Omnichannel Distribution to Fulfill Retail Orders

X. Wan
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引用次数: 3

Abstract

Problem definition: Although the analytical literature extensively studies distribution channels, empirical evidence on the value of omnichannel distribution is limited, especially for the omnichannel used by manufacturing companies to fulfill retail orders. I empirically evaluate the extent to which the dual–distribution center (dual-DC) distribution channel and the factory-direct distribution channel contribute to fulfilling orders from retail stores compared with the traditional single–distribution center (single-DC) channel. Academic/practical relevance: Many manufacturing companies develop their distribution omnichannel to fulfill retail orders. To make proper decisions on various channels, they need to understand the trade-offs between different order-fulfillment measures and costs in different distribution channels. Methodology: I exploit two switches in distribution channels of a manufacturing company to its retail customers: one from single-DC to dual-DC distribution and the other from single-DC to factory-direct distribution. To account for the trade-offs between order fulfillment and the costs associated with each distribution channel, I develop three equations for fill rate, lead time, and production and distribution costs in a difference-in-difference framework and then estimate the equations using proprietary data of retail orders and delivery records. Results: The results quantify the contributions of distribution channels to order fulfillment. Compared with the single-DC distribution channel, the dual-DC distribution channel raises the fill rate by 0.4% and reduces the lead time by 9.7% without incurring additional costs, whereas the factory-direct distribution channel increases the fill rate by 0.5% and provides a 5.2% cost savings but extends the lead time by 12.5%. I further analyze these contributions to order fulfillment across demand variability and order quantity. Managerial implications: The findings provide manufacturing companies with valuable knowledge of their distribution channel choices and means to find a cost-effective distribution channel to improve order fulfillment for various customers and products.
完成零售订单的全渠道分销
问题定义:虽然分析文献对分销渠道进行了广泛的研究,但关于全渠道分销价值的实证证据有限,特别是对于制造企业用于履行零售订单的全渠道。与传统的单配送中心(single-DC)渠道相比,我实证地评估了双配送中心(dual-DC)分销渠道和工厂直接分销渠道对满足零售商店订单的贡献程度。学术/实践相关性:许多制造公司发展他们的分销渠道来完成零售订单。为了在各种渠道上做出正确的决策,他们需要了解在不同的分销渠道中不同的订单履行措施和成本之间的权衡。方法:我利用了一家制造公司到其零售客户的分销渠道中的两个开关:一个从单直流到双直流分销,另一个从单直流到工厂直销。为了考虑订单履行和与每个分销渠道相关的成本之间的权衡,我在差异中差异框架中开发了三个关于填充率、交货时间、生产和分销成本的方程,然后使用零售订单和交付记录的专有数据估计这些方程。结果:结果量化了分销渠道对订单履行的贡献。与单直流分销渠道相比,双直流分销渠道在不产生额外成本的情况下提高了0.4%的填充率,缩短了9.7%的交货时间,而工厂直接分销渠道提高了0.5%的填充率,节省了5.2%的成本,但延长了12.5%的交货时间。我进一步分析了需求变异性和订单数量对订单履行的贡献。管理意义:研究结果为制造公司提供了有价值的知识,他们的分销渠道的选择和方法,以找到一个具有成本效益的分销渠道,以提高各种客户和产品的订单履行。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
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