Managing logistics in sport: a comprehensive systematic literature review

Pott, Christoph; Spiekermann, Christian; Breuer, Christoph; ten Hompel, Michael Article — Published Version Managing logistics in sport: a comprehensive systematic literature review Management Review Quarterly Provided in Cooperation with: Springer Nature Suggested Citation: Pott, Christoph; Spiekermann, Christian; Breuer, Christoph; ten Hompel, Michael (2023) : Managing logistics in sport: a comprehensive systematic literature review, Management Review Quarterly, ISSN 2198-1639, Springer International Publishing, Cham, Vol. 74, Iss. 4, pp. 2341-2400, https://doi.org/10.1007/s11301-023-00361-5 This Version is available at: https://hdl.handle.net/10419/318107 Standard-Nutzungsbedingungen: Die Dokumente auf EconStor dürfen zu eigenen wissenschaftlichen Zwecken und zum Privatgebrauch gespeichert und kopiert werden. 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If the documents have been made available under an Open Content Licence (especially Creative Commons Licences), you may exercise further usage rights as specified in the indicated licence. http://creativecommons.org/licenses/by/4.0/ Vol.:(0123456789) Management Review Quarterly (2024) 74:2341–2400 https://doi.org/10.1007/s11301-023-00361-5 Managing logistics insport: acomprehensive systematic literature review ChristophPott1,2 · ChristianSpiekermann1· ChristophBreuer2· MichaeltenHompel1,3 Received: 3 November 2022 / Accepted: 29 June 2023 / Published online: 4 August 2023 © The Author(s) 2023 Abstract Logistics and sport management are part of the globalized economy and interdisciplinary fields of science. Sporting events necessitate enormous logistical efforts by aiming to deliver certain tasks and materials at an exact time and a specific place in suitable quantity and quality. However, sport logistics not only is involved in the precise execution of events but deals with a wide range of topics. Sporting goods are transported along the supply chain to customers with economic objectives, stadium evacuation simulations are carried out using algorithms that originate in transportation logistics, and sport clubs are confronted with logistical issues both on their game days and during the rest of the year. A systematic literature review was undertaken to provide clarity regarding previous scientific endeavors and to offer orientation for interested practitioners. The authors propose a theoretical framework—the sport logistics triangle—that draws on the academic disciplines of logistics management and sport management and allows to classify all sport logistics activities. An in-depth categorization scheme and ten topic clusters illustrate how sport logistics has been studied thus far. Implications and research opportunities are elaborated for practitioners and scholars. The survey clearly underlines both the importance of sport logistics and its neglection in academics. Keywords Management· Logistics· Sport· Supply chain· Operations JEL Classification L83· M10· R40· Z20· Z21· Z29 1 Introduction For the 2012 London Olympic Games 1.2 billion dollars were invested to plan and provide its comprehensive logistics and transportation for 6.2 million spectators (Hendy 2013, p. 9; Kershaw 2012, p. 243). Hence, the importance of logistics in modern sport should not be surprising. It is worth noting that the logistical efforts Extended author information available on the last page of the article 2342 C.Pott et al. (Sumner 2011, p. 55) of holding a hallmark event such as the FIFA World Cup or the Olympic Games (Ritchie 1984, p. 2) include more than public transport. At the 2008 Beijing Olympic Games, 104 hospitals were prepared for possible emergencies, and when the Games began, 400,000 volunteers were dispersed all over the city (BOCOG 2008, p. 21). Logistical considerations also play a role in the preparation of camps for athletes (Arnold etal. 2015, p. 12) and in all activities to deliver the necessary equipment to the venues (Minis etal. 2006a, b, p. 622). In July 2008, Beijing prepared 6,698,000 goods for the Games (BOCOG 2008, p. 150). The global sport market is estimated to be worth more than 600 billion dollars in 2023 (NPD Group 2019) and the revenue of the worldwide sport equipment market is expected to grow 27% between 2023 and 2027 (Statista Consumer Market Insights 2023). These figures lead to the conclusion that the demand for logistics in sport will continue to grow. The potential consequences of poor logistics management in sport were on display, for instance, in 2019, when the Kansas City Chiefs were scheduled to play the New England Patriots. A container of player equipment had not been unloaded, and a defeat because of missing equipment was imminent (NBC 2019). Another example occurred in Formula One, where the Fédération Internationale de l’Automobile (FIA) has banned retrofitting of tires (BBC 2005b). After a devastating 150 mph accident in practice at the 2005 Indianapolis Grand Prix, Michelin pinpointed its tires as the source of the failure (Pfahl and Bates 2008, pp. 135–142). Had it been allowed to bring in new tires, it would have had to ship them from a warehouse in France to the racetrack in the United States (ESPN 2005). Consequently, all teams with Michelin tires had to withdraw from the race, leaving only six cars to finish (Pfahl and Bates 2008, p. 138) and resulting in major damage to the image of the FIA (Pfahl and Bates 2008) and a curious victory for Michael Schumacher (BBC 2005a). Due to the premise that "the consequences of operations failure have huge implications for the outcome of the on-field performance" (Bamford etal. 2015, p. 14), precise logistics operations are required to successfully orchestrate sporting events (Minis etal. 2006a, b, p. 622). Both sport management (Brown etal. 2018, p. 75; Doherty 2013, p. 7) and logistics management (Haghani 1997, p. 250; Meng 2014, p. 137) are known as applied science disciplines. Despite the low tolerance for error in the management of large sporting events (Jones etal. 2015, p. 188), the fact that sport management researchers are entrusted with design issues related to competition venues (Slack 2014, p. 460) and the need for guidelines for successful implementation (Minis etal. 2006a, b, p. 622), researchers have been extremely reluctant to recognize the far-reaching importance of managing logistics in sport (Herold etal. 2019, p. 358). Therefore, a systematic literature review (SLR) rigorously collects all topicrelated studies and provides groundwork for future regulations to which industry players can refer (Kitchenham etal. 2009, p. 8) and for the development of new research areas in management (Tranfield etal. 2003, p. 208). Consequently, this paper defines the following leading research questions (RQ): 2343 Managing logistics insport: acomprehensive systematic… RQ1 What is the current state of the art in the field of sport logistics? RQ2 Which directions for future research can be identified? On the way to answering them, the following subordinate research questions (SRQ) are posed: SRQ1 In which core areas of logistics and sport management does sports logistics research operate? SRQ2 How can a