I am doing a research thesis and I have collected sample data from research participants, I am attaching here my literature review and my findings chapters, based on this content I want you to create a conceptual framework for my research paper that defined by variables ( independent, dependent, mediator, moderator etc) so that I can show that my literature review complements my findings. here is my literature review and introduction <Enhancing Supplier Collaboration for Effective Product Returns Management in New Zealand’s Grocery Retail Sector: Challenges, Policies, and Strategic Approaches

1. Introduction
1.1 Background of the Study
Product returns management has evolved significantly as an integral component of supply chain management, particularly within industries that prioritize customer satisfaction and operational efficiency. Dapiran and Kam (2017) have substantiated that historically the focus on reverse logistics and returns as wastage, which encompasses the broader scope of returning goods through the supply chain, has overshadowed the specialized competitive advantage offered through product returns management. Research by Niemann et al. (2017) emphasized the importance of functional integration within firms to optimize returns processes. However, the concept of supplier collaboration, specifically in managing returns, gained attention when Mollenkopf et al. (2010) and more recently scholars like Karlsson et al. (2023) documented the value co-creation opportunities offered by product returns management. 
In New Zealand's grocery retail sector, which is characterized by high volumes of perishable goods, effective returns management is not only essential for maintaining customer satisfaction but also for managing costs and sustaining supplier relationships (Tang & Kularatne, 2021). As highlighted by Dyason et al. (2022), the unique challenges posed by New Zealand’s market, including stringent food safety regulations and the predominance of imported goods, necessitate a close and collaborative relationship between retailers and suppliers. 
In the grocery retail landscape, product returns management entail a complex and costly challenges for grocery retailers Karlsson et al. (2023). Dapiran and Kam (2017) have presented their product returns management framework based on this multi-party interactions in a product return chain process and have hinted towards supplier collaboration framework as a key driver of value creation and appropriation in product returns management. Despite the growing recognition of the importance of supplier collaboration, existing literature, such as Karlsson et al. (2023), has primarily focused on supply chain misalignments in entire reverse logistic networks rather than singularly on the specific dynamics of product returns management within this context. In so far as the grocery retail industry entails a combination of product returns that mostly come in the form of perishable goods that may require processing within a short time. Therefore, the present research aims to explore the challenges, policies and strategic approaches in enhancing supplier collaboration for effective product returns management so as to develop effective product returns management strategies for grocery retailers. This research problem is rooted in theoretical framework of supply chain orientation (SCO) and supply chain alignment (SCA) with the premise that retailers can reap significant synergies through effective supplier-side collaboration policies that can aid them in product returns management as part of their return policy. Through an exclusive concentration on supplier-retailer collaboration for product returns management in New Zealand’s grocery retail sector the present study aims to identify the key challenges in current return policies and to explore strategic recommendation for retailers align supply chain practices for more effective returns management.
1.2 Motivation
The retail sector evolves rapidly across the globe. The management of product returns has become a major challenge, especially in the growing field of grocery retail business. With the rise in internet purchases, especially due to the COVID-19 restrictions, the rates of return have increased enormously putting immense pressure on logistics and supply chain management (IBIS NZ, 2023). Tang and Kularatne (2021) noted that while grocery retailers are under pressure to satisfy these growing demands in terms of return policies and speed of service, existing returns management processes may not be able to cater to the need. Most existing studies either address returns management from a broad operational perspective or concentrate on other industries, leaving a gap in understanding the unique challenges and opportunities within grocery retail. Additionally, there is a limited academic exploration of how organizational policies and the evolving market dynamics in regions like New Zealand impact the efficiency of returns management. This research is undertaken to fill these academic gaps by specifically examining how enhanced supplier collaboration can improve product returns management in New Zealand's grocery retail sector. By doing so, the aim of the study is to provide valuable contributions to the academic discourse, offering new insights that can bridge existing gaps in the literature and inform better practices within the industry.
The aim of this study is to explore how supplier collaboration can be enhanced to improve the product returns management process in New Zealand’s grocery retail sector through the identification of the key challenges, evaluation of the impact of current return policies, and to thereby recommend strategic approaches to align supply chain practices for more effective returns management in the grocery retail sector of New Zealand. 
1.3 Research Question
The main research question of this study is “How supplier collaboration enhances product returns management process in New Zealand's grocery retail sector?”
The study focuses on the following sub research questions to address the core research problem:
	How do New Zealand grocery retailers currently collaborate with suppliers to manage and streamline product returns processes?
	What challenges do New Zealand grocery retailers face in the implementation and management of product returns processes?
These research questions are designed to explore the existing collaboration mechanisms between New Zealand grocery retailers and suppliers, the challenges faced in implementing and managing product returns, and the impact of organizational policies on the efficiency of these processes. 
The current returns management processes are not properly integrated and impeded by higher handling costs per unit processed, longer time taken to process items, and resource wastage (Ahsan and Rahman, 2021; Karlsson et al., 2023). These inefficiencies have a substantial financial impact on grocery retail, given the context of thin margins and limited product shelf life. Grocery products require streamlined, cost-effective returns processes that are tailored to their specific challenges. In so far as the research on returns management strategy in grocery retail is scanty, especially for the industry of New Zealand, the research problem is crucial for improving the profitability of grocery retailers.
1.5 Context and Significance
The context of this research is situated within the broader field of product return management and supply chain management, with a specific focus on the grocery retail sector in New Zealand. The significance of this research lies in its potential to contribute to both academic understanding and industry practice. From an academic perspective, the study fills a gap in the literature by specifically addressing the challenges and opportunities related to supplier collaboration in the context of product returns—a topic that has been under-researched, particularly in the New Zealand market.
Practically, this research offers actionable insights that can lead to more efficient, cost-effective, and customer-friendly product returns processes. Effective management of product returns is crucial for cost reduction, as returns and associated logistics management can account for 20 to 25% of a retailer’s total cost (IBIS NZ, 2023). In an industry where margins are already thin, optimizing this process could lead to substantial cost savings.
Furthermore, returns management is integrated with the problem of customer satisfaction which is vital for customer retention. There are noticeable benefits of the integrated and efficient returns process that can ideally improve the brand reputation and organize access to customers. In the context of sustainability and the circular economy, the concept of optimizing returns processes is consistent with broader environmental objectives where products that are to be returned are returned and those which are not are recycled.
This study seeks to address the identified research questions to practical recommendations that be implemented across New Zealand’s grocery retailing sector. This research will also advance the body of knowledge on product return and supply chain management literature for scholars to improve the perspective of supplier involvement in improving retail service delivery.
2. Literature Review
2.1 Introduction to Product Returns Management
Return management of products is the systematic handling of products that consumers return after purchase. Ambilkar et al. (2021) highlight that this stretches from the authorization of the returns through the further processes which can include repairing and reselling, recycling, or disposing of them. While reverse logistics encompasses a wider perspective on the cycle of the supply chain, product returns management embraces only that particular segment of the management of returned goods. This function is gradually being appreciated as being an important aspect of the overall supply chain, particularly in industries in which customer loyalty and organizational functionality are of great importance.
Tang and Kularatne (2021) posited the issue of product return is sensitive in New Zealand grocery retail since most of the items are perishable products; the country has sound legislation and customer expectations of quality goods and services. Dyason et al. (2022) stated that retailers face challenges in preventing high costs in return management while managing effective relations with suppliers as well as sustaining customer satisfaction. This balance is particularly important in the retail sector where first and most often the operative part of the processes dictates revenues and where consumers’ loyalty may depend significantly on the efficiency of the returns policy.
Based on these issues, this literature review examines how the increase in supplier collaboration might help to facilitate returns management in grocery retail in New Zealand. The review will only consider published research papers and articles, the barriers to implementation, the effect of extraneous variables, and a synopsis of partnership approaches.
2.2 Supplier Collaboration in Product Returns Management
The collaboration of suppliers is crucial in the management of product returns. Liu and De Giovanni (2019) highlighted that relations between retailers and suppliers entail the exchange of information, synchrony of several operations, and partnership in the effective management of the return process. In the research done by Robertson et al. (2020), the authors establish that value is co-created through effective management of resources and end consumers’ experiences. For instance, Niemann et al. (2017) suggest that the functional integration at the intra-firm and between firms can bring immense benefit in the management of returns by cutting costs and improving the quality of the returns process as supported by Liu and De Giovanni (2019).
Particularly in New Zealand, where most grocery retailers maintain a close relationship with their suppliers given the isolation of the country and the fact that most of their supply needs are imported goods, a good relationship is even more fundamental (Tang & Kularatne, 2021). However, for example, most of the existing literature including Karlsson et al. (2023), discuss reverse logistics instead of covering the detailed characteristics of product returns. This gap means that there is a need to engage researcher in coming up with more refined and specialized findings that show how the supplier collaboration can be attached to enhance returns management within the retail setting in New Zealand.
The implementation and management of product returns, along with the associated challenges, will be discussed in the following section. This discussion will help identify specific aspects of supplier relationships that could benefit from improvement to enhance the effectiveness of returns management in New Zealand's grocery retail sector.
2.3 Challenges in Implementing Effective Returns Management
Managing product returns in the grocery retail sector is associated with potential challenges.  A number of the challenges stated by Frei et al. (2020) are the operational cost of goods, and the management cost for returns. A firm ‘s retailers usually place a lot of emphasis on the minimization of these costs while little attention is paid to the potential of variable returns management as a source of value added. For example, Frei et al. (2020) have claimed that while firms are ready to cut down on the existing as well as the tapped costs of the products, they fail to notice the possibilities of generating more customer value through better returns processes.
One potential issue is the lack of incorporation between functions within companies. According to Frei et al., (2022), the issue of silo-thinking in organizations and lack of collaboration among different departments leads to inefficiencies and missed opportunities in returns. The grocery retail industry’s lack of integration is especially challenging considering the nature of the fast-moving industry and the highly perishable products in New Zealand.
Also, as highlighted by Gustafsson et al. (2021), returns management is made even more challenging by the external environment characterized by regulations, and dynamics of market forces. For instance, New Zealand has complex food safety laws; returning foods to the retailer can lead to further costs and can inhibit the management of returns processes. In the same respect, the growing bargaining power of the large retailing chains may also lead to increased pressure being placed on suppliers for strict conditions with regard to the returns policy which of course puts pressure on their relations and collaboration.
All these issues reflect that improved relations between suppliers and retailers are essential in order to overcome the obstacles to managing returns. The subsequent part of the work will be devoted to the analysis of the organizational policies and procedures that affect the effectiveness of product returns in the grocery retail of New Zealand to pave the way for the discussion on the optimal strategies for collaboration.
2.4 Impact of Organizational Policies and Procedures
The formulation of the organizational policies of the firms, as well as the practices within firms, significantly influence the comprehensiveness of the management of the product returns. According to Rokonuzzaman et al. (2021), return policies and the process of return authorization, product recovery, and crediting activities can enhance or hinder returns management. For instance, rigid policies, which do not allow flexibility in handling returns such as a ‘No refund policy’ will be disadvantageous for grocery retail firms especially when they operate in a dynamic market environment.
Most retailers in New Zealand are in tight competition and bear low margins so these policies count for a lot. Other authors, including Rintamäki et al. (2021) also observe that a degree of flexibility and collaboration with regard to returns management frequently improves results. For instance, Rintamäki et al. (2021) identified that when retailers promote collaboration with suppliers to adopt common policies and standard procedures in handling returns, then this leads to less wastage and more customer’ satisfaction.
Confente et al. (2021) also show that policies in different organizations often do not converge, especially where organizations differ significantly in size, resources, and strategic plans. Evaluating the grocery retail sector in New Zealand Confente et al. (2021) conclude that the large-scale grocery retailers may overpower the local small-scale supplier in changing the returns policy to the suppliers’ disadvantage.
The following section will look at various management strategies for improving cooperation between retailers and suppliers and how the relationship can be optimized regarding product returns management.
2.5 Strategic Approaches to Enhance Collaboration
In order to improve supplier involvement in managing product returns, various strategic moves can be taken. According to Röllecke et al. (2018), the most helpful strategy is the implementation of the service-dominant logic (SDL) framework developed by Vargo and Lusch. This is an approach that puts the notion of co-creation where both retailers and suppliers will provide additional value to the customer. In the context of product returns, this could mean collaborate efforts to manage the returns system effectively including integrated information technology systems, integrated logistics, resources, and objectives.
As stated by Panigrahi et al., (2018), there is another significant aspect in the improvement of the suppliers’ relations, including the strategic partnerships. Long-term strategic partnerships mostly developed on the principles of trust, compatibility of goals, and motivation of partners’ incentives are more effective in managing returns. Other scholars including Malhotra et al. (2024) opine that the Resource-Based View (RBV) and Social Capital Theory explain the formation of these partnerships and argue that these can lead to the development of competitive advantages. For instance, a good relationship between retailers and suppliers through relational and cognitive social capital can reduce conflicts and increase coordination in the handling of returns.
For example, authors Karlsson et al. (2023) highlight the fact that large retail stores and local suppliers collaborate has increased the efficiency of the returns process as a result both partners are willing to cooperate. The above discussion in this paper reflects the importance of identifying several key factors that may foster successful relationships with suppliers and retailers: trust, information sharing, and mutual goals.
The next section of the paper will discuss the research gaps and how to identify key approaches that may be nested and fine-tuned within the specific New Zealand setting.
2.6 Research Gaps and Future Directions
Though supplier collaboration in managing product returns has increasingly been recognized as critical, still the literature has some major gaps. Research by Nguyen et al. (2016) highlighted that the major gap is the absence of empirical studies on New Zealand's grocery retail sector. While there is a large number of literature available on returns management, most of the existing research is carried out outside New Zealand as well as applies to different industry sectors.
According to Nogueira et al. (2021), consumers in New Zealand gradually demand for the convenience, speed, and sustainability products. To what extent do these trends apply to the returns process and how best can the retailers and suppliers align themselves to these expectations will be important elements to look at when establishing the right approaches in managing the returns process.
Last but not least; there is a dearth of literature that focuses on policy-level factors that define the supplier-retailer interface in the returns process. Also, Riesenegger and Hübner (2022) mentioned that many regulations surround the food grocery sector in New Zealand, research that compares how various policies affect returns management, and how firms can overcome these issues with the help of cooperation, will be useful.
Therefore, by building upon these areas, future research can help advance the knowledge of how effective supplier collaboration can be enhanced in order to enhance returns management and consequently customer satisfaction, reduce costs, and increase the competitiveness of grocery retailers’ environments. It will also be of value to policymakers and industry practitioners so that they can understand how product returns should be managed and by whom, in order for all the stakeholders to benefit.>  here are my findings < Main Questionnaire

