1、Evaluating reverse logistics programs A suggested process formalization;Evaluating reverse logistics programs: A suggested process formalization; Stefan E. Genchev, Ph.D. Department of Marketing College of Business Administration University of Central Oklahoma Edmond, Oklahoma, USA R. Glenn Richey,
2、Ph.D. (corresponding author) Culverhouse College of Commerce University of Alabama Alabama, USA Tel. (205) 348-8922 Fax. (205) 348-6695 E-mail: gricheycba.ua.edu and Colin 9view distribution in one way: supplier to end consumer.” The feedback loop between returns operations and pre-established perfo
3、rmance indicators allows for continuous process and program improvement. Return on investment on both tangible and human resource assets dedicated to reverse logistics programs can provide a valuable managerial tool for controlling the operation. Take in Figure 7 Based on logic from industry, the cu
4、rrent study presents a strategic framework to guide RL operations. The Appendix presents the final version of the reverse logistics formalization assessment tool. 22 8. Limitations and implications for research This study has a few limitations that may lead to new research directions. First, given t
5、he depth required to examine the research question, qualitative interviews were the ideal method to collect data. While the six companies in this study represent a wide and diverse range, replication using other industries would strengthen the findings as well as provide generalizability. Further, g
6、iven the nature of the data, it cannot be subject to quantitative empirical scrutiny. Future studies should attempt to replicate these findings using a survey, experimental, or modeling methodology. More generally, reverse logistics is relatively new in the literature, and while it is gaining recogn
7、ition as an important topic, it does not have the same foundation as more established research streams. The result is two-fold: first, it represents a challenge both methodologically and philosophically for those scholars who wish to advance it; second, it offers an opportunity to bridge the gap bet
8、ween sustainability and logistics. As firms and business philosophies move toward sustainable practice, supply chain management will take an even more active role in business strategy. A sustainable business is one that does not compromise the ability of future generations to meet their needs (World
9、 Commission on Environment and Development 1987), and the most basic way to do this is to protect the environment (Sheth 2011). Because of emissions and fossil fuel consumption, logistics presents a barrier between many firms and sustainability (May et al., 2003), but it also presents an opportunity. A sustainable strategy accounts for all shareholders, and an effective RL strategy may help firms to utilize resources more efficiently, thus minimizing the toll on the