framework for sport logistics look like that draws from both disciplines? SRQ3 Which fundamental academic approaches are applied in sport logistics research? SRQ4 Which topics does sport logistics deal with and how can the field be subdivided? For a systematic overview of logistics management, researchers must consider intra-, extraand interlogistical contexts (Gudehus and Kotzab 2012, pp. 439–440). Sport management must be reviewed with the understanding that its business “is not limited to leagues and competition” (Kauppi etal. 2013, p. 1369) while including its “commercial and not-for-profit forms” (Smith and Stewart 2010, p. 1). By employing the methodological procedure outlined by Kitchenham (2004, p. 3), this paper aims to facilitate the process of locating further research (Kitchenham and Brereton 2013, p. 2). Moreover, it intends to inspire researchers to further sport logistics management research. Within the set parameters, the scope of the literature search had a range of 37 keywords, divided in accordance with the aforementioned research topic. More than 60,000 resulting publications were exported from ten scientific search engines and databases. The overall process of applying the content criteria and excluding nonfitting scientific works resulted in 202 final contributions to the categorization scheme. In the upcoming chapter, a comprehensive framework for sport logistics research is proposed and a delimitation from previous SLRs with reference to sport logistics is provided. Subsequently, the detailed review methodology is presented in chapter3 and the results are analyzed in chapter4. Chapter5 discusses and outlines potential follow-up research opportunities. Finally, a conclusion that revisits the research questions is composed. 2 Theoretical background anddifferentiation fromrelated surveys In the first part of the chapter, the theoretical foundations of this paper are set by elaborating its theoretical background in the disciplines of logistics and sport management and proposing a framework for the management of logistics in sport: the sport logistics triangle. In the second part of the chapter the elaboration of this paper is distinguished from related works. 2344 C.Pott et al. 2.1 Theoretical background andthesport logistics triangle Sport can be characterized as physical exercise determined by competition in a “nonhostile” manner (Wright 2009, p. 161). As the largest nonmilitary logistics event (Minis etal. 2006a, b, p. 621), the Summer Olympics contribute to the fact that sport has "emerged as an industrial sector in its own” with multifaceted obstacles for managerial practitioners (Chadwick 2009, p. 202). Although sport can be clearly distinguished from other sectors of the economy (Chadwick 2011, p. 122), sport management must nevertheless draw on other areas of management research in order to develop its own potential (Slack 2014, p. 462). In the current sport management literature, there is still a scarcity of contextual logistics research (Herold etal. 2019, p. 358). Logistics management has become important owing to its ability to create crucial benefits for organizations (Christopher 2016, p. 2), and an application to sport could create similar effects (Herold etal. 2019, p. 358). Issues in sport logistics are manifold. They spread from planning car fleets (Minis etal. 2009) and forecasting transport demands (Dosunmu 2012) to the legacy of logistics infrastructures (Kassens-Noor 2013a). They include the coordination of athletes travel (Gupta etal. 2011) or spectator travel (Ceder and Perera 2014) to major events as well as its environmental impacts (Loewen & Wicker 2021) and supply chain emissions (Sampson etal. 2013). Issues of supply chain segmentation in the sporting goods industry (Roscoe & Baker 2014) are discussed from facility location (Pereira etal. 2017) to assort-packaging and distribution (Woong Sung etal. 2017). Consequently, this paper argues for a comprehensive view on sport logistics that is academically well-founded in the disciplines of logistics management and sport management. In the following, the key subjects of both disciplines will be discussed that lead to the key elements of our framework proposal that outlines the conceptual background for the systematic literature review: the sport logistics triangle (Fig.1). Logistics management and sport management and their subfields form the professional and scientific foundation of sport logistics (gray triangle). Additionally, three triangle legs provide a classification scheme to contextualize any sport logistics activities. As basic starting point for theory development, this elaboration regards supply chain management, which “encompasses the planning and management of all activities involved in sourcing and procurement, conversion, and all logistics management activities” (CSCMP 2013). Subsequently, a functional view is adopted which focuses on the core part of logistics management activities. Logistics, in a broad definition, is defined as the link between marketplace and supply base and managing logistic means to plan and coordinate all activities necessary to deliver logistics services (Christopher 2016, p. 11). The function of logistics management comprises integrative coordination as well as integrative service fulfillment inside and outside of organizations (Pfohl 2021, p. 3 ff.). The scope can be divided into four areas: procurement, operations, distribution, and reverse logistics (Arnold etal. 2008, p. 4; Christopher 2016, p. 11; Gudehus and Kotzab 2012, p. 6; Harrison etal. 2014, p. 11). Procurement focuses the supply side of an organization and includes the sourcing and receipt of goods and services from suppliers. Procurement is also referred 2345 Managing logistics insport: acomprehensive systematic… to as inbound logistics or upstream. Operations focuses on the planning and control of flows within the boundaries of an organization. It is also referred to as internal logistics or production logistics (in the sense of producing a logistics service, e.g., order picking). Distribution is concerned with the delivery of products and services to customers. Distribution is also referred to as outbound logistics or downstream. Reverse logistics is the return of unwanted products, packaging or waste in the opposite direction, from the marketplace to the supply base. It is also referred to as returns or disposal management. (Arnold etal. 2008; Christopher 2016; Gudehus and Kotzab 2012; Harrison etal. 2014). By the four areas of logistics management presented, all aspects of managing logistics in sport organizations can be described. Accordingly, a profound logistics management basis is provided for the sport logistics triangle. The discipline of sport management comprises several areas of activities that are mainly derived from classic business management fields (Baker and Esherick 2013; Beech and Chadwick 2013; Bradbury and O’Boyle 2017; Covell etal. 2019; Gillentine and Crow 2009; Hoye and Parent 2017; Robinson 2012). Of these areas, marketing, operations, and organization have large intersections with logistics. Marketing in sport comprises all activities for the production, pricing, promotion, and distribution