the by far largest and most influential sector in the retail industry, and a sector from which other sectors are inspired.

    In addition, two case studies at the German DIY retailer Hornbach and the German food retailer are presented in this report. The two companies represent two best practice cases within the retail industry, although they are competing with very different means and strategies.

     

     

    Inaddition,twocasestudiesattheGermanDIYretailerHornbachandtheGermanfoodretailerarepresentedinthisreport.Thetwocompaniesrepresenttwobestpracticecaseswithintheretailindustry,althoughtheyarecompetingwithverydifferentmeansandstrategies.

  • 43.
    Sandberg, Erik
    Linköping University, Department of Management and Engineering, Logistics . Linköping University, The Institute of Technology.
    The Role of Top Management in Supply Chain Management Practices2007Doctoral thesis, monograph (Other academic)
    Abstract [en]

    Supply chain management (SCM) has been discussed by researchers as well as business practitioners for more than two decades now, but still surprisingly little of this philosophy can be seen in today’s business practices. One important enabler for taking the SCM philosophy from theory into practice that is often mentioned, but not investigated in-depth, is top management support. The role top management plays in a company’s SCM practices could be an important piece of research that is not yet in place in the big SCM puzzle. The purpose of this dissertation is therefore to describe and explain the role of top management in a company’s supply chain management practices. The purpose is approached with the aid of two studies, where the second is partly built upon the findings from the first. The first study is an explorative, broad survey study aimed at investigating how companies’ SCM practices, here limited to include a focal company’s logistics collaboration with suppliers and customers, are performed. In the second study, which is an explanative, multiple case study, the role of top management is investigated more in detail.

    The empirical foundation for the survey study is a questionnaire that was constructed based on SCM literature. The questionnaire was sent in November 2004 to 482 logistics managers at Swedish manufacturing companies and a response rate of 177 usable questionnaires (37.8%) was achieved. Apart from purely descriptive statistics such as mean values, standard deviation and frequencies, other tests were used such as factor analysis, cluster analysis, analysis of variance (ANOVA), and cross tabulations with χ-square tests. The results are summarised into five major findings, concluding that (1) existing collaborations are mainly performed at an operational level in the companies, (2) there are differences in the focal company’s attitude and behaviour depending on if the collaboration partner is situated downstream or upstream in the supply chain, (3) increased intensity in the collaboration results in more positive effects, (4) top management involvement is an important driver for increased intensity of the collaboration, and (5) top management involvement in a dyadic collaboration is an important driver for increased collaboration with supply chain members on the other side of the focal company.

    The empirical basis for the multiple case study is three companies considered to be best practice within SCM. In total 15 focused, open-ended interviews with members of the top management teams were conducted during winter 2006-2007. All interviews were typed and transcribed, and objective case descriptions with citations were thereafter written. The analysis includes separate analysis of each case as well as cross case analysis. The SCM framework that was used in the first study was complemented with a framework on business strategy theory in the second study. More specifically, the analysis incorporates the positioning perspective, the resource based view, and Mintzberg’s view on the strategy formation process.

    The theoretical contribution of this dissertation is mainly given to the SCM field. In short, the results include a more thorough explanation of top management’s role in a company’s SCM practices. Six archetypes of this role are presented; the supply chain thinker, the frame setter, the process designer, the relationship manager, the controller, and the organiser for the future. Other implications for SCM literature being discussed in the conclusions are that (1) a systems approach should be considered separate from collaborative thinking, (2) the interdependencies in the investigated supply chains are mainly serial, (3) a systems approach is not the same as having a pure process orientation, (4) the responsibility for logistics issues is shared among members of the top management team, and (5) top management is not directly involved in the company’s distinctive logistics capabilities.

  • 44.
    Sandberg, Erik
    Linköping University, Department of Management and Engineering, Logistics Management. Linköping University, The Institute of Technology.
    Understanding logistics-based competition in retail: a business model perspective2013In: International Journal of Retail & Distribution Management, ISSN 0959-0552, E-ISSN 1758-6690, Vol. 41, no 3, 176-188 p.Article in journal (Refereed)
    Abstract [en]

    Purpose – Logistics scholars, as well as strategic management scholars, have in recent years shown that capabilities in logistics and supply chain management may be the foundation for a company's sustainable competitive advantage. It can be argued that beside product-, production-, or market-oriented companies, there are also flow-oriented companies, in which the business models are based on superior logistics performance. The purpose of this study is to explore the characteristics of logistics-based competition, i.e. how a logistics-based business model is designed.

    Design/methodology/approach – The research is based on a case study at a German do-it-yourself retailer. The case company can be considered as a best practice company when it comes to logistics-based competition, where a committed top management team guarantees the importance of logistics in the strategic development of the company.

    Findings – Logistics-related characteristics of the three business model components – external environment, internal factors and offering – are elaborated.

    Originality/value – This research adds to existing theory by developing the meaning of logistics-based competition. The strategic role of logistics is described through a business model approach.

