The Positioning of Governace Structures

Over the last few years, the management of reverse logistics has become not only a growing reality for organizations (Rogers, Lambert, Croston & GarciaDastugue, 2002) but also a vector of competitiveness used by an increasing number of managers (Dowlatshahi, 2000). Daugherty, Richey, Hudgens, and Autry (2003), however, remind us that “reverse logistics has been described as going the wrong way on a one-way street” (p. 49); that is, it is far from being a natural direction for most organizations. Jayaraman, Patterson, and Rolland (2003) and Prahinski and Kocabasoglu (2006) provide help in understanding why this is the case: (a) traditional distribution channels are not structured and equipped to take back returned items and (b) transportation usually is the largest component of reverse logistics costs. Reverse logistics has also become a field of growing interest for researchers, who have pursued a variety of goals. Some studies are of a descriptive nature, seeking to define the field of reverse logistics and its implications (for example, Carter and Ellram, 1998; Dowlatshahi, 2000). Others are case studies of specific companies or sectors of activity (for example, Blackburns, Guide, Sonza, and Wassenhove, 2004; Daugherty, Richey, Hudgens & Autry, 2003). Still others seek to apply traditional logistics management tools to reverse logistics supply chains (see Minner, 2001).