of a sport product to meet the needs of customers (Pitts and Stotlar 2013, p. 82). Its link to logistics is most evident in the aspect of distribution, the distribution of sporting goods from the productions site to the point of sale or the distribution of promotional articles at sporting events being specific examples. Sport marketing logistics meets the customers’ needs through purchasing and supply chain management (Schwarz and Hunter 2018, p. 166). Operations PublicNonprofitProfessional Sport Sector Logistics Management DistributionOperationsProcurement Reverse Log. Sport Management OperationsMarketingOrganization Sport Logistics Fig. 1 The sport logistics triangle and its foundation in the disciplines of logistics management and sport management 2346 C.Pott et al. in sport is a transformational process which creates, maintains and improves the delivery of sport products and services (Piekarz 2021, p. 11). It comprises, e.g., facility and building management, merchandising and retail, or event and venue management. Operations and logistics share the input-transformation-output paradigm, Mentzer etal. (2008) identify logistics as the part of operations responsible for the transformation of time and place. Organization in sport is concerned with the structure, processes, and design of organizations and their subunits (Byers etal. 2012, p. x). With the spread of Porter’s value chain approach (Porter 1998), also sport organizations have taken direction to outsource activities. As a result, the significance of thinking in processes, which is also the very approach of logistics, increases. In particular the outsourcing of activities that touch the physical value-adding structures (i.e., the physical structure of facilities to move goods Aronsson 2000; Hoekstra and Romme 1992)), e.g., sporting goods manufacturing or event organization (Andreff and Andreff 2009; Burden and Li 2009), requires a holistic perspective on value creation, along the whole supply chain and with special attention to the interfaces of subprocesses and their integration (Houlihan 1985). The three subjects described represent the central areas of sport management dealing with logistics challenges. As such they provide a profound sport management basis for the sport logistics triangle. After the foundation of sport logistics in the academic disciplines of logistics management and sport management was now built, the sport logistics triangle is outlined next. It is composed of three legs: flow type, network perspective, sport sector. Every sport logistics activity has an intersection with each of the three legs. On the basis of these three legs, the diverse logistical activities in sport organizations can be put into context. The first leg, flow type, follows the flow-oriented definition of logistics, which states that logistics comprises all activities to efficiently manage all flows of material (goods), people and information from a source to a sink (Christopher 2011; CSCMP 2013; Pfohl 2018). While flowing, material, services and information are subject to different transformation processes with regard to time, space, quantity, type, composition, value, shape, and handling properties (Pfohl 2018; ten Hompel etal. 2018). Particular examples for each flow type are the production supply at sport equipment manufacturers (material), the coordination of spectator travel to major events (people), or order processing for fan shop sales (information). Depending on where the flow takes place, intralogistics, transportation and supply chain are distinguished (Gudehus and Kotzab 2012). This network perspective represents the sport logistics triangle’s second leg. Intralogistics comprises flows in one location (at one site) (Günther 2006). Transportation, in contrast, comprises flows outside of buildings, often using public infrastructure (Clausen and Geiger 2013). Supply chains combine intralogistics and transportation in intercompany logistics networks of several participants (CSCMP 2013; Klaus 2012). Particular examples for each network perspective are the storage of event equipment at a sport venue (intralogistics), the shipping of a race car to the racetrack (transportation), or the distribution of sporting equipment along a sales channel (supply chain). 2347 Managing logistics insport: acomprehensive systematic… The third leg of the sport logistics triangle attributes the logistics activity the sector of sport. In the professional sport sector, sport organizations as professional leagues, equipment manufacturers or event managers pursue commercial interests. In the nonprofit sector, activities are on a voluntary basis (Hoye etal. 2015, p. 7; Smith and Stewart 2015, p. 19 ff.). Community based sport clubs and governing associations provide competition and participation opportunities, regulate and manage sporting codes, organize championship events (Hoye etal. 2015, p. 7; Smith and Stewart 2015, p. 19 ff.). The public sector comprises governments as well as specialist agencies that develop sport policy, provide funding, and support specialist roles, e.g., elite athlete development or drug control (Hoye etal. 2015, p. 7; Smith and Stewart 2015, p. 19 ff.). Particular examples for sport logistics activities in each sector are picking for the production of a sport shoe (professional), inventory management in a local sport club, or the transport of drug test kits between laboratories (public). In summary, the sport logistics triangle defines sport logistics as dedicated to the management of flows in sport organizations. 2.2 Differentiation fromrelated surveys A first possible systematization of sport logistics management was proposed by Herold etal. (2019) who divide the field into four key pillars: venue logistics management, fan/spectator logistics management, equipment logistics management and athlete logistics management. To get to this suggestion, they regard sport logistics as a subfunction of sport event management. They draw on three event categorizations (regional, major, and mega sport events) and six typical characteristics of sport events to derive the four sport logistics pillars. Based on the SCOR model they define and discuss logistics activities in the context of their framework. The strict focus on event management is a clear limitation of the paper. Rather than a sport logistics framework, Herold etal. (2019) elaborated a sport event logistics framework. It does not offer theoretical foundation for the entire field of sport logistics management which goes far beyond requirement for sport events, specific examples being the production and distribution of sporting goods or inventory management in local sport and fitness clubs. Furthermore, Herold etal. (2019) predominantly focus the professional sport sector. This becomes most evident with regard to the athletes logistics management pillar. The nonprofit and public sectors are neglected. A comprehensive picture of sport logistics management is, thus, not drawn. Another previous SLR with links to the management of logistics in sport was performed by Kauppi etal. (2013) and focuses operations management in sport. The authors categorize the papers reviewed in nine topics of operations management. Based on these topic areas and under consideration of four analysis units (organization, league, sector, industry) they sketch a research agenda for sport operations management. As Herold etal. (2019) the authors have a focus on sport events, as 2348 C.Pott et al. Table 1 Related SLRs Kauppi etal Herold etal Pott etal Focus OM in sports Sport event logistics Sport logistics Method Pittaway etal. (2004) Durach etal. (2017) Kitchenham (2004) and Tranfield etal. (2003) Search period Not defined 2000–mid-2019 2011–2021 Keywords 37 (9 sport-KW, 28 OM/SCSM-KW) 6 (1 sport-KW, 5 logistics-KW) 37 (20 sport-KW, 17 logistics-KW) Search in Abstract or limited number of words in the full text Abstract Abstract and title Databases 3 (ProQuest, ScienceDirect, Web of Science) 2 (Business Source Complete, SSCI) 10 Included work Journals Journals Journals and conference proceedings Peer review Not defined Yes Yes (journal papers) Additional search 1. 