Thank you for agreeing to participate in this interview. This research is focused on enhancing
supplier collaboration to effectively manage product returns within New Zealand&#39;s grocery retail
sector. The research aims to explore the challenges, policies, and strategic approaches to
improving this process. Your insights will be invaluable in understanding these dynamics. I
assure you that your responses will be used solely for data analysis purposes and will remain
confidential and anonymous.

PART A

This section will focus on gathering demographic information about the participants.

A1. Name : .…………………………………………………………………………………

A2. Designation: ………………………………………………………………………………….

A3. Department: ………………………………………………………………………………….

A4. How long have you been working within your organisation and in this role?
(Select only one.)
Less than 2 years
3-5 years
6-9 years
10 or more

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PART B

In this section, I aim to explore the theoretical concepts focused on enhancing supplier
collaboration for effective product returns management within New Zealand&#39;s grocery retail
sector. This includes understanding the product returns process, examining supplier
collaboration, identifying challenges, outlining strategies and areas for improvement, and
assessing the impact of organizational policies.

B1. Can you explain me the typical product return process in your organization, including the
steps involved from the point of return to final disposition?
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B2. Can you explain me who are the key stakeholders involved at each step of the product return
process?
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B3. Can you explain me how you categorize different types of product returns in your
organization? For example, by reason, by product type, etc.
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B4. Can you explain me what are the most common reasons for product returns in your
organization?
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B5. Can you describe the current level of collaboration between your organization and suppliers
regarding product returns? For example, using shared systems or platforms for managing returns.
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B6. Can you explain me how often do you interact with suppliers on issues relating to product
returns?
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B7. According to your opinion can you explain me what communication channels are most
suitable for maintaining relations with suppliers relating to your industry, and of them which
channels are currently being used in your organization?
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B8. Can you provide me some examples of how collaboration with suppliers has helped (or
hindered) the returns process? Are there any specific cases where supplier involvement was
critical?
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B9. Can you explain me the main challenges you face in managing product returns in your
organization? For example, operational challenges such as logistics, restocking, and disposal, as
well as customer-related challenges?
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B10. Do you have any experience due to a lack of collaboration? If so, can you explain me the
challenges you have faced due to the lack of supplier collaboration?
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B11. Can you explain me how the product return challenges impact the overall efficiency of the
product returns process? For example, cost, time delays, customer satisfaction, etc.
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B12. Can you explain me what types of agreements or policies are in place between your
organization and suppliers concerning returns? Are there any contractual terms that specifically
address returns?
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B13. Can you explain me how your organization enforces or manages policies with suppliers
concerning returns?
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Page 18 of 2
B14. Can you explain me how internal policies in your organization impact the product returns
process? Are there any policies that you find particularly helpful or challenging?
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B15. According to your opinion, how do you think internal policies could be improved to better
support returns management?
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B16. Can you explain me which strategies or practices have been effective in improving the
returns process in your organization? Have there been any recent changes, such as the use of
technology or automation, that have made a positive impact?
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B17. In your opinion, how can supplier collaboration be further enhanced to improve the returns
process within your company?
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B18. Is there important information that you would like to share about the product returns
process or supplier collaboration in your organization?
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Thank you for participating in this interview and sharing your valuable insights.Interview AAA
Me: Hello?
Inter: Good morning. AAA here
Me: Hi...
Inter: Yeah.
Me: Good morning. Good morning. Can we start now?
Inter: Yeah. Yeah.
Me: Okay. Thank you so much for accepting my request.
Inter: No problem
Me: Okay. Should I, introduce what I&#39;m doing or, about the research?
Inter: No, I read through the introduction letter, consent letter. I read through the consent.
Me: Okay. Okay. So, there are 2 parts. First, I will start from the part A. It&#39;s about your, demographic information.
Can I know your name? The full name of or just put XXX.
Inter: Yeah. Yeah. That&#39;s fine.
Me: Okay. Your designation?
Inter: long life manager.
Me: Sorry?
Inter: Long life manager.
Me: Long life manager?
Inter: Yeah.
Me: Okay. So the department you are working?
Inter: That department, that&#39;s covers all the grocery, all the perishables.
Me: Okay.
Inter: All the GM, all the liquor.
Me: Okay. Okay. Thank you. So, how long have you been working within your, I mean, within the, CCC and in this
role?
Inter: 4, 5 years, maybe. Yeah. With CCC more than that, but in the role, 5 years.
Me: Okay. Okay. Okay. The first part is finished. The second part, the first question is, can you explain me the
typical product return process, in the CCC? I mean, including the steps from beginning to end.
Inter: What do you mean? The it&#39;s just the just the return process? Or ……
Me: Yeah. Just the return process.
Inter: This like, you need to be specific. It is because all the products are not return products.

Me: Okay. There is specific products which is getting returned to the vendor. Rest of products which just gets
donated. Rest products which get dumped.
Me: Okay.
Inter: So, are you specifically looking on the items which is returned to the vendor?
Me: Yeah. From the customer to, the supplier.
Inter: Basically, the customer is not a part in the return process at all.
Me: Okay. So, can you tell me, explain me, the normal process or what you are doing?
Inter: So, I want to be a bit more clear. Are you looking for a process which customer want to swap a product or
customer want to return a product or a product which is returned by the customer goes to a vendor?
Me: Yeah. I want to know, if some product, when customer return, how the process from the customer and how
you are return those products to, your suppliers?
Inter: So our return process is not basically meant only for the customers.
Me: Okay.
Inter: it&#39;s basically designed for the entire store. If the customer returns a product, the customer is entitled for a
refund or replacement.
Me: Okay. Okay.
Inter: That is how that with that, the customer side is over.
Me: Okay.
Inter: And then it is a store returning if it&#39;s a returning product to the vendor, it&#39;s it gets returned to the vendor. If
it&#39;s a write off product, it gets a return off.
Me: Okay. So, you can explain me the process, from the store to the supplier.
Inter: The store will have to like, it&#39;s an automated process, though. We don&#39;t have any manual process in place.
It&#39;s an automated process.
Me: Okay.
Inter: Already automated. So, for those articles which can be returned to the vendor, the store raises a return
claim.
Me: Mhmm.
Inter: The vendor how to accept the claim, and then the vendor collects the returned product.
Me: Okay.
Inter: So, basically, you&#39;ll have to just there&#39;s an option in the device or in the system for adding the product to the
return process.
Me: Mhmm.
Inter: So, you use the article barcode Or article passcode for adding a product. You have to specify the number of
units you&#39;re returning. You have to specify the reason for returning. And it generates a return to vendor draft
claim. Then you once you finalize the draft, the draft goes to the vendor electronically, and the vendor will have to
approve the claim and organize the collection. That&#39;s how the process is.

