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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).

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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Transcription of Tools to manage reverse logistics - CIMA

1 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).

2 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. from the point of consumption to the point of origin for the Given the tightness of margins in many organisations, it purpose of recapturing value, or proper disposal'. However, this is worth emphasising that the improved management of definition is still somewhat limited since many products are these returns can have a significant impact on bottom returned to a point of recovery and not their origin (De Brito line performance.)

3 There can also be a significant impact and Dekker 2002). In recent years, a number of definitions on environmental concerns as well, since reverse logistics have emerged. The reverse logistics Association refer to the operations can involve a large amount of lorry movements term reverse logistics as all activity associated with a product/. and consequential CO2 emissions. Given this opportunity to service after the point of sale, the ultimate goal to optimize or both improve bottom line performance and have a positive make more efficient aftermarket activity, thus saving money and impact on environmental performance, we undertook environmental resources' ( reverse logistics Association, 2009).

4 Research work for both the Department for Transport and CIMA on the development of a reverse logistics Diagnostic reverse logistics is a broad area and, in this particular study, and Performance Improvement toolkit. The toolkit enables we focused on the management of retail returns. Our companies to audit their returns management activities and particular objective was to view the management of the identify where opportunities exist to reduce costs and waste reverse logistics process from a holistic supply chain approach and improve customer service. The toolkit was published in rather than just something which started after the point of late 2008 in both electronic and hard copy format.

5 Sale (see Figure 1). What was particularly interesting in this research was the Figure 1: Product life cycle view recognition that management accounting and management accountants can play an important role in this area. Management accountants can use their analytical skills to Start here? highlight the financial benefits to be gained from making Concept improvements to reverse logistics processes. Interestingly, techniques such as quality costing and transparent performance Design Recycle measurement systems have a significant role to play. Objectives 1. Develop a reverse logistics Diagnostic and Performance Improvement toolkit. 2. Engage management accountants, and embed Return Manufacture management accounting, in the development of this toolkit.

6 Use The importance of the contribution of management accountants in this area became particularly evident in the early workshops that we held with supply chain managers and logistics managers as part of the Department for Transport project. None of the earlier workshop members The problem identified in Figure 1 is that organisations were from the accounting and finance area, but a key may start to think about the reverse logistics process at the theme arising out of the workshops is the positive role that recycling point whereas, to ensure efficient and effective management accountants can play in the supply chain and reverse logistics processes, managers need to think about logistics area.

7 Delegates from the workshops were looking returns at the design stage of the product or process. This is for support from management accountants in terms of key important because many of the drivers of reverse logistics performance indicators, costing information that recognised (Figure 2) actually occur as a result of product and service inter organisational relationships and helped them to both decisions taken at the design and planning stage of product reduce costs and enhance value for their organisations. and service provision (Bernon and Cullen, 2007). 2 | Research executive summary Research executive summaries series Tools to manage reverse logistics Figure 2: Drivers of product returns (Bernon and Cullen, 2007) The ICE model provides a way forward for managing product returns.

8 At the centre of the approach is a hierarchy of product disposition (Carter and Ellram (1998): Forecast accuracy and demand variability. reduce Promotional activity. re-use New product introduction. recycle. Product range and safety stock policy. Product lifecycles. Reduce will lead companies to examine how they can logistics trade-offs. reduce returns arising in the first place through the better Purchasing policies. management of the supply chain. High on-shelf availability. Legislative factors. Re-use will lead to organisations maximising the asset value Cash Flow Management. of returns through effective refurbishment programmes and Liberal returns policies and customer returns.)

9 Disposition through traditional and emerging novel secondary Customer no fault found'. routes to market. Recycle is the lowest disposition route and refers to the environmentally best route for recovery of material from A framework for managing reverse logistics products that cannot be resold. Arising out of an earlier Department for Transport study, Bernon and Cullen (2007) developed a framework for To be effective in utilising this disposition hierarchy, Bernon managing reverse logistics which provided the initial impetus and Cullen (2007) suggested that companies need to to undertake this particular study and engage management incorporate three management approaches, namely: accounting and management accountants in the management integration of product returns (see Figure 3).

10 Collaboration evaluation. Figure 3: ICE model for managing product returns (Bernon and Cullen, 2007) Integration considers the four themes of strategy, network infrastructure, outbound and returns management and process management. Supply chain Collaboration emphasises the need to develop a number Competitors strategy of collaborative arrangements to manage final product Network Specialist dispositioning effectively. Collaboration may be with infrastructure service providers third party logistics operators, through shared services and with competitors. Shared ICT. services Evaluation recognises that in order to support product return Integrate Reduce Collaborate programmes, companies need to evaluate their performance.


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