Background: Small businesses are seen as the impetus behind a country’s economic growth. The South African government’s continued commitment to prioritise the development of small businesses, the promising rise of the retail sector in South Africa and the substantial contribution of small businesses to trade, business services, personal services and construction make the small retailers a force to be reckoned with. Businesses often fail because of a lack of strategic fit between the competitive and supply chain strategies. It is imperative that the supply chain design, resources and processes provide the necessary capabilities to support the desired competitive strategy. Managing the three logistical supply chain drivers of facilities, inventory and transportation can contribute to achieving a strategic fit between the selected competitive strategy and supply chain strategy. The logistical supply chain drivers should not only be managed as a cohesive unit, but should also be aligned with the orientation of the selected supply chain strategy, in terms of responsiveness and cost-efficiency. Objective: The objective of this article is to provide guidelines from literature that small business retailers can use in managing their logistical supply chain drivers to be aligned with the orientation of their selected supply chain strategy in terms of responsiveness and cost-efficiency. Method: An extensive literature review was conducted pertaining to the management of the three logistical supply chain drivers by small retailers. Results: It was determined that small responsive retailers typically order inventory on a frequent basis, hold excess inventory, provide customers with a seamless in-store experience and are located close to their customers. These responsive retailers make use of direct delivery from suppliers (and to customers) to increase their flexibility and reduce lead times. On the other hand, small cost-efficient retailers typically do not hold excess inventory, and their stores are usually located further away from customers. These cost-efficient retailers take advantage of both economies of scale when purchasing inventory and economies of distance when transporting inventory. Conclusion: Literature guidelines with regard to the management of the logistical supply chain drivers are provided to assist small retailers in achieving a strategic fit between the selected competitive strategy and supply chain strategy.

中文翻译：

---

为小型企业零售商配备管理后勤供应链驱动程序的理论指导

背景：小型企业被视为一国经济增长的动力。南非政府继续致力于优先发展小型企业，南非零售业的蓬勃发展以及小型企业对贸易，商业服务，个人服务和建筑业的巨大贡献，这使小型零售商成为不可忽视的力量用。由于竞争战略和供应链战略之间缺乏战略契合性，企业经常失败。至关重要的是，供应链设计，资源和流程必须提供必要的能力，以支持所需的竞争策略。管理设施的三个物流供应链驱动程序，库存和运输可以有助于实现所选竞争策略和供应链策略之间的战略契合。物流供应链驱动程序不仅应作为一个紧密联系的单位进行管理，而且还应在响应能力和成本效率方面与所选供应链策略的方向保持一致。目标：本文的目的是从文献中提供指南，小企业零售商可以使用这些指南来管理其物流供应链驱动力，以使其在响应能力和成本效率方面与所选供应链战略的方向保持一致。方法：对小型零售商对三种物流供应链驱动因素的管理进行了广泛的文献综述。结果：可以确定的是，响应迅速的小型零售商通常会频繁订购库存，持有过多库存，为客户提供无缝的店内体验并且位置接近其客户。这些响应迅速的零售商利用从供应商（和向客户）的直接交付来增加灵活性，并缩短交货时间。另一方面，具有成本效益的小型零售商通常不持有过多的库存，其商店通常位于距离客户较远的地方。这些具有成本效益的零售商在购买库存时利用规模经济，在运输库存时利用距离经济。结论：