Me: Okay. Okay. Thank you. And who are the key stakeholders involved, in this process?
Inter: Basically, it is the store team, and the vendor side will be the sub I don&#39;t know. But supplier team will be the
there&#39;s no involvement of any of those senior ones or anything like that. It will be the dispatch.
Me: Mhmm.
Inter: The accounts Okay. The couriers.
Me: Okay. Couriers. Okay.
Inter: Yeah. As the store man in the stores
Me: Mhmm.
Inter: The store teams.
Me: Okay. Is that all or any other no.
Inter: In the normal cases, that&#39;s all. Okay. The next person who will get involved in a later stage or if any
discrepancies or raises will be a store manager.
Me: Okay. Okay.
Inter: And or from the company side, it will on top of that, it will be the accounts team.
Me: Okay. Got it.
Inter: If there are any queries, it goes to the accounts team first, then it gets forwarded to the store manager, then
it gets forwarded to the long-life manager, then the long-life team. That&#39;s how the escalation process.
Me: Okay. So, the next question, can you tell me how you categorize different type of product returns, in your
organization? I mean, for example, by reason or by product type.
Inter: Yeah. There&#39;s quite a lot of, options for returns. It can be a product expired product. Poor quality. It can be a
damaged product. It can be quality issues. There are other options like oversupply.
Me: Okay, do you do, categorize I mean, according to product type, like dairy products or….
Inter: Yeah, yeah. It&#39;s all…. every product is categorized.
Me: Okay.
Inter: Every single product in the store is categorized.
Me: Okay.
Inter: So not all the products are returnable. The products which come directly from the vendor are the products
which is likely to be returned to the vendor. Not every product comes directly from the vendor to the store. In the
supply chain, some products are coming to the bulk warehouse, and the warehouse supplies all the products
together. In the certain cases the vendor directly supplies individual products to the stores.
Me: Okay. Do you have any specific, process for the dairy products or…., I mean, do you do return to suppliers?
Or….
Inter: Yeah. Yeah. We do. For the dairy products, usually, the products are kept aside in the same call chain
process. Until the pickup is organized and wait for the directions from the supplier.
Me: Okay. So, the next question, I think you already gave me the answer. The most common reasons for product
returns.

Inter: Mostly will be the quality issues or the date issues.
Me: Okay. So, the next question, can you, explain me, the current level of collaboration between your, I mean,
between the CCC and suppliers regarding product returns?
Inter: I didn&#39;t get you. What do you mean?
Me: The collaboration…. current level of collaboration between the CCC and your suppliers.
Inter: There is a process which is in place. So, but it&#39;s like the CCC will get charged when this vendor supplies the
product. And when the claim is approved, the charge gets reversed. The cost of the product.
Me: Okay. Do you use any, I mean, like, shared systems or, platforms for manage product returns? I mean, within
CCC and suppliers?
Inter: These systems are all interconnected.
Me: Okay.
Inter: Yeah. The auto stalker systems are all interconnected. So, basically, we use a system on auto stoker.
So, the query which is generated in an auto stoker device automatically goes to the vendor.
Me: Okay. So, the next question, how often do you interact with suppliers on issues relating to product returns?
Inter: There&#39;s no specific time frame on that. Like, it&#39;s like whenever it&#39;s not a time frame 1. We don&#39;t have a time
frame bond. Like, we can&#39;t raise once in a week or anything, and there&#39;s no minimum threshold. So anytime when
there is a product or process arises, we use directly raise Skype.
So that can be daily, weekly, any anyway.
Me: Okay. So are you waiting, until gather I mean, bulk, like…
Inter: No. There&#39;s no waiting.
Me: Okay.
Inter: So that&#39;s up to the vendor to decide when to collect it. Some of the vendors wait. Some of the vendors just
verify and write off. Some of the verifies some of them sends the representative used to collect it. Some
organizer&#39;s courier used to collect.
Me: Mhmm. Okay. So, the next question, can you explain me what communication channels are most suitable for
maintaining relations with suppliers related to your industry? And which channels you are currently use….
Inter: Communication is always primary communication is with the electronic tickets or electronic queries
generated. That&#39;s the device-to-device communication.
Me: Okay.
Inter: The follow-up communications will be the primary one will be emails, and secondary one will be telephones.
Me: Okay. Oh, so as per your opinion, what do you think? Which communication channels are the most suitable
for maintaining the channel?
Inter: Any electronic communication is. It&#39;s not.
Me: Okay.
Inter: Because it&#39;s an automated process where system generated, or system triggered queries from one end
automatically gets transmitted to the other end.

Me: Okay.
Inter: Or from the store side to the vendor side, it automatically gets transmitted. We don&#39;t have to use any emails
or attachments or anything.

Me: Okay. 8th question. Can you provide me some examples of how collaboration with suppliers has helped, the
return process? I mean, are there any specific cases where supplier, involvement was critical? Or….
Inter: Yeah. Yeah. We get some sometimes, like, for example, there&#39;s wine deliveries, sometimes it&#39;s the bottles
looks the same and products are different. And those ones, we do a return to vendor. And the vendor organizes
this the representative is to come and collect it. That&#39;s an easy the easiest example.
Me: Okay. Any other example? I mean, without wine product.
Inter: For the dairy products, with products like Medow fresh milk or anchor milk, the product, if it&#39;s outdated or
expired, then we raise claims on that or return to enter process. We do that. And then the credit gets
automatically done for the accounts. So those products that supplier rarely collects, they just empty out because
it&#39;s all, non-consumable.
Me: Okay. So, can you explain me the main challenges you face in managing product returns, in your in the CCC?
Inter: It&#39;s basically just keeping the products isolated. That is our challenge.
Me: Okay. Any other, like, operational challenges?
Inter: The operational challenges will be the time, the time frames when the claims are processed.
Me: Mhmm. Do you do disposal? I mean, like dairy products.
Inter: Yeah. Yeah. We do. But only thing we have to do is, we have to keep the photos for the vendor to verify
Products like eggs.
Me: Okay. Any other logistic or restocking challenges you are facing?
Inter: Always the return process is not very easy for the store because, but need a specific location to keep it till
the vendor collects it or clears the space. So, there&#39;s a likely chance of getting mixed with the normal products.
That&#39;s all.
Me: So, are you, are you keep, return products also separately, like, product wise also?
Inter: That&#39;s all kept separately always in a level to location. Okay. Okay.
Me: Are there any other customer related challenges? I mean….
Inter: with the customers, there&#39;s no more challenge because that&#39;s a direct process for the customer. But
according to the policy, customer can return any products.
Me: Okay. Okay. Thank you. The next question, do you have any experience due to lack of collaboration I mean,
supply collaboration?
Inter: There there&#39;s some there is some challenges coming when there is, discrepancies occur in the numbers. A
bigger number of quantities supplied, and the return quantity goes higher than the supplied quantities. Those are
the way biggest challenges which comes.
Me: Okay. Any other experience?

Inter: That&#39;s it&#39;s more with the cosmetic products, which are the expensive products. The supplier will insist on the
documented details like the like the inward could take the invoices. So, basically, we have to keep the products till
the claim is approved. Or sometimes it gets damaged, and it&#39;s hard to keep the damaged stock.
Me: Okay. What kind of reasons, about, cosmetic products? Is that expiry or….
Inter: Can be poor quality expiry or they can be leaking products. It can be damaged cartons.
Me: Okay. So, the next question, how the product return challenges impact the overall efficiency of the product
returns process? I mean, for the from the cost side and time delays, customer satisfaction.
Inter: Basically, more with the cost side and the replenishment. Until the process is completed, the numbers won&#39;t
get correct. Stroke on hands won&#39;t get correct, and then that affects the availability side. And until the claim is
completely approved, the cost doesn&#39;t get reimbursed.
Me: Okay. Any time delays or something? Customer satisfaction issues?
Inter: Sometimes there will be time delays. So, it depends on the vendor. Some vendors process the claims very
quickly. Some vendors take some time. And sometimes it&#39;s if it&#39;s way too late, it needs to go through the next level
with the accounts team for getting the process complete.
Me: Okay. From the customer satisfaction side also, have you, faced any challenges?
Inter: there will be there is quite often. Sometimes there are instances where the customer not satisfied with the
quality or the product ingredients or the product descriptions. Product gets returned, and some of those products
are, when if its vendor returns, we&#39;re going to return to the….
Me: Okay. So, the next one, what type of agreement or policies are you following between the organize between
the CCC and supplier?
Inter: Sorry,
Me: Which kind of policies and agreements you are following between the CCC and the suppliers concerning
returns? I mean, do you have any contractual, terms or specifically?
Inter: That&#39;s the that is basically the contract between the company and the vendor.
Me: Okay.
Inter: So, the vendor is agreeing to refund for those products which are returned irrespective of the reason. And
the company gets a refund for what is returned.
Me: Is there any, specific reasons they accept to.
Inter: There&#39;s a variety of reasons which is already in the system. And if not in that list, we can we are having
options for putting specific reasons. In respect to you of the reasons that a product can be returned.
Me: Okay. Can you tell me one, 2, reasons, like, most common?
Inter: Mostly, it will be damage in transit.
Okay.
Inter: Most of the quality issues. Out of date.
Okay. Okay. The next question, how your organization enforces or manage policies with the suppliers regarding
returns?