59 sport-KW in 15 OM/SCM journals 2. 35 OM-KW in 5 sport management journals / / Checked articles (with duplicates) 12,451 403 68,360 2355 Managing logistics insport: acomprehensive systematic… 4 Analysis Moving on from an overview of the categorization scheme, the following presents the SLR review outcome. First, the selection process across the individual process steps is presented and underpinned with numbers. This is followed by general facts about the publications that made it to the final list. The papers of the conclusive list are presented within the categorization scheme. The categories are utilized to gather information and help to draw conclusions regarding the state of the art of sport logistics research. When the follow-up literature analysis was conducted, it ProQuest (n 1 = 9254) Web of Science (n 8 = 25534) EconLit (n 3 = 609) SportDiscus (n 9 = 4872) ACM (n 2 = 2760) Scopus (n 4 = 16792) IEEE Xplore (n 5 = 1099) Base (n 7 = 2324) ScienceDirect (n 6 = 6319) Databases total (without list-intern duplicates): 68360 Databases total (without cross-list duplicates): 49960 TRID (n 10 = 3141) -48080 -1300 SelectionProcess Title Final Contributions: 202 End of Selection Process: 181 Abstract -399 Full text/ missing full text References +124 -103 Duplicates/ no DOI Fig. 3 Selection process with numbers 2356 C.Pott et al. was consistent with the suggestions made by Tranfield etal. (2003, pp. 218–219) about how to report the studies: (i) descriptive statements are followed by (ii) thematic analysis. The authors present the emerging themes, and connections are drawn between them. 4.1 Reduction ofpublications duringtheselection process Initially, the finalized selection process is described in its entirety (Fig.3). As mentioned before, a systematic literature search was conducted in the ten databases. As a result, tables containing all exportable articles were created for each database. Up to this point, no exclusion of journal/conference papers was performed with regard to the predefined criterion. Moreover, the search results were not scanned for duplicates. Specifically, the preliminary blocks/lists (n1…n10) contained the raw data of the initial database searches with a total of 72,704 papers. After an intralist search for duplicates and the deletion of duplicates, a merged list of 68,360 papers resulted. The lists from all the databases were then merged, and a second duplicate removal took place, which decreased the outcome to 49,960 contributions that became the focal point of the systematic review. The lack of combined coverage of sport and logistics led to an exclusion of 44,362 publications on the basis of the title alone. Then, the participating researchers excluded 1,300 papers on the basis of their abstracts by using the same content criterion (also see (3.2) Selection Process). A total of 399 papers were not considered further because of the missing link between sport and logistics in the full text of 329, and the remaining 70 were excluded because there was no available full text. Ultimately, 181 papers remained. The recursion process for those added another 124 papers to the final entries. A final duplicate removal and an exclusion for the absence of a DOI were performed. The definitive list for the literature analysis then consisted of 202 publications. It contains the authors cited in APA citation style, the year of publication, a classification in the previously created categorization scheme and a topic cluster (Table6). 2357 Managing logistics insport: acomprehensive systematic… Table 6 Categorization scheme and topic clusters General information Type of work Network perspective Flow type Sport sector Type of sport Academic focus Type of research 1 Type of research 2 Type of research 3 Topic cluster References Literature review Research article Project report Transportation SCM Intralogistics Material flow People flow Info. flow Public Nonprofit Professional Team Single Unspecified Conceptual Technological Empirical Qualitative Quantitative Basic Applied Descriptive Analytical Agha and Dixon (2021) x x x x x x x x x x 10 Aguilera (2020) x x x x x x x x x 5 Andreff and Andreff (2009) x x x x x x x x x 5 Appelqvist etal. (2013) x x x x x x x x x x 5 Appelqvist etal. (2016) x x x x x x x x x x 5 Arnold etal. (2015) x x x x x x x x x 1 Arnold etal. (2016) x x x x x x x x x 7 Asian etal. (2020) x x x x x x x x x x 5 Bao etal. (2017) x x x x x x x x x 1 Bateman and Majumdar (2018) x x x x x x x x x 9 Beis etal. (2006) x x x x x x x x x 1 Brady and Davies (2014) x x x x x x x x x x 2 2358 C.Pott et al. Table 6 (continued) General information Type of work Network perspective Flow type Sport sector Type of sport Academic focus Type of research 1 Type of research 2 Type of research 3 Topic cluster References Literature review Research article Project report Transportation SCM Intralogistics Material flow People flow Info. flow Public Nonprofit Professional Team Single Unspecified Conceptual Technological Empirical Qualitative Quantitative Basic Applied Descriptive Analytical Browne etal. (2014) x x x x x x x x x x 1 Bunds etal. (2018) x x x x x x x x x 7 Burke and Woolcock (2009) x x x x x x x x x 10 Cai etal. (2018) x x x x x x x x x x 1 Ceder and Perera (2014) x x x x x x x x x 2 Chelladurai etal. (1987) x x x x x x x x x 7 Chen and Notteboom, (2012) x x x x x x x x x 5 Chen etal. (2020) x x x x x x x x x x 1 Cheng and Song (2021) x x x x x x x x x x 6 Cheng etal. (2020) x x x x x x x x x 1 Chersulich Tomino etal. (2020) x x x x x x x x x 3 Cho etal. (2019) x x x x x x x x x 7 Cieslinski etal. (2016) x x x x x x x x x x x 6 2359 Managing logistics insport: acomprehensive systematic… Table 6 (continued) General information Type of work Network perspective Flow type Sport sector Type of sport Academic focus Type of research 1 Type of research 2 Type of research 3 Topic cluster References Literature review Research article Project report Transportation SCM Intralogistics Material flow People flow Info. flow Public Nonprofit Professional Team Single Unspecified Conceptual Technological Empirical Qualitative Quantitative Basic Applied Descriptive Analytical Clikeman (2012) x x x x x x x x x 10 Collins etal. (2012) x x x x x x x x x 8 Consoli etal. (2013) x x