If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services. AbstractPurpose -The purpose of this paper is to identify the realignment of the physical distribution process for store-based retailers in their efforts to integrate the online channel into their business model. Multiple attributes of the physical distribution process are evaluated to identify associations with order fulfillment methods adopted by omni-channel retailers. Design/methodology/approach -A multi-method approach is used which includes qualitative evaluation of 50 interviews of supply chain executives from large retailers. Additionally, secondary data about firm size, store and distribution networks, online sales, distribution configuration, and order delivery options are used. The findings of qualitative analysis are incorporated into a quantitative classification-tree analysis to identify associations among distribution attributes, order fulfillment methods and order delivery services. Findings -Retailers are developing a consistent omni-channel physical distribution process in which stores undertake a bigger role in order fulfillment and delivery. Level of online sales, size of distribution network, number of sales associates at a store, and number of years engaged in the online channel are identified as having strong associations with the type of order fulfillment method used by omni-channel retailers. The study finds that retailers are focussed on integrating their store and DC inventories and have the benefit of scale with a large store network. Practical implications -Retailers are reconfiguring their physical distribution processes in the complex omni-channel environment can use the findings of this study to evaluate their strategy and identify the level of realignment effort that is needed. A better understanding of the requirements of physical distribution in an omni-channel setting will guide retailers in developing requisite operational capabilities. Originality/value -This paper provides a first in-depth look at order fulfillment choices in omni-channel retail and identifies efforts that are underway to realign key elements of the physical distribution process.

In this day and age of re-engineering, lean inventories and global competition many firms are concentrating their efforts on core activities that are critical to survival. This shift in business strategy is stimulating the demand for logistics management and operating services provided by third-party sources. While individual distribution functions such as transportation, warehousing, and freight bill payment have long been provided by outside suppliers, the procurement of "bundled" services, managed by external professionals, is somewhat new to the USA. Also, a growing number of firms are seeking to differentiate themselves from their competitors via the provision of superior logistical support services. These services are increasingly being provided and directed by external suppliers. Apart from a growing interest in integrated supply chain management, another topic of great interest to logistics today is the use of contract or third-party services. BackgroundCurrent business trends indicate the market for third-party logistics is poised for substantial growth. According to several industry observers, the overall revenues for third-party logistics services are expected to expand from approximately $15 billion in 1994 to $50 billion annually by the year 2000 [1,2]. New suppliers, many representing alliances between existing transportation, warehousing and information providers, are continually entering the market.A fair characterization of the market for third-party logistics services indicates that the industry is in the "introduction-growth" stage of the product life cycle. Moreover, with today's purchasing emphasis on supplier reduction, the current market for third-party logistics services may expand into the emerging market for single-source supply systems. Succinctly stated, the adoption of third-party logistics does not appear to be a passing fad in the USA.The authors would like to thank Caterpillar Logistics Services for their support in this research.

Supply chain management (SCM) is a discipline in the early stages of evolution. It has long been recognized that a discipline or branch of knowledge (e.g. SCM, chemistry) is defined through scientific inquiry, and the experiences of those practicing and researching in the discipline (Kaplan 1964;Popper 1959). New knowledge is constantly processed by those in the discipline to determine discipline definition; scope and boundaries; elements and functions; relationships between elements and functions; relationships with other disciplines; direction and evolution; and significance. As Robert Bartels (1976) stated, "In the development of a scientific discipline, those who make contributions to the body of thought reach stages where they consider the character of what they have done."

Much of the empirical data that identifies the incidence of planning in small firms and the variables associated with that planning is based on small samples subject to geographic and industry constraints. The intent of this article is to partially overcome those limitations by testing relationships using results from a large Australian-wide, multiple-period sample. For each of three years, the frequency with which firms maintained documented business plans was determined and tested for associations with a range of traditional "business structure" demographic variables and a group of "management structure" variables. Results support expectations that size, volume, training, intention to change operations, and the major decision-maker's education are positively associated with business planning. Results also indicate that a significant number of firms change planning behavior states over time.