Inter: Oh, this, accounting communicates with the supplier&#39;s side the supplier or vendor. That&#39;s that is where the
cost gets refunded. The store team communicates or transmits the data to the supplier, arising the queries with
the quantities of items returned and the reasons for the returns.
Me: Okay. Are you following, specific policies or something for, product returns.
Inter: We have we the system triggers the policies automatically. The system automatically asks the store team if it
is a return to vendor product to raise a query if there are any adjustments to be done. This is anything which goes
out from the store. It needs to be adjusted, so system automatically triggers the user. They need to raise the claim.
So those products do not get reduced in price. It just goes back.
Me: Okay. So, the next question, how, those internal policies in your organization impact the product returns
process? I mean, is there any, specific policies?
Inter: This the policy in place if the policy in place is not followed, it ends up in store close. So, the policy in place
always ensures the store close is minimum or 0.
Me: Okay. Are there any other challenges you are facing, because of the policy?
Inter: No.
Me: Okay. The next one is, how do you think the internal policies could be improved to better support returns
management? According to your experience,
Inter: it&#39;s usually, the newer devices will have even options for taking photos for returns. I think it&#39;s only the time
about returns that is the only challenge. The place of return, the faster the returns process is completed. The
quicker the availability will be sorted.
Me: Any other opinion?
Inter: No. I think that&#39;s all.
Me: Okay. Thank you so much. So, the next question, which, strategies or practices have been effective in
improving the return process in your organization?
Inter: Basic strategy we just followed is the customer first policy.
Me: Okay.
Inter: The finest quality product for the customer. That&#39;s all. It&#39;s basic strategy we just followed.
Me: Okay. Have there been any recent changes? I mean, like, technology or automation.
Inter: It&#39;s automated. The automated technology always gets updated very often.
Me: Okay. Can you explain me the positive impact, by using technology or automation or, any?
Inter: Basically, the fast operational process and less the human involvement, the less chances for errors.
Me: Yeah.
Inter: Just be on the line for a second.
Me: Yeah. Okay. So, the next question, in your opinion, how can supply calibration be further enhanced to
improve the return process in the CCC?
Inter: I think the supplier like, if more products are added to the supplier returns, the lesser the chances for the
store to have a store close. The there&#39;s a minimum range of products only now. But if the range is enhanced, the
store close, chances will be comparatively less. For a corporate company like Counter, it&#39;s depending. It is all

handled the accounting process is all handled centrally. And it until they get allocated to the stores on a periodic
or a timely basis. So it&#39;s those process are all automated process.
Me: Okay. So the final question, is there any important information that you would like to share about the product
return process or supply collaboration?
Inter: I think if it is if the if the if the query which is triggered from the store end get action at the same time from
the vendor side, the automated process will ensure that the availability is 100%. So that is just a bit of
improvement, which is in the existing system.
Me: Okay. Any other.
Inter: I think no.
Me: Okay. Okay. Thank you so much for the participating.
Inter: That&#39;s okay. You can text me for any.
Me: Yeah. If I want to know something, I will, send you a message. This is my first interview.
Inter: If you need anything specific, you can send me the text. I should be able to like, specific reasons or anything
like that.
Me: Okay. Okay. Thank you so much. So, can you, fill the consent form and send it to me?
Inter: Do I have to fill it, or you can just fill it from here? I can send you, my name.
Me: Okay. You can put, any requirements. I mean, if you don&#39;t like to do a face-to-face interview or any
requirement according to you, you can put.
Inter: Or should I, fill it and I can send it to you to check?
Inter: That&#39;s fine. You can please check.
Me: Okay. Okay.
Inter: I read it. I&#39;m okay with it.
Me: Okay. So, thank you so much. If want to know something, I will, contact you.
Inter: Yeah. Yeah. Okay. Yeah. You need your questionnaire need to be more specific. Lots of these questions
suggest generic questions. Okay. So, when you ask someone, you need to be more specific. Otherwise, the answer
will be a vague answer.
Me: Okay. Understood. Thank you so much.
Inter: Alright. No problem.
Me: Okay. Have a nice day then. Bye.
Inter: You too. Interview with Store Manager (Participant XX3):
Interviewer (You): Good morning, thank you for joining me today.
Participant XX3: Good morning! Happy to help.
Interviewer: To start, can you tell me a bit about your role and department?
Participant XX3: I’m the Store Manager here, and I handle the packaged foods and
beverages section.
Interviewer: And how long have you been in this role?
Participant XX3: I’ve been doing this for about five years now.
Interviewer: Great. Could you walk me through the product return process at your store?
Participant XX3: Sure. When a customer returns a product, we first process their refund or
replacement right here at the store. For items that we return to the vendor, we log the reason
for the return, scan the product barcode, and generate a return claim electronically. That claim
goes to the vendor, who then reviews, approves it, and arranges for a pickup. For packaged
foods, especially perishables, we store them separately until the vendor collects them.
Interviewer: And who are the main people involved in this process?
Participant XX3: Primarily, it’s our store team managing the return process, with support
from the dispatch team and the vendor’s own team. Occasionally, our accounting team gets
involved if there are any financial adjustments needed for the returns.
Interviewer: How do you categorize different types of product returns?
Participant XX3: We categorize returns by reasons, like damage, expiration, quality issues,
or wrong items sent. For perishables, we have specific protocols to follow for health and
safety.
Interviewer: What are the most common reasons for product returns in your section?
Participant XX3: Most commonly, we see returns for expired items and quality issues,
especially in packaged foods. Sometimes, there are returns for incorrect items or damaged
packaging.
Interviewer: How would you describe the collaboration with suppliers on product returns?
Participant XX3: It’s quite smooth overall. We use an automated system to send claims, so
vendors usually respond and arrange collections quickly.
Interviewer: How frequently do you communicate with suppliers about returns?

Participant XX3: We don’t have a fixed schedule—it’s usually on an as-needed basis. But
for fast-moving items like packaged foods, we end up interacting weekly or whenever issues
arise.
Interviewer: What communication channels work best for managing these returns?
Participant XX3: Our automated system handles most of the routine communication. For
any follow-ups or specific issues, we use emails and phone calls.
Interviewer: Could you share an example where collaboration with suppliers helped in the
returns process?
Participant XX3: Certainly. Once we received a batch of snacks with broken seals. We
initiated a return, and the vendor quickly approved and replaced them. That response helped
us avoid customer complaints and kept our shelves stocked.
Interviewer: Are there any challenges you face in managing returns?
Participant XX3: Managing space for returns can be challenging, especially with perishables
that require separation from regular stock. Limited storage space is a concern.
Interviewer: Have you encountered delays from suppliers, and if so, how does that impact
your operations?
Participant XX3: Yes, occasionally. If a vendor delays approving a return, it can lead to a
backlog in our storage. It takes up valuable space and slows down our workflow.
Interviewer: How does this impact your efficiency overall?
Participant XX3: It can disrupt our workflow and increase costs because we need additional
space and staff to handle the returns. It also affects our inventory accuracy.
Interviewer: What agreements or policies are in place with suppliers concerning returns?
Participant XX3: We have agreements that specify conditions for returns, usually for
damaged or expired products. There’s often a set timeframe in which we need to return items,
especially for perishables.
Interviewer: How are these policies enforced?
Participant XX3: Our system prompts us to log returns within the specified timeframe, and
it sends reminders to vendors for pending collections, ensuring both sides follow the
agreements.
Interviewer: Do internal policies impact the returns process significantly?
Participant XX3: Yes, they help keep things consistent. But some procedural steps can delay
vendor approvals, which can be a bit of a challenge.
Interviewer: Any suggestions for improvement in these policies?

Participant XX3: It would be helpful if we had a bit more flexibility with vendor approvals
to speed up the process. Faster approvals would let us clear returns more efficiently.
Interviewer: Have any recent strategies or technology changes improved the returns
process?
Participant XX3: Yes, automation and barcode scanning have reduced errors and improved
tracking accuracy. Our system helps keep everything organized and ensures vendors stay up
to date.
Interviewer: How could supplier collaboration be enhanced further?
Participant XX3: A shared platform where both parties can view and track returns in real
time would be beneficial. It would keep both sides aligned and help us manage space more
efficiently.
Interviewer: That sounds very helpful. Anything else you’d like to add about the returns
process?
Participant XX3: Just that prompt responses from suppliers really make a difference.
Improving that aspect would help us stay organized and reduce delays.
Interviewer: Thank you very much for your time and insights.
Participant XX3: You’re welcome! Glad to be of help.Interview with Participant XX1 (Warehouse Manager):
Interviewer (You): Good morning! Thank you for joining me today. Can we start now?
Participant XX1 (Warehouse Manager): Good morning! Yes, ready when you are.
Interviewer: Perfect. Could you start by telling me your current position?
Participant XX1: I’m a Warehouse Manager.
Interviewer: And what departments are you responsible for?
Participant XX1: I manage Health &amp; Body, Household, Baby &amp; Child, and Pet products
here in the warehouse.
Interviewer: And how long have you been in this role?
Participant XX1: About three years now.
Interviewer: Great. Now, could you explain the typical product return process from your
end, step by step?
Participant XX1: Sure. When returns come to us from stores, we start by checking each
item’s condition—making sure it’s in original condition and verifying details like batch
numbers and barcodes. If there’s damage, we check whether it happened before arriving here
or during transit. If it’s pre-existing damage, we look at the supplier&#39;s return policy and send
it back to them. If the damage happened here, we file an insurance claim.
Interviewer: Understood. Who are the key players involved in this return process?
Participant XX1: The warehouse team, supplier management, and sometimes an insurance
broker if we’re making a claim. I oversee the whole process to make sure it’s smooth.
Interviewer: How do you categorize different types of product returns?
Participant XX1: We categorize them by reason—like quality issues, damage, expiry, or
incorrect deliveries. This system helps us handle each type efficiently.
Interviewer: And what are the most common reasons for returns?
Participant XX1: Mostly quality issues, especially damage or defects, and sometimes items
that have expired.
Interviewer: What’s the collaboration like with suppliers on returns? Do you find it
effective?
Participant XX1: Yes, it’s generally smooth. We use our ERP system to track and share
return information with suppliers, which helps make everything more efficient.
Interviewer: How often do you interact with suppliers about returns?

Participant XX1: It’s on an as-needed basis—especially if it’s a high-value item or there’s a
particular issue with the product.
Interviewer: In your opinion, which communication methods work best with suppliers?
Participant XX1: Primarily, we use email and phone. For larger files or reports, we
sometimes use cloud services.
Interviewer: Could you share any examples of when supplier collaboration has helped—or
maybe slowed down—the returns process?
Participant XX1: Sure. For damaged items, suppliers usually need proof, especially for
warranty claims. This can sometimes delay things, but it’s essential to meet their
requirements.
Interviewer: Got it. What are the main challenges in managing returns?
Participant XX1: Damaged items and warranty issues, definitely. Also, if returns build up, it
takes up space and affects warehouse efficiency.
Interviewer: Has a lack of collaboration ever caused issues for you?
Participant XX1: Yes, occasionally. Miscommunication or different return policies can lead
to delays, which means products stay in the warehouse longer than planned.
Interviewer: How do these challenges impact the efficiency of the return process?
Participant XX1: It increases costs—especially if we have to repackage or relabel items. It
also slows down the team since each item needs careful checking.
Interviewer: What kind of policies or agreements do you have with suppliers regarding
returns?
Participant XX1: We have set agreements for returning damaged or defective products,
generally within a 30-day timeframe. We also assess supplier performance annually.
Interviewer: How are these policies enforced?
Participant XX1: We follow strict procedures tracked by our ERP system, ensuring we stick
to the agreed policies.
Interviewer: How do internal policies impact the returns process?
Participant XX1: We focus on fast turnover and quality control, but this can sometimes slow
down disposal, which affects our operations.
Interviewer: Do you have any suggestions for improving internal policies?
Participant XX1: Extending the disposal timeline could help us manage stock more
effectively and reduce congestion in the warehouse.