x x x x x x x x 2 Currie and Delbosc (2011) x x x x x x x x x 2 Currie and Shalaby (2012) x x x x x x x x x 1 Currie etal. (2014) x x x x x x x x x x 2 Darcy (2003) x x x x x x x x x 2 Denicol etal. (2021) x x x x x x x x x x x 2 Desbordes (2001) x x x x x x x x x x 10 Desbordes (2002) x x x x x x x x x x 4 Dolf and Teehan (2015) x x x x x x x x x 8 Dong etal. (2012) x x x x x x x x x x 1 Dosumu etal. (2017) x x x x x x x x x 8 2360 C.Pott et al. Table 6 (continued) General information Type of work Network perspective Flow type Sport sector Type of sport Academic focus Type of research 1 Type of research 2 Type of research 3 Topic cluster References Literature review Research article Project report Transportation SCM Intralogistics Material flow People flow Info. flow Public Nonprofit Professional Team Single Unspecified Conceptual Technological Empirical Qualitative Quantitative Basic Applied Descriptive Analytical Dosunmu (2012) x x x x x x x x x 1 Earl etal. (2014) x x x x x x x x x x 2 Elbery etal. (2019a, b) x x x x x x x x x x 6 Elbery etal. (2019a, b) x x x x x x x x x x 6 Emmerson (2012) x x x x x x x x x 2 Enock and Jacobs (2008) x x x x x x x x x x 1 Fang etal. (2011a, b) x x x x x x x x x x 9 Fang etal. (2011a, b) x x x x x x x x x 9 Ferranti etal. (2020) x x x x x x x x x 2 Gallucci and Petersen (2017) x x x x x x x x x 7 Gerke (2016) x x x x x x x x x x 10 Gerke and Dalla Pria (2018) x x x x x x x x x x 10 Gerke etal. (2018) x x x x x x x x x x 10 2361 Managing logistics insport: acomprehensive systematic… Table 6 (continued) General information Type of work Network perspective Flow type Sport sector Type of sport Academic focus Type of research 1 Type of research 2 Type of research 3 Topic cluster References Literature review Research article Project report Transportation SCM Intralogistics Material flow People flow Info. flow Public Nonprofit Professional Team Single Unspecified Conceptual Technological Empirical Qualitative Quantitative Basic Applied Descriptive Analytical Gerke etal. (2015) x x x x x x x x x x 10 Gerke etal. (2020) x x x x x x x x x x 10 Ghaffar etal. (2011) x x x x x x x x x x x 2 Giuliano (1988) x x x x x x x x x x 2 Gupta etal. (2011 x x x x x x x x x 7 Gutierrez etal. (2021) x x x x x x x x x 10 Han etal. (2018) x x x x x x x x x 3 Harvey and Saint-Germain (2001) x x x x x x x x x x 5 Hecox (2013) x x x x x x x x x x 10 Henao and Marshall (2013) x x x x x x x x x x 2 Hensher and Brewer (2002) x x x x x x x x x 2 Herold etal. (2021) x x x x x x x x x x x 2 2362 C.Pott et al. Table 6 (continued) General information Type of work Network perspective Flow type Sport sector Type of sport Academic focus Type of research 1 Type of research 2 Type of research 3 Topic cluster References Literature review Research article Project report Transportation SCM Intralogistics Material flow People flow Info. flow Public Nonprofit Professional Team Single Unspecified Conceptual Technological Empirical Qualitative Quantitative Basic Applied Descriptive Analytical Herold etal. (2019) x x x x x x x x x x x 2 Humphreys (2017) x x x x x x x x x 10 Jiang (2008) x x x x x x x x x 2 Jingmeng etal. (2013) x x x x x x x x x x 4 Johnson etal. (2016) x x x x x x x x x 1 Jones and Woolley (2019) x x x x x x x x x 2 Jones etal. (2015) x x x x x x x x x x 2 Judge etal. (2014) x x x x x x x x x 7 Karaköprü and Kabadurmuş (2019) x x x x x x x x x 7 Kassens-Noor (2010) x x x x x x x x x 3 Kassens-Noor (2013a, b) x x x x x x x x x 3 Kassens-Noor (2019) x x x x x x x x x 1 2363 Managing logistics insport: acomprehensive systematic… Table 6 (continued) General information Type of work Network perspective Flow type Sport sector Type of sport Academic focus Type of research 1 Type of research 2 Type of research 3 Topic cluster References Literature review Research article Project report Transportation SCM Intralogistics Material flow People flow Info. flow Public Nonprofit Professional Team Single Unspecified Conceptual Technological Empirical Qualitative Quantitative Basic Applied Descriptive Analytical Kassens-Noor and Fukushige (2018) x x x x x x x x x x 6 Kassens-Noor and Kayal (2016) x x x x x x x x x 3 Kassens-Noor etal. (2018) x x x x x x x x x 3 Kauppi etal. (2013) x x x x x x x x x x x 10 Kendall etal. (2010) x x x x x x x x x 10 Kershaw (2012) x x x x x x x x x 2 Khara and Lund-Thomsen (2012) x x x x x x x x x 4 Klauser (2013) x x x x x x x x x 9 Kovacs-Gyori etal. (2018) x x x x x x x x x x 1 Kristiansen etal. (2016) x x x x x x x x x 3 Kubler etal. (2017) x x x x x x x x x x 6 Kumar etal. (2021) x x x x x x x x x x 4 2364 C.Pott et al. Table 6 (continued) General information Type of work Network perspective Flow type Sport sector Type of sport Academic focus Type of research 1 Type of research 2 Type of research 3 Topic cluster References Literature review Research article Project report Transportation SCM Intralogistics Material flow People flow Info. flow Public Nonprofit Professional Team Single Unspecified Conceptual Technological Empirical Qualitative Quantitative Basic Applied Descriptive Analytical Kwoczek etal. (2014) x x x x x x x x x 1 Lassacher etal. (2009) x x x x x x x x x x 2 Leilei etal. (2012) x x x x x x x x x 2 Li etal. (2019) x x x x x x x x x x 1 Li etal. (2013) x x x x x x x x x 3 Lindau etal. (2016) x x x x x x x x x 1 Lindsay (2013) x x x x x x x x x 2 Liu etal. (2008a, b) x x x x x x x x x 3 Liu etal. (2008b, b) x x x x x x x x x x 2 Locke (2007) x x x x x x x x x 4 Loewen and Wicker (2021) x x x x x x x x x 8 Luitzen etal. (2015) x x x x x x x x x x 10 Lund etal. (2011) x x x x x x x x x x x 1 Lund-Thomsen (2013) x x x x x x x x x 4 2371 Managing logistics insport: acomprehensive systematic… Table 6 (continued) General information Type of work Network perspective Flow type Sport sector Type of sport Academic focus Type of research 1 Type of research 2 Type of research 3 Topic cluster References Literature review Research article Project report Transportation SCM Intralogistics Material flow People flow Info. flow Public Nonprofit Professional Team Single Unspecified Conceptual Technological Empirical Qualitative Quantitative Basic Applied Descriptive Analytical Vouillamoz etal. (2009) x x x x x x x x x x 2 Wen etal. (2008) x x x x x x x x x x 2 Wicker (2018) x x x x x x x x x 8 Wise etal. (2019) x x x x x x x x x x 10 Wiśniewski (2021) x x x x x x x x x 7 Wojtowicz and Wallace (2010) x x x x x x x x x x 2 Wood (2019) x x x x x x x x x 3 Woong Sung etal. (2017) x x x x x x x x x 5 Wu and Li (2016) x x x x x x x x x x 6 Xie etal. (2017) x x x x x x x x x 9 Xiong etal. (2013) x x x x x x x x x x 2 Xiong etal. (2012) x x x x x x x x x x 2 Xiong etal. (2010) x x x x x x x x x x 2 2372 C.Pott et al. Table 6 (continued) General information Type of work Network perspective Flow type Sport sector Type of sport Academic focus Type of research 1 Type of research 2 Type of research 3 Topic cluster References Literature review Research article Project report Transportation SCM Intralogistics Material flow People flow Info. flow Public Nonprofit Professional Team Single Unspecified Conceptual Technological Empirical Qualitative Quantitative Basic Applied Descriptive Analytical Xu and González (2017) x x x x x x x x x x 6 Yamawaki etal. (2020 x x x x x x x x x 3 Yan etal. (2010) x x x x x x x x x x 2 Yu and Duan (2021) x x x x x x x x x x 6 Zeller (2015) x x x x x x x x x 10 Zhang etal. (2018) x x x x x x x x x x 9 Zhang etal. (2021a, b) x x x x x x x x x x 6 Zhang etal. (2021a, b) x x x x x x x x x x 6 Zhou etal. (2021) x x x x x x x x x 2 Zoghi etal. (2009) x x x x x x x x x 3 ∑ 38 133 31 97 87 18 82 128 95 72 25 105 47 18 137 51 21 130 100 102 126 76 95 107 –- 2373 Managing logistics insport: acomprehensive systematic… 4.2 General publications analysis 4.2.1 Publication year Beginning with (i) the descriptive statements as a preparation for (ii) the thematic analysis, the 202 selected scientific papers showed that there had been no crucial increase in publications relating to a combination of sport and logistics management topics over the previous decade (Fig.4). The releases were almost evenly distributed over the time horizon, with a peak of 24 articles in 2021. Whether managing logistics in sport will receive intensified interest from researchers and businesses can be determined only by watching future years and expanding the research period. 4.2.2 Country oforigin Based on the affiliation of the first author, statistics were collected on the country of origin of each publication. Figure5 gives an overview on all countries with more than five publications. Countries with four publications or less are subsumed under “others”. 11 12 19 12 10 14 11 14 17 18 24 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 AMOUNT OF PUBLICATIONS YEAR OF CONTRIBUTION Fig. 4 Sport logistics publications since 2011 40 37 28 14 13 9865 42 UK USAChina AustraliaCanada Brazil France GreeceGermany Others Fig. 5 Countries of origin of the publications 2374 C.Pott et al. 4.2.3 Authors’ professional background The professional background of the first author was analyzed based on his affiliation (Fig.6). The vast majority of authors conducted their research at a university. Where their department/faculty affiliation was given, a distinction was made into publications from humanities and social sciences, engineering sciences, life sciences, and natural sciences. Professional backgrounds other than universities were public administrations, Olympic organization committees, or enterprises. 4.2.4 Subject areas ofpublications From the publications examined, 85 could clearly be assigned to either the subject area of logistics or of sport. On the side of the journals, 40 publication were found in journals of logistics management such as International Journal of Logistics Management or International Journal of Physical Distribution & Logistics Management. From the 42 publications found in sport journals, 18 were released in sport management journals as Sport Management Review or European Sport Management Quarterly, and 24 were released in general sport journals such as Sport in Society or Journal of Sport and Tourism. On the side of the conference, three contributions are from logistics specific conventions (e.g., International IEEE Conference on Intelligent Transportation Systems), none from sport management specific conventions. 4.2.5 Leading authors andjournals The included publications were written by 547 different authors. Eva KassensNoor had the largest impact on the final list, with six published articles that showed a link between sport and logistics management. The journals European Sport Management Quarterly with 5 and Transportation Research Record: Journal 3 3 5 6 14 25 38 49 59 Others Enterprises Olympic Organization Committee Natural Sciences (University) Public Administration Life Sciences (University) Undefined (University) Engineering Sciences (University) Humanities & Social Sciences (University) Fig. 6 Professional background of Authors 2375 Managing logistics insport: acomprehensive systematic… of the Transportation Research Board with 7 articles each contributed the most to the final list. In total, 23 different conferences and 180 journals were included. 4.2.6 Type ofwork As mentioned before, the type of work refers to the central research methodology. Mostly, the contributions could be classified as research articles. In some of those research articles, the authors used a literature review (Somabutr etal. 2020) to obtain a picture of the state of the art in the corresponding research area. A few of the contributions included in the final list contained a literature review as their main methodology (Savić etal. 2018). When the authors were on site and their results were based on observation of sport logistical processes, they were categorized in the project report category (Puangmanee and Saearlee 2020). 4.3 Analysis oftitles andkeywords The previous look into the categorization scheme (Table6) provided an extensive overview of research fields and research methods within sport logistics. The final list comprised 202 papers. A text-based description of all papers in detail would go beyond the scope of this study. Nevertheless, by utilizing a full title and keyword analysis, far-reaching statements about the content are possible. Following Fig. 7 Qualitative title word cloud 2376 C.Pott et al. (Tranfield etal. 2003) once more, (i) the descriptive statements are ended, and (ii) the thematic analysis is now introduced in the wake of the reporting. It is based on the results of the title and keywords analysis. The qualitative output for the title analysis is displayed in a word cloud (Fig.7). The frequency of terms occurring in the titles is represented by the size ratio. Prepositions, connectors, and verbs as well as words such as “based”, “perceived” or “new”, which do not reveal the content of the works, were not incorporated. The word cloud reveals what topics are important when managing logistics in sport. It puts the management of events in the center of attention, namely the Olympics and games. From a sport management point of view especially football stands out as a sport and stadium as venue where sport is performed. Keywords sticking out from a logistics management point of view are transport, traffic, or delivery. They indicate that a major focus of the research is transportation, though not exclusively as they are accompanied by keywords such as logistics, supply, or chain which suggest further focal points. On the basis of the keywords that the authors and publishers of the individual publications set themselves, far-reaching statements can be made in regard to the contents. The results of the keyword analysis are presented in Fig.8. It was carried out using VOSViewer (visualization of similarities) (van Eck and Waltman 2010). Only keywords that occurred at least twice were considered, and 104 Fig. 8 Keyword clusters arising from publication analysis 2377 Managing logistics insport: acomprehensive systematic… keywords were thus identified. The distance between the keywords is an indicator of their proximity to each other. This means two publications with several joint keywords will be close to each other. The same applies to a group of publications with keywords that carry many cross connections. It is different for a paper that has only the minimum number of two connections via a single