Transcription of Tools to manage reverse logistics - CIMA
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Tools to manage reverse logistics - CIMA
Tools to manage reverse logistics Research executive summaries series Volume 6, Issue 3. Authors John Cullen University of Sheffield Mike Bernon Cranfield School of Management Jonathan Gorst University of Sheffield ISSN 1744-7038 (online). Research executive summaries series Tools to manage reverse logistics Overview of project What is reverse logistics ? reverse logistics has become an area that retailers and The scope of reverse logistics throughout the 1980s was manufacturers cannot ignore. Companies can see between limited to the movement of material against the primary 4% 30% of their products returned by customers and flow. Through time, more sophisticated definitions began total UK retail returns have been valued at around 6 billion to emerge and Rogers and Tibben-Lembke (1998) defined per annum (Bernon and Cullen, 2007). Despite the fact that reverse logistics as the process of planning, implementing and managing these returns incurs substantial costs through controlling the efficient, cost effective flow of raw materials, logistics , inventory and disposal, many companies appear to in-process inventory, finished goods and related information employ inadequate processes for dealing with these returns.
Research executive summary | 3 Research executive summaries series Tools to manage reverse logistics Figure 2: Drivers of product returns (Bernon and Cullen, 2007) • Forecast accuracy and demand variability. • Promotional activity. • New product introduction. • Product range and safety stock policy. • Product lifecycles. • Logistics trade-offs.
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