Interviewer: What strategies have been effective in improving the returns process?
Participant XX1: Digitalizing the process has been a big help. It allows us to track supplier
performance and address issues quickly, which boosts efficiency.
Interviewer: How can supplier collaboration be improved?
Participant XX1: Standardizing return policies and reducing paperwork would make things
easier for both sides.
Interviewer: Is there anything else you’d like to share about the product return process?
Participant XX1: Real-time responses from suppliers would be a great improvement. It
would help us keep products moving efficiently.
Interviewer: Thank you very much for your time. This has been very helpful.
Participant XX1: You’re welcome. Glad I could help!Interview with Participant XX4 (Warehouse Manager)
Interviewer: Good morning! Thanks so much for joining me today. Can we start with some
basics?
Participant XX4: Good morning! Yes, of course.
Interviewer: Great! So, how long have you been with the organization and in this role?
Participant XX4: I’ve been here for seven years, and I’m currently managing frozen foods
and bulk goods in the warehouse.
Interviewer: That’s a good amount of experience. Could you walk me through the product
return process in your department?
Participant XX4: Sure. When a product comes in for return, we first check it over for any
obvious issues—like if it&#39;s damaged, expired, or has a quality problem. For frozen items, we
also check that they’ve stayed within the proper temperature range. Once that’s done, we
record details like the batch number and barcode in our system. If it qualifies, we submit a
claim electronically to the vendor, who then arranges a pickup after approving it.
Interviewer: I see. And who else is involved in this process?
Participant XX4: The main people are our warehouse team, the supplier, and sometimes our
quality control team if it’s a frozen product. The accounting team also gets involved if any
financial adjustments are needed.
Interviewer: How do you categorize the returns in your department?
Participant XX4: We categorize them by type, like whether they’re damaged, expired, have
quality issues, or were delivered incorrectly. Frozen foods need extra attention for
temperature control as well.
Interviewer: What would you say are the most common reasons for returns in your area?
Participant XX4: Mostly it’s expired or compromised items—especially for frozen goods,
which need strict temperature management. Sometimes it’s also about damage during transit
or receiving the wrong amount.
Interviewer: Can you describe the current collaboration level with suppliers regarding
product returns?
Participant XX4: It’s pretty efficient. We use an electronic system to submit claims directly,
and if it’s high-priority, like a quality issue in frozen goods, we’ll use email or phone for
faster communication.
Interviewer: How often do you find yourself interacting with suppliers about returns?
Participant XX4: It varies. For frozen items that are time-sensitive, I’d say weekly,
sometimes more if there’s a specific issue.

Interviewer: What communication channels do you think work best for managing these
returns?
Participant XX4: Our automated system is the main way, but for urgent issues, email and
phone are better for quick responses.
Interviewer: Can you share an example where supplier collaboration really helped the
returns process?
Participant XX4: Yes. Once we received frozen products that partially thawed during transit.
We got in touch with the supplier right away, and they arranged an inspection and
replacement, so we didn’t have to keep any compromised stock.
Interviewer: Sounds helpful. What are the main challenges you face in managing these
returns?
Participant XX4: Space management is a big one, especially for frozen goods that need to
stay at the right temperature. Bulk goods also take up space, so it’s important that vendors
pick them up quickly.
Interviewer: How do these challenges affect the overall efficiency of your operations?
Participant XX4: Delays can increase costs and disrupt space management, which affects
our ability to handle regular inventory smoothly.
Interviewer: Do you have any suggestions for improving internal policies related to returns?
Participant XX4: Streamlining the approval process for high-priority items, like frozen
goods, would speed things up significantly.
Interviewer: And how could collaboration with suppliers be improved?
Participant XX4: Having a shared platform to track returns in real time would be helpful.
Also, having dedicated contacts on the supplier side for quick issue resolution would make
things smoother.
Interviewer: Thanks so much for sharing all this. It’s been really helpful!
Participant XX4: You’re welcome! Glad to be of help.Interview with Participant XX2 (Long Life Manager):
Me: Hello, good morning! Thank you for joining today.
Participant XX2: Good morning! Glad to be here.
Me: To begin, can I confirm your position and department?
Participant XX2: Certainly. I’m a Long Life Manager in the Grocery, Perishables, and
Liquor departments.
Me: How long have you been in this role?
Participant XX2: I’ve been in this position for about four years now.
Me: Excellent. Can you walk me through the typical product return process in your
department, from when a product is returned to its final destination?
Participant XX2: Sure. When a customer returns a product, we first process the refund or
replacement in-store. For products eligible for a vendor return, we use an automated system.
We scan the barcode, record the reason, and submit a return claim to the vendor
electronically. The vendor reviews it and then arranges for a pickup.
Me: Sounds efficient. Who are the main people involved in each step?
Participant XX2: Mostly, it’s the store team, our dispatch team, and the vendor’s team.
Occasionally, if there are issues, the store manager might step in as well.
Me: And how do you categorize different types of product returns?
Participant XX2: We categorize returns by reason, like expiration, damage, or oversupply.
For perishables, there are specific return protocols since they require special handling.
Me: What are the most common reasons for product returns in your area?
Participant XX2: The main reasons are usually quality issues and expired products,
especially in the food and beverage categories.
Me: Could you describe the collaboration between your team and suppliers on product
returns?
Participant XX2: It’s fairly efficient. Our system lets us send claims, and vendors either
approve or arrange collection without much delay. It’s mostly automated, which helps
streamline the process.
Me: How frequently do you communicate with suppliers about returns?
Participant XX2: There’s no fixed schedule. We typically interact weekly or whenever an
issue arises, especially for high-turnover items.

Me: In your opinion, which communication channels work best for handling supplier
relations?
Participant XX2: Our automated system works best for routine updates. For specific follow-
ups, we rely on email or phone, which is effective for quick responses when needed.
Me: Could you give an example of how collaboration with suppliers has helped the returns
process?
Participant XX2: Sure, we once received a batch of wine with incorrect labels. The vendor
arranged a swift collection, which kept our shelves organized and minimized disruptions.
Me: What are the main challenges you face in managing product returns?
Participant XX2: Storage space for returned items is a big challenge. We need to separate
them, and space is limited, especially for bulky items.
Me: Have you encountered issues due to delays from suppliers?
Participant XX2: Yes, occasionally. Delays in vendor approvals can lead to clutter in our
storage areas, which impacts stock management.
Me: How do these challenges affect your team’s efficiency?
Participant XX2: It can increase costs, especially with storage, and affect product
availability, which could impact customer satisfaction.
Me: What agreements or policies are in place for returns?
Participant XX2: We have general agreements specifying conditions under which vendors
accept returns, like damage or expiration.
Me: How are these policies enforced?
Participant XX2: Our system prompts us to log returns, and it automatically alerts vendors.
This keeps everything on track and consistent.
Me: Do internal policies impact the returns process?
Participant XX2: Yes, our policies ensure consistency, which is helpful. But sometimes,
delays occur if vendor responses are slow.
Me: Any suggestions for improving these policies?
Participant XX2: A quicker approval process would help a lot. Faster vendor responses
would streamline the process.
Me: What strategies or practices have been effective in improving the returns process?