  • 45.
    Sandberg, Erik
    Linköping University, Department of Management and Engineering, Logistics Management. Linköping University, The Institute of Technology.
    Understanding the role of logistics in retail purchasing groups2012Conference paper (Other academic)
    Abstract [en]

    For many retail purchasing groups, i.e. independent retailers that cooperate concerning joint purchasing, branding, and other activities, capabilities related to logistics are becoming increasingly important for sustainable competitive advantage. The objective of this research is to, based on two case studies of Swedish retail purchasing groups, develop our understanding of the role of logistics in such groups. The article considers retail purchasing groups that have deliberately extended their centralised purchasing collaboration to also include other activities, in particular logistics activities. These groups are expected to benefit from economies of scale not only in purchasing, but also from marketing and logistics activities and hence compete on more similar conditions as other retail chains, typically mega-retailers that often represent best practice in the retail industry today. In the findings, market strategy and organisational matters as well as advantages of being a member of a purchasing group with centralised logistics, is discussed. In particular the existence of a central warehouse plays a vital role in terms of advantages of being a member of a purchasing group.

  • 46.
    Sandberg, Erik
    et al.
    Linköping University, Department of Management and Engineering, Logistics Management. Linköping University, The Institute of Technology.
    Abrahamsson, Mats
    Linköping University, Department of Management and Engineering, Logistics Management. Linköping University, The Institute of Technology.
    A Classification of Different Strategic Roles of Logistics2012Conference paper (Other academic)
  • 47.
    Sandberg, Erik
    et al.
    Linköping University, Department of Management and Engineering, Logistics Management. Linköping University, The Institute of Technology.
    Abrahamsson, Mats
    Linköping University, Department of Management and Engineering, Logistics Management. Linköping University, The Institute of Technology.
    Logistics capabilities for sustainable competitive advantage2011In: International Journal of Logistics, ISSN 1367-5567, E-ISSN 1469-848X, Vol. 14, no 1, 61-75 p.Article in journal (Refereed)
    Abstract [en]

    The purpose of this paper is to explore how sustainable competitive advantage is generated in two Swedish

    best practice companies that successfully exploit logistics as a source for competitive advantage. Using

    a theoretical framework based on the resource-based view of the firm, this research elaborates on the

    links between operational and dynamic logistics capabilities and sustainable competitive advantage. The

    findings conclude that a sustainable competitive advantage is based on a combination of efficient and effective

    logistics operations and well-functioning, adjusted, in-house-developed IT systems. This operational

    capability is in turn sustained through five dynamic capabilities: managerial knowledge and presence,

    cross-functional teamwork, control, learning and supply chain relationships.

     

  • 48.
    Sandberg, Erik
    et al.
    Linköping University, Department of Management and Engineering, Logistics Management. Linköping University, The Institute of Technology.
    Abrahamsson, Mats
    Linköping University, Department of Management and Engineering, Logistics Management. Linköping University, The Institute of Technology.
    LOGISTICS CAPABILITIES, MARKET POSITIONING AND STRATEGIC FIT: Different perspectives on the role of logistics in the strategy of the firm2010In: Proceedings of the 22nd Annual NOFOMA Conference / [ed] Jan Stentoft Arlbjörn, 2010, 681-696 p.Conference paper (Refereed)
  • 49.
    Sandberg, Erik
    et al.
    Linköping University, Department of Management and Engineering, Logistics . Linköping University, The Institute of Technology.
    Abrahamsson, Mats
    Linköping University, Department of Management and Engineering, Logistics . Linköping University, The Institute of Technology.
    The role of top management in supply chain management practices2010In: International Journal of Retail & Distribution Management, ISSN 0959-0552, E-ISSN 1758-6690, Vol. 38, no 1, 57-69 p.Article in journal (Refereed)
    Abstract [en]

    Purpose – Despite the often stated importance, little about top management's role in supply chain management (SCM) practices is known. The purpose of this paper is therefore to explore the role of top management in two retail companies that successfully utilise opportunities given by SCM practices.Design/methodology/approach – As an empirical basis for the research, two Swedish retail companies are explored. Members of the top management teams have been interviewed about their role in the company and their priorities.Findings – The top management role is described by introducing four archetypes; the supply chain thinker, the relationship manager, the controller and the organiser for the future.Originality/value – This paper adds to existing theory by giving a more detailed description of top management's role in SCM practices, i.e. how SCM practices could actually be managed, and, in the extension, to the understanding for what is needed to implement more SCM practices in real existing companies and supply chains.

  • 50.
    Sandberg, Erik
    et al.
    Linköping University, Department of Management and Engineering, Logistics Management. Linköping University, The Institute of Technology.
    Berglund, Magnus
    Linköping University, Department of Management and Engineering, Logistics Management. Linköping University, The Institute of Technology.
    Logistics factors to consider when opening a new store2012Conference paper (Other academic)
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