This paper contributes to the emerging literature on reshoring by taking a value-driven enquiry into the renewal of supply chain strategy. It enhances the understanding of the use of reshoring in generating the value demanded by a changing business model. An iconic British high-end clothing brand, Burberry, is the chosen case study to explore the recent move towards reshoring because its changes of leadership, business model and evolving supply chain strategy from 1997 to early 2016 provide a timely and pertinent context. Burberry has continued to realign its business towards a brand-led and customer-centric model along with restoring its corporate heritage and core brand values. The changes in Burberry's business model triggered the need to renew and realign its supply chain strategy through consolidating and rebuilding manufacturing activities back in the UK, in order to support its brand repositioning as quintessentially British and the company's refocus on heritage products. The increased managerial control in the supply chain together with the close proximity of design and manufacture enables the promise of quality and brand provenance to be fulfilled. The renewal of Burberry's supply chain strategy has contributed to an increase in revenues and brand values. These findings suggest that the renewal of supply chain strategy through reshoring and increasing control in supply chain operations can enhance value and firm competitiveness.

corporate social responsibility, Costa Rica, global supply chains, labour codes of conduct, supermarkets, banana transnational producers,

Re-distributed manufacturing and the food-water-energy nexus: opportunities and challenges,

Research Highlights:• Demonstrates how power is a property of institutional maintenance work.• Recognizes the significance of temporary industrial workshop settings for maintaining power.• Provides insights into how the work of institutional maintenance 'bears down' on buyer and seller exchanges.• Elucidates priming work activity and pressure specialist mechanisms for legitimation or relegitimation of roles and expectations.• Shows power intensification in the instituting and normalizing of distinct in-group market rules. 4Institutional maintenance work and power preservation in business exchanges: Insights from industrial supplier workshops Abstract This paper aims to offer new theoretical and empirical insights into power dynamics in an industrial supplier workshop setting. Theoretically, it advances an institutional perspective on supplier workshops as an important venue in managing, preserving and instituting industrial market power. Based on a detailed ethnographic analysis of an industrial workshop setting, this article investigates the institutional maintenance work of Retail Co. in preserving the power dynamics of market dominance in business exchanges and market structures. Our findings revealed three previously unreported insights into the subtle, but nonetheless pervasive power from institutional maintenance work in an industrial workshop setting. First, the institutional workshop work comprised a cultural performance; constituting socialization practice through a performance game, the power of numbers in field comprehension and an award ceremony. Second, the institutional workshop work mobilized projective agency, stipulating, directing and appealing for the instituting of distinct market rules and collective identities. Finally, the institutional workshop work increases supplier docility and utility via the regulative technologies-of-the-self to enhance business planning, operations and market decision-making practice, without necessarily being seen to be disciplinarian.

The changing nature of global production and distribution processes and their impact on the capital–labour relationship raise a number of questions for labour process analysis. Where business operates across national boundaries whether as multinational companies (MNCs) or as lead firms in international supply chains, the relational nature of power relationships between and within firms is significant to understanding the bargaining power of labour at the point of production (Coe et al., 2008a). Although there is no single body of theory relating to the analysis of international supply chains, the article argues that the perspectives developed by different authors relating to global commodity chains (GCCs), global value chains (GVCs) and global production networks (GPNs) have a contribution to make to labour process analysis. This contribution lies in the understanding of the contested nature of systems of managerial control, on the one hand, and the sources of resistance and ability of labour to mobilize, on the other.

Since the mid-1990s a plethora of voluntary labour initiatives has been introduced in global supply chains that serve northern-based consumer markets. The chief aim of these new systems of labour governance is to establish minimum standards and conditions for workers employed in the production of goods for export. This concern for labour follows a period of market liberalism, a major shift in the regulatory position of nation-states and the globalization of business. Voluntary initiatives, which largely draw on the International Labour Organization (ILO) core conventions, include codes of conduct, certifiable standards and International Framework Agreements (IFAs). The article explores the effectiveness of these initiatives in a highly concentrated industry: the banana trade. The banana trade is dominated on the production side by three North American agri-businesses: Chiquita Brands International, Dole Food Company and Fresh Del Monte Produce. Yet these businesses are increasingly being directed by international retailers, particularly in the UK, where the four major supermarket groups command access to the consumer, and comprise Tesco, ASDA (owned by Wal-Mart), J Sainsbury and Wm Morrison Supermarkets. The continuing increase of retail buyer power within global supply chains, coupled with supermarkets’ intent to respond to demands for social responsibility in the chains that serve them, raises the prospect of better conditions for workers. However, the article argues that although some improvements have been made, while supermarkets continue to drive down costs to benefit consumers, workers ultimately pay the price.

Deregulation in the 1980s and 1990s reaffirmed a market approach to the global trading of goods. Suggestions that this contributed to unfair terms of trade and poor labour conditions led to calls for greater corporate accountability. Following pressure to improve conditions, companies embraced a range of voluntary initiatives under the umbrella of fair and ethical sourcing. This article examines these commitments on the ground, in a global banana supply chain. Taking the case of bananas is significant because the major corporations at each end of the chain are in a potential position to orchestrate fair and ethical trade. Despite this potential for standards to be upheld, the case of bananas suggests that whilst supermarkets continue to drive down consumer prices, voluntary initiatives will fall short of their guarantees. This leads the paper to consider the policy implications of a more regulated approach to fair and equitable trade in the world's supply chains. Copyright © 2009 John Wiley & Sons, Ltd.

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