keyword in the overall cluster. All other keywords of this publication will be slightly offset from the others. The software identified a cluster that had the most connected keywords overall. Of the 104 keywords, not all had any connection to the defined main cluster. The software then offered to hide keywords or publications that were not connected. After this function was used, 87 connected keywords remained as the main cluster. The frequency of keyword occurrence is determined by the size of the spheres. The thickness of the lines indicates how often keywords occur together. The colors are another indicator of multiple co-occurrences of keywords, resulting in the formation of further clusters. The keyword clusters support the indication of the word cloud as the central and biggest clusters form around the Olympic Games, mega-events and the planning of its transportation. The topics of events and transportation also reoccur in a couple of smaller clusters, e.g. in the context of sustainability and public transport management. Two clusters stand out thematically: the blue cluster’s focus is on production, the red cluster’s focus is on supply chain management. Their points of connection are global value chains and sporting goods. They comprehend aspects such as manufacturing and labor standards as well as e-commerce, retail and outsourcing. By the size of the clusters, these sport logistics fields seem to be academically less developed than sport events and transportation. 4.4 Sport sector andtype ofsport The classification of sport sectors was not always clear-cut in the papers examined. For a deterministic assignment, a fixation on the sport sector that was the central focus was used. The public sector primarily included transportation papers, which could be traced back to public transportation (Ceder and Perera 2014) and infrastructure around large sporting events. Pre-event planning (Kassens-Noor 2019) and the evaluation of the postevent impacts on the host country in terms of transportation (Hensher and Brewer 2002; Sroka 2021) and economics (Li etal. 2013) were described. Only limited allocations to the nonprofit sector could be made. The main topics within this sector were sport tourism and spectator travel (Humphreys 2017; Wicker 2018; Wise etal. 2019); community sport, which included sport for development (MacIntosh etal. 2016); and college sport (Gallucci and Petersen 2017). A wide range of content was selected for the professional sector. With an intersection of 68 papers on material flow, it is hardly surprising that many publications focused on production (Kumar etal. 2021), innovation in the sport equipment business (Desbordes 2001, 2002) or trade (Aguilera 2020; Roscoe and Baker 2014). In contrast to the nonprofit sector, the management of sport events in terms of monetary value was considered (Currie and Shalaby 2012; Sarasua etal. 2011; Sattayhatewa 2378 C.Pott et al. and Smith 2003). Additionally, management around and in stadiums was located in the professional sector (Henao and Marshall 2013; Klauser 2013; Zhang etal. 2018). The emphasis on professionalization led to the assignment of research on the management of big sport clubs (Memari etal. 2021; Szymoszowskyj etal. 2016) to the same sector. The category type of sport was divided into team, single and undefined. The team sport category included mainly soccer (Earl etal. 2014; Vouillamoz etal. 2009) and American football (Herold etal. 2021; Judge etal. 2014), but some other team sport (Dolf and Teehan 2015) was also addressed. The focus was on team travel (Gupta etal. 2011) or more general supply chain management considerations (Serrano etal. 2019a, b). No clear pattern was discernible in individual sport. The sport here was wide-ranging, from aquatics (Gerke 2016; Gerke etal. 2015) to skiing (Spector 2017; Wise etal. 2019) to golf (Humphreys 2017). Additionally, some publications did not deal with a specific sport (Clikeman 2012), or the paper included both team and individual sport (Hensher and Brewer 2002). 4.5 Network perspective andflow type The classification of the network perspective shows a clear preponderance of interlogistics and transportation research. Central research topics of recent transportation studies were the XXX. Summer Olympics in London 2012 (Currie etal. 2014; Dosunmu 2012; Parkes etal. 2016; Sumner 2011) and the XXIV. Summer Olympics in Beijing (Jiang 2008; Liu etal. 2008a, b; Zoghi etal. 2009) as well as major events such as the World Cup (Malhado and Rothfuss 2013; Wood 2019) and other gameday-related work (Dosumu etal. 2017; Loewen and Wicker 2021; Tóffano Pereira etal. 2019). Intralogistics papers are either related to sport clubs and their facilities (Chelladurai etal. 1987; Gallucci and Petersen 2017) or have a connection to production logistics (Kumar etal. 2021; Meier etal. 2019; Subic etal. 2012), preparation (Arnold etal. 2015; Odoni etal. 2009), technology services (Wu and Li 2016) and evacuation (Bateman and Majumdar 2018; Mahmudzadeh etal. 2020) of stadiums or other sport event-related locations. One of the core issues of SCM (interlogistics) is global value chains (Appelqvist etal. 2013; Mamic 2005). These included papers about the distribution of sporting goods (Asian etal. 2020; Harvey and Saint-Germain 2001) and case studies on sport equipment brands, such as Reebok (Hecox 2013). Papers on events described management and logistics with all involved entities (Kristiansen etal. 2016). The logistical focus was nearly balanced among publications related to people flow and those related to material flow. In contrast to the other categories, a listing in more than one of the flow types was regarded a possibility for the reason that flows of materials and people always lead to information exchange. If one of the flow types stood out in particular, a deterministic approach was taken, as in the other categories. The material flow was often recorded from the point of view of producers (Razavi etal. 2014). As a result, many of these material flow-related papers featured the 2379 Managing logistics insport: acomprehensive systematic… handling of sport equipment along the supply chain (Andreff and Andreff 2009; Chen and Notteboom 2012; Woong Sung etal. 2017) but missed out on the opportunity to engage with sport equipment logistics in providing for athletes, as was partly done by Herold etal. (2021). However, there were also publications that illuminated the event-related supply of material (Brady and Davies 2014) and food (Li etal. 2019). What was evident was the fact that the supply chain management and material flow categories with 69 shared papers had a high degree of overlap. Another overlap was noticeable between the transportation category and people flow, with 95 joint papers. As with the transportation category, the people flow papers were primarily about the 2012 London Olympics (Browne etal. 2014; Jones and Woolley 2019; Lindsay 2013), other Olympic Games (Minis etal. 2009; Mulley and Moutou 2015), football games (Elbery etal. 2019b) or different sport events (Han etal. 2018; Mosadeghi etal. 2020). Not mentioned before in the transportation category but still not to be overlooked was the number of papers concerned with the environment and so-called carbon footprint during sport events (Dolf and Teehan 2015; Sampson etal. 2013; Triantafyllidis etal. 2018). In eight cases, even the flow of information was considered solely with reference to sport and logistics and without physical flows. Here, the findings revolved around facility location problems (Millstein and Campbell 2018; Pereira etal. 2017; Smith and Smith 2008), as observed in intralogistics, new technologies and planning processes (Kendall etal. 2010). If the term sport logistics or related terms were deliberately coined (Herold etal. 2019, 2021; Liu and Gao 2013; Ribeiro and Almeida 2020), all three categories were attributed since these papers chose a fully holistic approach. If information flows and all physical flows were considered for the Olympic Games and the tasks of logistics management were analyzed (Denicol etal. 2021; Ribeiro etal. 2021), the papers also received three crosses. 