Abstract

Background: Over the last few years, the principle of cross-docking has prominently spreadthrough the companies in which they try hard to make their supply chain channels efficientand achieve higher demands of the society. Studies claimed that inventory management remains to be challenge for professionals of supply chain as long-term processing times may result in considerable financial losses for firms.

Aim: This research aims to evaluate the effectiveness of Hub-and-Spoke cross-dockingstrategy in inventory management by understanding the impact, outcomes or efficacy of its implementation.

Methodology: This research has adopted qualitative research method to generate extensive data and deep insights to underlying factors behind organizations' decisions and behavior on the implementation of cross-docking concept. The interviews have been chosen as the main data collection method of this research because it has been used successfully in order to produce rich and detailed information about the participants in the supply chain management.The total sample size of the participants is 10. For instance, the research conducted interviews via In-person, Zoom and WhatsApp video calls. The researcher recruited supply chain managers including companies’ representatives, supply chain practitioners, logistic managers,inventory managers and related stakeholders responsible for executing and overviewing inventory management approaches within their firms operating in Sweden. Thus, individuals can offer useful information related to supply planning, implementing and optimising cross-docking operations within their organisations.

Findings and Conclusion: The research has, however, led to the impact of the organizational culture on the sustainable Hub-and-Spoke cross-docking strategy with the participants, all agreeing on the role that culture plays in shaping the structure of the strategy in the long-term. Finally, organizational culture was considered to be the cornerstone system,emphasizing the values of innovation, collaboration, transparency, and employee empowerment that serve as the driving force for its application. Participants highlighted the significance of facilitating discussions on various levels, recognizing the importance of collaborations and teams, establishing training and development systems, creating the culture of continuous improvement, and empowering employees as key measures utilized in dealing with the organizational culture challenges in cross-docking implementation and sustainability. KPIs for the cross-dock's level of success and effectiveness include order fulfillment rates,inventory turnover and customer satisfaction, compliance, employee satisfaction, operational efficiency, and the practice of ethical business conduct and corporate values. Thus, thisresearch proves the connection between the organizational culture and best productivity ,results of cross-docking. This makes it clear that a supportive environment is important for a continued performance in cross-docking operations.