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.
Purpose -The concept of supply chain orientation (SCO) has been described in multiple ways in previous research. The purpose of this paper is to integrate previous descriptions and further develop the structural element of SCO including the areas of organizational design, human resources, information technology, and organizational measurement. Design/methodology/approach -A literature review is used to identify previous descriptions of SCO and present a framework to more completely describe the concept. Findings -SCO cannot be understood without incorporating both a firm's strategic intention to compete via supply chain capabilities and the firm's internal structural elements. Research limitations/implications -This is a conceptual study undertaken to develop a comprehensive framework incorporating SCO concepts. Although the framework is developed from the existing literature, further research is necessary to test the extended view of the concept. Practical implications -The paper provides a template for understanding a firm's current SCO, and may be a useful roadmap for firms wishing to develop a greater SCO. Originality/value -Little research has been published surrounding the concept of SCO. The paper integrates previous descriptions by incorporating both strategic and structural views, and by explaining the antecedent elements internal to the firm that are required to form a SCO.
Purpose The purpose of this paper is to extend existing and motivate future sustainable supply chain management (SCM) and logistics research by examining a structure-conduct-performance framework linking resource commitment to sustainable SCM, reverse logistics, and operational performance. A sustainable reverse logistics capability is investigated as mediating the performance benefits associated with resource commitments to sustainable SCM. Design/methodology/approach Survey methods and structural equation modeling were used to collect and analyze data from 180 supply chain professionals. Findings The results of a mediated model suggest that resource commitments may be used to develop a sustainable reverse logistics capability, reducing the environmental impact of reverse logistics activities. A strong sustainable reverse logistics capability results from resources committed specifically to sustainable reverse logistics and a commitment to the sustainability of the supply chain. Research limitations/implications This study applied a purposefully general sampling procedure. Specific industries may have additional constraints (e.g. risk, transparency, governance factors) that directly impact reverse logistics. These constraints are limitations of the study as well as opportunities for future research. Resource commitment is critical to the success of an overall firm strategy to build a sustainable supply chain, especially when considering reverse logistics. Practical implications As managers examine the benefits of sustainable SCM, they must consider the resources required. For firms engaging in sustainable SCM, developing a sustainable reverse logistics capability is a key success factor for improved performance. Originality/value Given the growing acceptance and importance of sustainable SCM, this research provides insights to managers and academics regarding the key mediating role of a sustainable reverse logistics capability when integrated into existing and future supply chain research frameworks and processes.
Purpose -The purpose of this paper is to develop the concepts of supply chain leadership (SCL) and supply chain followership (SCF) from the literature, and propose a theory of leadership in supply chains using a strategy-structure-performance theory framework. Design/methodology/approach -Constructs are defined and valid and reliable scales are developed for SCL, SCF, and three structural elements (information availability, communication, and rewards). Proposed SCL and SCF theoretical relationships are tested using data collected from an interactive simulation and analyzed using structural equation modeling. Findings -Transformational SCL and SCF are inter-related constructs that can be linked to the creation of the three forms of supply chain structure examined in this research to varying degrees. A finding of significance is that supply chain follower organizations may actually have greater influence over operational performance than the supply chain leader. Research limitations/implications -This research presents an initial test of supply chain-related constructs not tested in previous research. These represent significant organizational constructs that may benefit future supply chain research efforts. Practical implications -Transformational supply chain behaviors of leaders and followers can be perceived and measured. Managers may utilize this knowledge to better understand the type of supply chain relationships their organization should most effectively pursue. Originality/value -The paper introduces the concepts of SCL and SCF and empirically tests these concepts and the structural constructs of information availability, communication, and rewards.
Purpose -A review of the literature reveals that previous research on capabilities has been limited to static capabilities and have largely been firm-centric, which neglect today's evolving supply chain environment. To address this shortcoming, this paper aims to explore dynamic supply chain capabilities (DSCCS) as a path to achieving sustainable competitive advantage. Design/methodology/approach -Logistics and supply chain literature is reviewed to provide a foundation for introducing a model of DSCCS driving competitive advantage. Propositions for future research are presented based upon the theoretical model. Findings -The need to continuously renew boundary spanning supply chain capabilities may be facilitated by the presence of a supply chain orientation and a learning orientation found across the multiple partners.Research limitations/implications -Supply chain organizations exist in a continually evolving environment with the best-performing firms often being characterized as agile and continually improving. The dynamic capabilities perspective provides a theoretical foundation that may be used to better understand and predict the success of supply chain firms. The work presented here is conceptual and empirical examination of the propositions should occur before any broad generalization can be drawn. Practical implications -Long-term organizational success may be facilitated by continuous renewal and creation of new static capabilities through the use of DSCCS. Originality/value -The paper demonstrates that dynamic capabilities may be extended beyond the traditional single-firm view to exist across the relationships developed by multiple organizations in a supply chain.
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