Retail exchanges: a research agenda Leigh Sparks and Beverly A. Wagner Introduction Recent years have witnessed a transformation of the retail landscape (Dawson, 2000; 2001) and the way in which retailers manage their supply chains has been altered fundamentally (Sparks, 1998; Fernie and Sparks, 1998). At the same time, the nature and extent of these supply chains has also changed. Retailer activity has become more global in its scope. Logistics and other activities have to be managed over greater distances than ever before. The nature of retail competition itself has changed, with an increase in business range and concentration. From being a local activity, retailing for some companies has progressed through the national level, to an international and, in certain cases, a global scale. As these organisations grow and seek to enhance their activities and reduce costs, they search for the most appropriate management methods, tools and activities to bring this about. For some, it has evolved into almost a virtual organisation with outsourcing being its prime activity (e.g. Benetton, Tommy Hilfiger). Some elements of the business, for example, supply or production can be readily outsourced (e.g. Tesco), whereas some activities remain internal. In either case, closer relations among a network of contractors becomes essential. The nature of these retailer relationships varies. Some are more collaborative or associative than transaction focused (Dawson and Shaw, 1990). In all cases, however, the need to control costs, yet provide requisite service on this scale becomes a key focus of attention. An array of relatively new concepts has been introduced into the management of retail supply chains in an attempt to improve performance. For example, concepts such as quick response (QR), (Fernie, 1994; Fiorito et al., 1995; Kincade et al., 2001), efficient consumer response (ECR) (Kurt Salmon Associates, 1993; McMichael et al., 2000) and collaborative planning, forecasting and replenishment (CPFR) (Angeles, 2000) have become common, though the benefits arising from them are sometimes questioned (Kotzab, 1999). To some extent, these are tools within a wider potential re-structuring of supply chains, through the introduction of electronic markets or retail exchanges. Such exchanges are characterised by the retailers’ direct access to distributors and The authors Leigh Sparks is Professor of Retail Studies and Beverly A. Wagner is a Lecturer, both in the Department of Marketing, University of Stirling, Stirling, UK. Keywords Channel relationships, Supply-chain management, E-commerce Abstract The nature of logistics and supply chain management has dramatically changed as a result of new information technology. Information is now critical in supply systems and information technology has allowed companies to transform their dealings with customers and suppliers. The development of retail exchanges is stimulating further change in supply chains and buyer-supplier relationships in the retail sector. This paper briefly considers concepts such as QR, ECR and CPFR utilised by the retail sector to promote supply-chain efficiencies. It then goes on to explore the impact of retail exchanges and outlines progress so far. Finally, research issues arising from the retail exchanges are set in the context of research questions and propositions to further understanding of the impact of retail exchanges on supply chain management and the retail industry as a whole. Electronic access The Emerald Research Register for this journal is available at http://www.emeraldinsight.com/researchregister The current issue and full text archive of this journal is available at http://www.emeraldinsight.com/1359-8546.htm Research note 17 Supply Chain Management: An International Journal Volume 8 . Number 1 . 2003 . pp. 17-25 # MCB UP Limited . ISSN 1359-8546 DOI 10.1108/13598540310463323