Participant XX2: Automation and barcode scanning have been beneficial, reducing errors
and speeding up the process significantly.
Me: How could supplier collaboration be further enhanced?
Participant XX2: More frequent vendor checks and quicker response times would help
maintain product availability and reduce clutter in the store.
Me: Is there anything else you’d like to add about the product returns process?
Participant XX2: Just that prompt responses from suppliers make a big difference. That
would be the main improvement I’d like to see.
Me: Thank you so much for your insights. This has been very helpful.
Participant XX2: You’re welcome. Glad to help! <	PART A			PART B																	
	1	2	3	1	2	3	4	5	6	7	8	9	10	11	12	13	14	15	16	17	18
	Designation	Department	How long have you been working within your organisation and in this role?	Can you explain me the typical product return process in your organization, including the steps involved from the point of return to final disposition? 	Can you explain me who are the key stakeholders involved at each step of the product return process? 	Can you explain me how you categorize different types of product returns in your organization? For example, by reason, by product type, etc.  	Can you explain me what are the most common reasons for product returns in your organization? 	Can you describe the current level of collaboration between your organization and suppliers regarding product returns? For example, using shared systems or platforms for managing returns. 	Can you explain me how often do you interact with suppliers on issues relating to product returns? 	According to your opinion can you explain me what communication channels are most suitable for maintaining relations with suppliers relating to your industry, and of them which channels are currently being used in your organization? 	Can you provide me some examples of how collaboration with suppliers has helped (or hindered) the returns process? Are there any specific cases where supplier involvement was critical? 	Can you explain me the main challenges you face in managing product returns in your organization? For example, operational challenges such as logistics, restocking, and disposal, as well as customer-related challenges? 	Do you have any experience due to a lack of collaboration? If so, can you explain me the challenges you have faced due to the lack of supplier collaboration? 	Can you explain me how the product return challenges impact the overall efficiency of the product returns process? For example, cost, time delays, customer satisfaction, etc. 	Can you explain me what types of agreements or policies are in place between your organization and suppliers concerning returns? Are there any contractual terms that specifically address returns? 	Can you explain me how your organization enforces or manages policies with suppliers concerning returns? 	Can you explain me how internal policies in your organization impact the product returns process? Are there any policies that you find particularly helpful or challenging? 	According to your opinion, how do you think internal policies could be improved to better support returns management? 	Can you explain me which strategies or practices have been effective in improving the returns process in your organization? Have there been any recent changes, such as the use of technology or automation, that have made a positive impact?  	In your opinion, how can supplier collaboration be further enhanced to improve the returns process within your company? 	Is there important information that you would like to share about the product returns process or supplier collaboration in your organization? 
Participant XXX	Long life manager 	all the grocery, all the perishables, all the liquor	5 years	Basically, the customer is not a part in the return process at all. it's basically designed for the entire store. If the customer returns a product, the customer is entitled for a refund or replacement. And then it is a store returning if it's a returning product to the vendor, it's it gets returned to the vendor. If it's a write off product, it gets a return off. The store will have to like, it's an automated process, though. We don't have any manual process in place. It's an automated process. Already automated. So, for those articles which can be returned to the vendor, the store raises a return claim. The vendor how to accept the claim, and then the vendor collects the returned product. So, basically, you'll have to just there's an option in the device or in the system for adding the product to the return process. So, you use the article barcode Or article passcode for adding a product. You have to specify the number of units you're returning. You have to specify the reason for returning. And it generates a return to vendor draft claim. Then you once you finalize the draft, the draft goes to the vendor electronically, and the vendor will have to approve the claim and organize the collection. That's how the process is.	Basically, it is the store team, and the vendor side will be the sub I don't know. But supplier team will be the there's no involvement of any of those senior ones or anything like that. It will be the dispatch. The accounts Okay. The couriers. The store teams. In the normal cases, that's all. Okay. The next person who will get involved in a later stage or if any discrepancies or raises will be a store manager. 	Yeah. There's quite a lot of, options for returns. It can be a product expired product. Poor quality. It can be a damaged product. It can be quality issues. There are other options like oversupply. Yeah, yeah. It's all…. every product is categorized.So not all the products are returnable. The products which come directly from the vendor are the products which is likely to be returned to the vendor. Not every product comes directly from the vendor to the store. In the supply chain, some products are coming to the bulk warehouse, and the warehouse supplies all the products together. In the certain cases the vendor directly supplies individual products to the stores.  For the dairy products, usually, the products are kept aside in the same call chain process. Until the pickup is organized and wait for the directions from the supplier.	Mostly will be the quality issues or the date issues	There is a process which is in place. So, but it's like the CCC will get charged when this vendor supplies the product. And when the claim is approved, the charge gets reversed. The cost of the product.  These systems are all interconnected.	There's no specific time frame on that. Like, it's like whenever it's not a time frame 1. We don't have a time frame bond. Like, we can't raise once in a week or anything, and there's no minimum threshold. So anytime when there is a product or process arises, we use directly raise Skype. So that can be daily, weekly, any anyway. there is no waiting. So that's up to the vendor to decide when to collect it. Some of the vendors wait. Some of the vendors just verify and write off. Some of the verifies some of them sends the representative used to collect it. Some organizer's courier used to collect. 	Communication is always primary communication is with the electronic tickets or electronic queries generated. That's the device-to-device communication. The follow-up communications will be the primary one will be emails, and secondary one will be telephones. Because it's an automated process where system generated, or system triggered queries from one end automatically gets transmitted to the other end. Or from the store side to the vendor side, it automatically gets transmitted. We don't have to use any emails or attachments or anything.	Yeah. Yeah. We get some sometimes, like, for example, there's wine deliveries, sometimes it's the bottles looks the same and products are different. And those ones, we do a return to vendor. And the vendor organizes this the representative is to come and collect it. That's an easy the easiest example. : For the dairy products, with products like Medow fresh milk or anchor milk, the product, if it's outdated or expired, then we raise claims on that or return to enter process. We do that. And then the credit gets automatically done for the accounts. So those products that supplier rarely collects, they just empty out because it's all, non-consumable.	It's basically just keeping the products isolated. That is our challenge. The operational challenges will be the time, the time frames when the claims are processed. we have to keep the photos for the vendor to verify Products like eggs. Always the return process is not very easy for the store because, but need a specific location to keep it till the vendor collects it or clears the space. So, there's a likely chance of getting mixed with the normal products. That's all. with the customers, there's no more challenge because that's a direct process for the customer. But according to the policy, customer can return any products. 	: There there's some there is some challenges coming when there is, discrepancies occur in the numbers. A bigger number of quantities supplied, and the return quantity goes higher than the supplied quantities. Those are the way biggest challenges which comes. That's it's more with the cosmetic products, which are the expensive products. The supplier will insist on the documented details like the like the inward could take the invoices. So, basically, we have to keep the products till the claim is approved. Or sometimes it gets damaged, and it's hard to keep the damaged stock. cosmetics products Can be poor quality expiry or they can be leaking products. It can be damaged cartons. 	Basically, more with the cost side and the replenishment. Until the process is completed, the numbers won't get correct. Stroke on hands won't get correct, and then that affects the availability side. And until the claim is completely approved, the cost doesn't get reimbursed. : Sometimes there will be time delays. So, it depends on the vendor. Some vendors process the claims very quickly. Some vendors take some time. And sometimes it's if it's way too late, it needs to go through the next level with the accounts team for getting the process complete. : there will be there is quite often. Sometimes there are instances where the customer not satisfied with the quality or the product ingredients or the product descriptions. Product gets returned, and some of those products are, when if its vendor returns, we're going to return to the…. 	"That's the that is basically the contract between the company and the vendor. So, the vendor is agreeing to refund for those products which are returned irrespective of the reason. And the company gets a refund for what is returned.There's a variety of reasons which is already in the system. And if not in that list, we can we are having options for putting specific reasons. In respect to you of the reasons that a product can be returned. 
Inter: Mostly, it will be damage in transit. 
Most of the quality issues. Out of date."	Oh, this, accounting communicates with the supplier's side the supplier or vendor. That's that is where the cost gets refunded. The store team communicates or transmits the data to the supplier, arising the queries with the quantities of items returned and the reasons for the returns. We have we the system triggers the policies automatically. The system automatically asks the store team if it is a return to vendor product to raise a query if there are any adjustments to be done. This is anything which goes out from the store. It needs to be adjusted, so system automatically triggers the user. They need to raise the claim. So those products do not get reduced in price. It just goes back. 	This the policy in place if the policy in place is not followed, it ends up in store close. So, the policy in place always ensures the store close is minimum or 0. 	: it's usually, the newer devices will have even options for taking photos for returns. I think it's only the time about returns that is the only challenge. The place of return, the faster the returns process is completed. The quicker the availability will be sorted. 	Basic strategy we just followed is the customer first policy. The finest quality product for the customer. That's all. It's basic strategy we just followed. Basically, the fast operational process and less the human involvement, the less chances for errors are positive impacts. 	I think the supplier like, if more products are added to the supplier returns, the lesser the chances for the store to have a store close. The there's a minimum range of products only now. But if the range is enhanced, the store close, chances will be comparatively less. For a corporate company like CCC, it's depending. It is all handled the accounting process is all handled centrally.  And it until they get allocated to the stores on a periodic or a timely basis. So it's those process are all automated process.	I think if it is if the if the if the query which is triggered from the store end get action at the same time from the vendor side, the automated process will ensure that the availability is 100%. So that is just a bit of improvement, which is in the existing system.
Participant XX1	Warehouse Manager 	Health & Body, Household, Baby & Child, Pet 	3 Years	"Once any return product comes from the store first, we are following few steps.
First, we check the condition of the product – need to verify whether the product is in original condition or not.
-Then we will check relevant serial numbers, batch numbers, barcodes and WH release documents. 
-If product Returned because of damage – we will try to identify whether its damage before coming to our warehouse or not.
      If we identify damage happens before coming to our WH we will check supplier return policy and return to supplier 
      If we identify damage happened inside our WH or during delivery. We will start insurance claim process (for the insurance claim we need to follow separate SOP)
-If product returned because of wrong product delivery or size difference or customer un-satisfaction about the product. After verifying the product original condition, batch numbers, serial numbers we will keep store in relevant product store area. (if any packing damage during product return, we will do repacking process before send it to relevant location)"	Store manager, warehouse supervisor, supplier managing team, warehouse manager, delivery in charge, insurance broker 	"We evaluate the product return based on reasons.
1.Quality issues ( Damage product, defect product, 
                   	    Inadequate quality product) 
2. Expired product 
3. Wrong delivery product (mis picking)
4. Wrong size, design, colour, type  
5. Any other reasons for customer unsatisfaction "	"1. Mostly quality issues (Damage product, defect product, Inadequate quality product)
2. Wrong delivery product (mispicking) 
3. Wrong size, design, colour, type                                                            4. Date issues "	Inside the warehouse we need to follow manual process. Because of the product condition process. However, data analysing, keeping records and information sharing we are using our own ERP system.	"Basically, we don’t have specific timing for discuss about ‘product returns' with suppliers. But sometimes due to value of the product or any confusion about the product condition we need to have separate discussion with supplier. (case by case)
However, during the yearly supplier evaluation as KPI we are checking supplier returns and product complain ratios (especially damage products ratio, defect product ratio and etc) to continuation of supplier agreements "	We are using primary communication like email communications and tele-phone communication. But some times we need to use cloud services for big data transfer purposes 	"Yes of course- especially product damage handling cases.
Sometimes difficult to verify how product damage had happened. If that kind of situations, mostly suppliers are rejection our claims. so then we need to show the product tracking and need to prove them damage background.
Further, warranty claim process also critical for sometimes due to supplier warranty conditions. So that kind of situation we need to show clear information to suppliers. "	"Main challenges are as below,
Damage and defect product handling
Warranty issues handling and insurance claim  
Restocking "	"Yes, sometimes we are facing so many mis communication issues.
Apart from that some suppliers return policies are not match with our WH policies. 
Further, due to supplier their own internal issues, some products return stock at our warehouse long time.
"	"Product returns definitely impact for our cost increase, because sometimes we received returns product with damage packing, labels or tags. then we need to make repackaging and need to replace new labels and tags. that will be additional cost for us.
Further, product damages sometimes difficult to reissues the product until supplier accept the damage claim

