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dc.contributor.authorDuyck, Jana
dc.contributor.authorThubron, Catherina
dc.date.accessioned2021-04-27T19:01:56Z
dc.date.available2021-04-27T19:01:56Z
dc.date.issued2019
dc.identifier.urihttp://hdl.handle.net/20.500.12127/6794
dc.description.abstractRetail businesses, such as Delhaize, come with a great amount of complexity, which is shown in every department. Particularly logistics needs a lot of attention in retail companies of this size. This project is therefore related to logistic issues, more specifically reverse logistics, transport-wise. Delhaize’s business model consists of one delivering goods to both integrated stores and independent affiliates and the stores then sell these goods to the end-consumer. These delivered goods arrive at the stores on specific carriers, which the stores then offload onto the shelves. These empty carriers have to be sent back to Delhaize afterwards, so they can be re-used, meaning that there exists a reverse flow back to the distribution centres. Nowadays, this return of the so-called ‘empty carriers’ aka ‘empties’ cause a lot of trouble as it is not organised. Drivers only take back what they can, leading to a messy situation where a lot of empties stay behind in the stores. This is exactly where the project was focussed on. A system had to be found where empties are taken back more consistently. This solution had to be feasible in terms of logistics and also potential implications for IT and finance had to be taken into account. The report guides you through the process that was done during this two-month project to see if a feasible solution can be brought to the table. CHAPTER 1 introduces Delhaize as a company and puts the problem statement in a general framework so that the reader already has an idea what will be focused on in the literature study that follows then. The literature section handles reverse logistics and talks about a few models that are used in practice to approach this issue. After more knowledge is gathered around the theoretical side of reverse logistics, it has been applied on Delhaize. CHAPTER 2 explains why the return of empties at Delhaize can be considered as a problem and why it should be addressed. The borders of the project are also pinpointed; hence the scope of the project becomes totally clear. CHAPTER 3 describes in detail how exactly the problem will be tackled. By a stepwise methodology, it will be clarified how and what information will be gathered to approach the problem. Next to this, the limitations of our project are touched upon. CHAPTER 4 explores the research carried out to unveil the underlying problem of the empties. Qualitative research was carried out, which included shadowing drivers during their trips, visiting the distribution centres, as well as Delhaize shops. Once Delhaize’s organisation of empties was clarified, question of what competition doing submerged. Other solutions proposed in the past will be mentioned, as well as all the opportunities which were explored before reaching the final solution. Detailed explanations of the quantitative approach used to create the simulation of the recommended practice is provided, including all the steps taken. In-Company Project Delhaize: Reverse logistics empties 8 CHAPTER 5 provides the final results of the simulation. Firstly, the outcome of the surveys sent out the shops is explained, embodying the frustrations behind empties and what is wanted from the stores. The calculated conversion rates from deliveries to empties for each banner and each empty is displayed, leading to the frequency rates of pick-ups which is based on the size of the backrooms of the shops. Different frequency rates produced different scenarios with different schedules. Feasibility of each scenario is mentioned. CHAPTER 6 discusses what implications this recommended practice of organising the empties will have on finance, logistics and IT. It starts off by comparing the two feasible scenarios in terms of costs and then is followed by logistics and IT implications. CHAPTER 7 finally brings light to the recommended practice of organising the empties, listing the underlying reasons. CHAPTER 8 embodies the implementation plan, with regards to IT, stores and transport. Long-term steps which Delhaize could potentially act upon are proposed.
dc.language.isoen
dc.titleSystematic organisation of the reverse flow of empties in the retail industry; implementations on logistics, finance and it.
dc.source.numberofpages51
vlerick.knowledgedomainOperations & Supply Chain Management
vlerick.supervisorBoute, Robert
dc.identifier.vperid102358
vlerick.companynameDelhaize
vlerick.companysupervisorCooreman, Katrien
vlerick.programmeMGM Gent
vlerick.typebusresprojectIn-Company Project


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