4.6 Academic focus andtype ofresearch In the vast majority of the research articles, the academic focus was empirical in nature. Here, different approaches were taken with interviews (Arnold etal. 2016) or the production of the authors’ own research data (Rutten etal. 2021) through simulation (Fang etal. 2011a, b) or via the conduction of a project report (Jiang 2008). Some of the contributions were only conceptual, meaning they considered the work of others by conducting a literature review and following it with a builton framework or other concept (Robbins etal. 2007). Technological papers often included an empirical aspect because technology was often used to produce the authors’ own results (Ramadan etal. 2020). In the type of research category, qualitative research often used interviews (Bateman and Majumdar 2018; Szymoszowskyj etal. 2016) or literature reviews (Luitzen et al. 2015). Sixty-eight papers from the qualitative category were assigned to the basic type of research, which illustrates the frequency of a joint occurrence. Quantitative research often relied on statistical analysis (Mahmudzadeh etal. 2020; Razavi etal. 2014), which was applied in 44 cases. Quantitative 2380 C.Pott et al. data ranged from survey results to simulations of traffic (Ramadan etal. 2020) or crowds (Xie etal. 2017). Some papers explicitly chose mixed methods. In mixedmethods papers, the authors ascertained the more significant method. Many of the literature reviews fell into the basic type of research. Of the 30 literature reviews with a conceptual academic focus, 22 were basic research. The applied papers mostly had an economic focus (Lund-Thomsen 2013; Raza 2016), with 50 of the 76 papers being assigned to the third sector of sport. Analytical papers nearly created an equilibrium by choosing a basic research approach in 50 cases and an applied research approach in 57 cases. Most descriptive papers were also basic research, with a congruency of 69 papers. 4.7 Topic clusters In conducting (ii) the thematic analysis, topic clusters were formed (Fig.9) that represent the central topics that occur across the board (Tranfield etal. 2003, p. 219). Following the preceding statements about events and the final list, the authors concluded at this point that the management of logistics in sport was most prevalent in the event context. The research panel sorted 100 of the 202 final papers into event operations research. From there, a discussion led to the three central topics event operations planning with 30, event operations management with 49 and event operations legacy with 18 papers. The choice of a threefold partition was made because planning papers comprise primarily studies about future events or how former events were prepared, management papers include analysis of the management process during events and the general time horizon during or shortly after events and legacy papers evaluate persisting transport systems and infrastructure after events on the one hand and the perceptions of involved stakeholders or residents on the other. The next central topic is sporting goods. Here, 14 papers were regarded as dealing with production, while 11 analyzed supply distribution. Sporting goods production 32 7 10 14 17 11 14 18 49 30 (10) Others (9) Stadium Safety & Security (8) Environmental Studies (7) Sport Organization Studies (6) Technology Management (5) Sporting Goods Distribution (4) Sporting Goods Production (3) Event Operations Legacy (2) Event Operations Management (1) Event Operations Planning Fig. 9 Overview of the topic clusters and their frequency 2387 Managing logistics insport: acomprehensive systematic… Appendix B See Table 10. Funding Open Access funding enabled and organized by Projekt DEAL. No funding was received for conducting this study. Data availability The author confirms that all data generated or analyzed during this study are included in this published article. Furthermore, primary and secondary sources and data supporting the findings of this study were all publicly available at the time of submission. Declarations Conflict of interest The authors have no competing interests to declare that are relevant to the content of this article. Open Access This article is licensed under a Creative Commons Attribution 4.0 International License, which permits use, sharing, adaptation, distribution and reproduction in any medium or format, as long as you give appropriate credit to the original author(s) and the source, provide a link to the Creative Commons licence, and indicate if changes were made. The images or other third party material in this article are included in the article’s Creative Commons licence, unless indicated otherwise in a credit line to the material. If material is not included in the article’s Creative Commons licence and your intended use is not permitted by statutory regulation or exceeds the permitted use, you will need to obtain permission directly from the copyright holder. To view a copy of this licence, visit http:// creat iveco mmons. org/ licen ses/ by/4. 0/. Table 10 Subdatabases used in proquest Database Topics Description International bibliography of the social sciences (IBSS) Economics, social sciences Anthropology, economics, political science and sociology—journal articles, books, reviews PAIS index Social sciences Public affairs, public and social policy, international relations—journal articles, books, government documents, statistics, gray literature, research reports, conference papers, microfiche, internet material Periodicals archive online Literature and language, social sciences, history, art Arts, humanities and social sciences—scientific journal archive Periodicals index online Literature and language, social sciences, history, art Arts, humanities and social sciences Publicly available content database Not assigned Developed to complement other databases and collections, this database brings together or links to full texts for publicly available content from a range of different sources from around the world Sports medicine & education index Science and technology, social sciences, health and medicine Physical fitness, health, sports medicine 2388 C.Pott et al. 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