Further, due product returns our delivery cost also increase because of additional return delivery arrangements. Apart from that it will be impact for warehouse team efficiency because they need to check manual product condition, serial numbers, batch numbers and replacing labels those action will take additional time. 
Further, if its damage product increase warehouse need to allocate additional space for those products until return back to supplier. "	"We have clear agreements and guidelines with each supplier’s about damage and defect product returns. ( damage or defect product returns within 30 days)
Apart from that we have product quality evaluation process as well
"	"As I mentioned earlier, we will separate our products returns based on reasons. However, according to those reasons we do not need to contact suppliers for below reasons. 
1. Wrong delivery product (Mis picking) -
2. Wrong size, design, colour, type  
Because these errors happen from us to our customers
Whenever a supplier hands over products to our warehouse, we have a good checking and verification process. therefore, above errors we always identified before products store in warehouse. (Ex: over delivery, less quantity delivery, wrong delivery) those issues we will immediately settle before accepting supplier delivery orders. 
Basically damage products , expired products and quality issue products we identified after accepting order delivery into our warehouse (during the product binning process) therefore, after we identified those issues we are strict on our policy and we always align  our policy with supplier own return policy as well. Basically, those issues we always update customer within 30 days.  "	"It is very difficult to keep product returns in zero level. 
However, we have KPI’s to minimize some of the product return reasons. 
1. Wrong delivery product (Mis picking) – target zero mis picking 
2. Wrong size, design, colour, type  - zero error delivery 
Other reasons are not controllable from our side. 
However, as I mentioned earlier, we have yearly supplier evaluation. That time Damage and defect product ratio we will take as a serious issue.
Futher, we have propoer SOP to follow each kind of product returns "	If we can digitalize product returns, I think we can visualize the situation quickly and it will support for us to evaluate all supplier situation daily / weekly & monthly basis. then we can share supplier returns information weekly. That can be good indication for suppliers to enhance their product quality and control irregularities in their process 	"If we can digitalize our warehouse operation, we can identify irregularities quickly that will help to avoid errors in total operation and indirectly impact for reduction of product returns 
If we can automate some functions, we can reduce cost and even time as well. Further, automation support to share information on time to suppliers  those think help us to secure space 
"	"If each supplier can use simple and common (standard) return policies (based on their product category) that will be help for us to manage our operation.
Further, if suppliers can reduce manual process and paper work that will be impact for our operation positively "	No I think I have talked all the necessary information, 
Participant XX2	Long Life Manager	Grocery, Perishables, and Liquor	4 years	When a customer returns a product, we process their refund or replacement at the store. For products eligible for a vendor return, we follow an automated system. The product barcode is scanned, and details like the reason for the return are added. A draft claim is generated and sent electronically to the vendor, who then arranges the pickup.	Mainly the store team, the dispatch team, and the vendor's supplier team handle this process. Occasionally, the store manager steps in if there are issues.	We categorize returns by reasons like expiration, damage, or oversupply. Some items, such as perishables, have specific return protocols due to their nature.	The main reasons are quality issues or expiry dates, particularly for food and beverages.	The system is fairly automated. We submit claims, and the vendor either approves them or arranges collection. Communication is streamlined through the electronic system.	It depends on the returns. There’s no fixed schedule, but we interact regularly as issues arise, often weekly.	Electronic queries are most effective, followed by emails and phone calls for any follow-ups. Our system mainly automates most of the communication.	For example, if we get wine with incorrect labels, the vendor arranges a swift collection. Quick responses from vendors help keep our shelves organized.	Managing storage space for returned items can be challenging. Items must be separated, and there’s limited space, especially for bulky products.	Sometimes, we face delays in approval from the vendor, which leads to clutter. For some products, delayed responses can result in stock management issues.	Returns affect costs due to storage needs and impact stock availability if returns aren’t processed promptly.	We have general agreements where the vendor agrees to accept returns under certain conditions, like damages or expired items.	Our system is set up to automatically remind us to process returns. The store team logs the product, and the system alerts vendors.	Policies ensure consistency in returns. Automated processes help, though sometimes we have to wait for vendor responses.	Faster communication methods or an upgraded system would be beneficial, making it easier to process returns without delay.	The use of automated systems and barcode scanning has reduced errors and sped up the process.	More frequent vendor checks or updates in response times could improve returns management and product availability.	Ensuring prompt responses from suppliers would make a big difference in maintaining product availability and reducing store clutter.
Participant XX3	Store Manager	Packaged Foods and Beverages	5 Years	Our product return process is systematic and primarily automated, aimed at making it smooth for both the store team and the suppliers. When a customer returns a product, we process their refund or replacement at the store level. For items that we send back to the vendor, the store team uses an automated system to initiate the return. This involves scanning the product barcode, logging the reason for the return, and recording the quantity. Once the information is verified, a return claim is electronically generated and sent to the vendor for approval. The vendor usually reviews this claim and, upon approval, arranges to collect the returned items. For packaged foods, we ensure that returned items are separated and stored appropriately until pickup, especially if they are perishable.	The main stakeholders include the store team, our dispatch and logistics team, the vendor’s supply team, and, occasionally, our accounting team. My role as the Store Manager involves overseeing the process, ensuring that our team follows the protocols, and addressing any issues if they arise. For financial adjustments or any escalations, the accounting team is informed to manage the transactions related to returned goods.	We categorize returns by specific reasons such as damage, expired items, quality issues, and incorrect shipments (e.g., wrong product or quantity). For packaged foods, we also separate items based on their perishability and storage requirements. Each category has a slightly different handling procedure to ensure that the process is compliant with both store policies and health regulations.	The most frequent reasons for returns are expired products and quality issues, especially in packaged foods and beverages. Occasionally, we also receive returns due to incorrect items or damaged packaging. Quality complaints usually stem from items that are close to expiration or have packaging that may have been compromised during transit.	Our collaboration with suppliers is quite effective, thanks to the automated system we have in place. We’re able to send return requests electronically, which suppliers can review and approve quickly. This system minimizes delays and keeps communication smooth. Vendors are generally responsive, as they receive instant notifications from our system, allowing them to manage collections efficiently.	We don’t have a fixed schedule for interacting with suppliers, as it varies depending on the volume of returns and specific issues that come up. However, for high-turnover products like packaged foods, we often find ourselves interacting weekly or as soon as a return issue arises. This allows us to keep our store inventory accurate and our shelves organized.	The most suitable communication channel for returns is our automated system, which sends electronic claims directly to the suppliers. For follow-ups or more detailed discussions, we primarily rely on emails and, if needed, phone calls. Our system handles routine communication, while emails and calls provide flexibility for any unique situations.	One example is when we received a batch of packaged snacks with broken seals. Upon initiating a return request, the vendor approved the claim quickly and arranged for a replacement within days. This collaboration helped us minimize potential customer complaints and keep our shelves stocked with fresh items. On the rare occasion, delays	A primary challenge is managing the space required to store returned items before they are collected. Packaged foods can take up a lot of room, especially when we have multiple returns waiting for vendor pickup. Additionally, separating returned items from regular stock is crucial to avoid any confusion or mix-ups, particularly with perishables. Ensuring strict adherence to storage guidelines adds another layer of responsibility for the team.	Yes, at times, delays in vendor response can create issues for us. For example, if a vendor takes too long to approve a return claim, it results in inventory piling up, taking up valuable space in the storage area. These delays can slow down our operations, as we need to allocate extra resources to manage these items until the vendor is ready to collect them.	Delays in processing returns can disrupt our workflow and increase costs. We end up using additional storage space and labor to manage returns that should ideally be out of the store quickly. This also affects our inventory accuracy, as returned products remain in our system longer than necessary, potentially impacting reordering schedules and customer satisfaction if we can’t restock quickly.	We have agreements specifying the conditions under which returns are accepted, such as expired or damaged products. For packaged foods, vendors typically agree to accept returns within a certain timeframe after delivery. These agreements help us maintain a clear understanding of each party’s responsibilities and ensure smooth handling of returns.	Our automated system helps us enforce return policies by prompting the store team to log returns within the required timeframe and reminding vendors of pending collections. The system allows us to track each return request, ensuring accountability on both sides. This setup makes sure that both our team and the vendor are following the agreed-upon policies consistently.	Internal policies ensure that our team follows a standardized process for all returns, which helps in maintaining consistency. The automation reduces manual errors, but at times, our internal policies can create slight delays if there are procedural requirements that slow down vendor approval or other steps.	I believe adding more flexibility to our system for quicker vendor approval would be helpful. Currently, we rely on vendors to approve claims before collection, which can sometimes delay the process. If we had a faster approval mechanism or a streamlined communication method, it would help us clear returns more efficiently.	Automation and the use of barcode scanning have made a significant impact by reducing errors and improving tracking accuracy. Additionally, our focus on keeping all communication within the system has made it easier to manage returns quickly. The automated system ensures that we adhere to our processes and provides vendors with real-time updates on return claims.	Implementing a shared platform where we and the vendors can both view and track returns in real time would be highly beneficial. This would allow for immediate updates on each return’s status and ensure that both parties are aligned on when products will be collected. Faster updates from suppliers would also help us manage space and keep our stock moving efficiently.	Having prompt responses from suppliers is essential for managing our store’s inventory effectively. Enhanced collaboration, especially on return approvals, would allow us to keep our storage area organized and ensure that products move out quickly, preventing any disruption to our regular inventory flow.
Participant XX4	Warehouse Manager	Frozen Foods and Bulk Goods	7 Years	In our warehouse, the return process for frozen foods and bulk goods is handled carefully due to the specific storage and handling requirements. When a product is identified for return, it’s first checked for any visible damage and assessed to determine if it meets our return criteria, such as expired dates or quality issues. For frozen items, we verify that they have remained within the acceptable temperature range during storage. We then record product details like batch numbers, serial numbers, and barcodes in our system. If the item qualifies for a return to the vendor, we submit a return claim electronically. The vendor reviews and, upon approval, arranges for a pickup. Until collection, returned items are stored separately to prevent any cross-contamination with regular stock.	The key stakeholders include the warehouse team, who handle the initial checks and storage, the supplier or vendor, and sometimes our quality control team, especially for frozen products. The accounting department may also be involved if there are any financial adjustments to be made. I oversee the entire process to ensure compliance and efficiency and address any challenges that arise.	We categorize returns based on factors such as damage, expiration, quality issues, or incorrect deliveries. For frozen foods, we also consider whether there were any temperature control issues that might have compromised the quality. This categorization allows us to handle each type of return with the necessary protocols, especially for items that require specific handling and storage conditions.	The most frequent reasons for returns in our department are related to expired or compromised items, especially in frozen goods, where strict temperature control is necessary. Occasionally, we also handle returns due to damages during transit or delivery errors, such as receiving the wrong quantities.	We maintain a good level of collaboration with suppliers, supported by our electronic system for returns. This system allows us to send return claims directly to suppliers, who can review and approve them online. For high-priority returns, such as those involving quality issues in frozen foods, we sometimes have direct phone or email communication to expedite the process.	The frequency varies depending on the volume and type of returns. For frozen goods, interactions can be more frequent due to their sensitive nature. I’d say we interact with suppliers about returns at least weekly, and sometimes even more often if there are quality concerns or specific cases requiring immediate attention.	The primary communication channel is our automated system, which handles routine claims efficiently. For more detailed or urgent issues, email and phone calls are preferred, especially when we need a quick response about quality or logistics for frozen goods. This combination of channels ensures smooth communication and allows us to address any critical issues promptly.	One example is when we received a batch of frozen products that appeared to have experienced slight thawing during transit. We immediately contacted the supplier, who arranged a quick inspection and replacement. Their responsiveness allowed us to avoid further handling of compromised stock, ensuring product safety. On rare occasions, delays from suppliers can slow down our process, especially if they’re unable to arrange pickups promptly for frozen items, which need quick handling.	The biggest challenges involve managing storage space for returned items and ensuring that frozen goods are kept at the correct temperature while awaiting vendor pickup. Additionally, handling bulk goods takes up a significant amount of space, so efficient collection by vendors is essential to prevent bottlenecks in our storage areas.	Yes, occasionally there are delays in supplier responses, which can lead to challenges, especially for items that need special storage. When vendors don’t respond promptly, it can lead to storage space issues, particularly if we need to maintain the frozen goods in a controlled environment for longer than expected.	Delays in returns can increase our operational costs, especially for temperature-sensitive products that require continuous monitoring. Prolonged storage of returned items can disrupt warehouse space management, impacting our ability to store regular inventory efficiently. If items are left uncollected for too long, it can also reduce the overall productivity of the team.	We have agreements with suppliers that outline conditions for returns, such as damaged, expired, or quality-compromised items. For frozen products, there are additional guidelines that ensure the supplier will accept returns if there’s evidence of temperature control issues. These policies are designed to make the return process fair and efficient for both parties.	Our automated system helps enforce return policies by prompting us to log returns within specified timeframes. This system also tracks pending returns and sends reminders to suppliers, ensuring they follow up on collection. My role includes overseeing that policies are followed consistently and resolving any compliance issues with suppliers if they arise.	Internal policies provide a structured approach to returns, ensuring that our team follows a consistent process. For frozen foods, we have strict guidelines on temperature monitoring and storage, which ensure product safety but also require additional handling steps. These policies are helpful but can sometimes slow down the process if there are extensive checks involved.	Simplifying the approval process for returns would help. Currently, the multi-step process, while thorough, can slow down returns for high-priority items. Having a more direct approval channel for items like frozen foods, where timing is crucial, would improve efficiency.	The use of automated systems has greatly reduced paperwork and manual errors. Additionally, our barcode scanning system allows for quick tracking and documentation of returned items. The use of dedicated storage areas for returns, especially for frozen goods, has also helped us maintain organization and control.	Setting up a shared platform where we and the suppliers can both monitor return statuses in real time would be beneficial. This would allow for better coordination and quicker responses from suppliers. It would also be helpful if suppliers had dedicated contacts available to resolve return issues promptly.	The importance of timely responses from suppliers cannot be overstated, particularly for frozen goods that require immediate handling. Faster approvals and more streamlined communication channels would help both sides manage returns more effectively, benefiting overall efficiency and product safety.>  <Thematic Analysis A: Supplier Analysis					
					
