Purpose
The purpose of this paper is to characterize the optimal ordering and allocation policy for a store replenishment decision in the context of an omnichannel retailer in a franchise network. The authors further show that a myopic policy is optimal, which circumvents the curse of dimensionality for the multi-period inventory model and help store managers optimize their decisions about the amount of inventory to stock for both online and offline demands and the percentage of inventory to reserve for online orders.
Design/methodology/approach
This research is trigged by several managerial studies which suggest reserving a certain percentage of the in-store inventory for online orders as a good store inventory allocation practice for omnichannel retailers in a franchise network. The authors used an analytical model to develop this practice by clarifying how store managers can decide on the amount of inventory to replenish and the percentage to reserve for online orders.
Findings
This study develops a finite horizon, periodic review inventory model to identify an optimal and dynamic replenishment and allocation policy. The analysis uncovers the system’s fundamental structural property concavity. The research shows that, due to this property, the optimal replenishment policy is a base-stock policy. The latter is due to the base stock level being independent of the initial inventory at hand, and the optimal allocation level being non-decreasing on the base-stock level.
Research limitations/implications
This study contributes to the literature on store inventory management for omnichannel retailers in a franchise network by investigating their optimal store inventory ordering and allocation policy. Nevertheless, the zero-lead time and zero-setup cost assumptions limit the findings.
Practical implications
Insights into an optimal store inventory policy may guide franchisee store managers to decide on the amount of inventory to replenish and the percentage to reserve for online orders.
Originality/value
The originality of this paper lies in its focus on in-store inventory management for omnichannel retailers in a franchise network. The findings are helpful for franchisor retailers to implement the omnichannel strategy at the level of in-store inventory management. Beyond using incentive systems, the franchisor should leverage legitimate powers by mentioning a relevant measure in their contracts with their franchisee to minimize their channel conflicts and ensure their customers have seamless shopping experiences.
Two-Echelon Inventory Model With Service Consideration and Lateral Transshipment