Supplier Analysis			Findings		
Theme	Sub-Theme	Codes	Participant XXX- Long Life Manager	Participant XX2-  Long Life Manager	Participant XX3- Store Manager
1. Product Return Process	1.1. Return Initiation	Customer Return Handling	The return process starts at the customer level, where barcode scanning and logging are performed.	Focuses on quick refunds for customers with logging of reasons and forwarding to vendors.	Customer returns are processed immediately at the store, where refunds or replacements are managed directly.
	1.2. Vendor Collaboration for Returns	Electronic Return Claims	The automated system efficiently communicates with vendors.	Electronic claims streamline vendor communication and arrange pickups.	Uses an automated system for logging and notifying vendors for approvals.
	1.3. Storage and Handling	Separate Storage for Returns	Specific storage protocols for perishables, keeping them away from regular stock.	Ensures safety and compliance in storing returned goods.	Returned items, especially perishables, are stored separately until vendor collection.
					
2. Supplier Collaboration	2.1. Communication Channels	Automated System and Manual Follow-Ups	Prefers electronic systems but acknowledges the need for phone calls occasionally.	Uses emails and calls for urgent follow-ups with suppliers.	Primarily uses an automated system but relies on email and calls when needed.
	2.2. Supplier Responsiveness	Timely Approval and Collection	Responsive suppliers ensure smooth return management.	Delays in supplier responses can create storage issues.	Quick responses from suppliers prevent stock backlog.
					
3. Challenges	3.1. Space Constraints	Limited Storage for Returns	Storage constraints complicate managing returned items.	Limited space in-store for larger or sensitive items.	Managing space for returned items, especially perishables, is challenging.
	3.2. Supplier Delays	Impact of Delayed Supplier Response	Storage backlog impacts store workflow.	Efficiency is hindered by prolonged supplier approvals.	Delays disrupt inventory and increase costs.
					
4. Organizational Policies	4.1. Return Guidelines	Standardized Return Policies	Policies enforce consistent return management.	Policies ensure clarity on return conditions with suppliers.	Agreements with suppliers outline conditions for returns.
	4.2. Internal Procedures	Systematic Logging and Alerts	Internal policies support accuracy in logging returns.	Procedures ensure consistency but may sometimes slow the process.	The system alerts for returns to ensure timely processing.
					
5. Efficiency and Time	5.1. Process Automation	Use of Automated Systems	Systems have improved return processing speed.	Barcode scanning and automation support efficiency.	Automation reduces errors and improves tracking.
	"5.2. Approval Flexibility
"	Need for Faster Supplier Approvals	Quick vendor responses are essential for maintaining store organization.	Faster approvals from vendors could prevent stock build-up.	More flexibility in approvals would enhance return management.
					
6. Customer Experience	6.1. Timeliness in Returns	Quick Processing for Customer Satisfaction	Ensures customer satisfaction with efficient handling.	Timely returns improve customer service experience.	Prompt returns prevent customer dissatisfaction.
	"6.2. Consistency in Return Handling
"	Standard Processes for All Returns	Consistency in handling returns reflects well on the brand.	Maintains uniformity in customer-facing processes.	Consistent policies build trust with customers.
					
					
					
Thematic Analysis B: Warehouse Analysis					
					
Warehouse Analysis			Findings		
Theme	Sub-Theme	Codes	Participant XX1- Warehouse Manager	Participant XX1- Warehouse Manager	
1. Product Return Process	1.1. Return Verification	Condition & Details Check	XX1 details on condition verification; batch number check; if in warehouse-caused damage, claims are filed	XX4 describes detailed checks for visible damage, expiration, and temperature for frozen items	
	1.2. Stakeholder Involvement	Key Stakeholders	Store team, supplier team, insurance brokers, and warehouse supervisor are key participants	Warehouse team, quality control, supplier team, and accounting involved for finance adjustments	
	1.3. Return Categorization	Based Sorting	XX1 categorizes by damage type, quality issues, and customer satisfaction	XX4 sorts by damage, expiration, and temperature compliance for frozen items	
					
2. Supervision	2.1. Monitoring Process	System & Manual Checks	Uses ERP for tracking and condition checks; manual process for physical condition	Emphasis on electronic and manual verification for quality control	
	2.2. Approval Process	Steps for Supplier Approvals	Approval for returns is managed case-by-case; high-value items prioritized	Approval for sensitive items (e.g., frozen) expedited for quality issues	
					
3. Challenges	3.1. Storage Limitations	Space Constraints	Challenges with limited storage for pending returns due to supplier delays	Challenges with frozen and bulk goods requiring dedicated space	
	3.2. Logistical Barriers	Return Transportation Issues	Return logistics can be slow due to supplier policies; bulk returns require coordination	Bulk goods and frozen returns demand timely pickup to avoid space bottlenecks	
					
4. Organizational Policies	4.1.Policy Flexibility	Adaptability of Processes	System enforces strict adherence to condition checks and repackaging	XX4 recommends flexibility for urgent items and digitalizing steps	
	4.2. Internal Policy Impact	Efficiency Effects	Policies on high turnover affect processing speed and need for frequent storage management	Similar policy effect on speed due to adherence to temperature-specific disposal protocols	
					
5. Effort & Time	5.1. Supplier Coordination Time	Communication Delays	ERP communications streamline, but supplier delays persist	Communication with suppliers mixed; automated system often followed by emails or calls	
	5.2. Impact on Productivity	Reprocessing & Restocking Time	Repacking takes time, especially for returned items awaiting vendor approval	Processing frozen and bulky items leads to reduced productivity due to space and time management	
					
6. Customer Experience	6.1. Product Quality Assurance	Quality Impact of Delayed Returns	Damage or expired items negatively impact return process satisfaction	Frozen goods quality impacted by supplier delays and affects warehouse handling	
	6.2. Customer Feedback Cycle	Vendor-Driven Quality Checks	Supplier rejections and strict guidelines sometimes prolong customer satisfaction resolutions	Supplier reactivity is mixed, affecting quality assurance timelines for temperature-sensitive returns	> <										
	Thematic Analysis A (Store Analysis)								Thematic Analysis B (Warehouse Analysis)	
1. Communication Channels 										
	Communication Channels	Number of Responses							Communication Channels 	Number of Responses
	Automated System	3							ERP system and Manual Follow-ups	2
	Email	2							Email Communication	1
	Phone Call (for follow-ups)	2							Phone Calls for Urgent Issues	2
										
										
										
										
										
										
										
										
										
										
										
										
										
										
										
										
										
										
										
										
										
										
2. Supplier Interaction  Frequency	Supplier Interaction  Frequency	Number of Responses							Supplier Interaction  Frequency	Number of Responses
	Weekly (as needed)	3							Weekly interactions for high-priority cases	2
	Urgent/High-Priorty Situations	1							Case-by-case basis depending on urgency	1
										
										
										
										
										
										
										
										
										
										
										
										
										
										
										
										
										
										
										
										
3. Storage Constraints and Handling of Returns	Constraints and Handling of Returns	Number of respondents							Constraints and Handling of Returns	Number of respondents
	Limited Space for Returns	2							Dedicated Space Required for Frozen/Bulk Goods	2
	Separate Storage for Perishables	3							Space Bottlenecks Due to Return Delays	2
	Impact of Supplier Delays on Space	3								
										
										
										
										
										
										
										
										
										
										
										
										
										
										
										
										
										
										
										
										
4. Key Stakeholders	Key Stakeholders	Role							Key Stakeholders	Role
	Store Manager	Manages the initial handling of customer returns, including refunds or replacements, and uses an automated system to notify vendors and manage separate storage for returned items.							Warehouse Manager	Oversees verification, categorization, and condition checks for products returned to the warehouse. Manages claims for warehouse-caused damages and coordinates the final return to suppliers.
	Long Life Managers	Involved in initiating the return process at the store level. They handle barcode scanning, logging reasons for returns, ensuring storage compliance for perishables, and coordinating with vendors for return claims.							Warehouse Team	Conducts detailed inspections, sorts items based on return reasons (damage, expiry, quality issues), and handles physical repackaging or relabeling before sending items to suppliers.
	Suppliers	For certain items (like wine and other direct shipments), returns are managed directly with the suppliers, involving communication for approvals, pickups, and timely responses to prevent stock backlog and storage issues.							Supplier Team	Collaborates with the warehouse on approvals and return logistics. Handles sensitive items (e.g., frozen goods) that require expedited approvals.
	Customers	Drive the initiation of the return process, impacting how quickly the store team manages refunds, exchanges, and overall satisfaction.							Insurance Brokers	Engaged by the warehouse when filing claims for damages caused during warehouse handling.
									Quality Control Team	Ensures compliance with quality standards, especially for sensitive or perishable items, such as frozen goods, that require specific storage and handling.
									Accounting Team	Manages financial adjustments for returns, working closely with the warehouse and supplier teams on reimbursement or credit processes.
										
										
										
										
										
										
										
5. Key Reasons for Product Returns	Reasons 	Number of respodents							Reasons 	Number of respodents
	Quality Issues (Damage/Defects)	3 out of 3							Damage During Transit or Handling	2 out of 2
	Expired or Perishable Goods	2 out of 3							Expired Items or Temperature Compliance	2 out of 2
	Incorrect Deliveries	1 out of 3							Quality Issues Verified by Inspection	2 out of 1>