the increased deployment of new technologies such as smart mobile devices and social networks and the growing importance of in-store technological solutions create new opportunities and challenges for retailers. As the line between online and physical channels is blurred, a new approach to channel integration is emerging-the omnichannel, which aims to deliver a seamless customer experience regardless of the channel. this introduction presents the results of focus group discussions on the role of information technology in retail, new business models, and the future role of traditional stores as e-commerce advances. Key issues that emerged from the discussion include the need for channel integration, the impact of mobile technologies, the growing role of social media, the changing role of physical brick-and-mortar stores, the need to respond to diverse customer requirements, the balance between personalization and privacy, and, finally, supply chain redesign. the four papers in this special Issue explore these themes further.

Purpose -The purpose of this article is to propose a common framework for the empirical analysis of supply chain performance measurement systems used in different supply chain contexts. Design/methodology/approach -This is a conceptual paper, which includes an extensive literature review and an illustrative case study. The content, context, process framework is applied to structure the body of knowledge and the case study. Findings -Supply chain performance measurement is a context-dependent process, tailored to specific supply chain requirements. To understand how a performance measurement system in a supply chain has developed and is used there is a need to capture its context, process and content.Research limitations/implications -The framework is illustrated by a single case study. Further empirical research is required to fully appreciate the breadth of application of this framework. Practical implications -The proposed framework can help to develop performance measurement systems that are suitable for certain organisational and supply chain contexts in which a company operates, as well as to compare different systems used across different supply chains. Originality/value -The paper demonstrates an approach for analysing existing supply chain performance measurement systems that can be applied across different supply chains and sectors. This will create an opportunity to use a consistent data collection process across a variety of supply chain situations and thus generate data for further theory development.

Purpose -This research aims to identify, categorise and compare supply chain measures and benefits listed in literature-based case studies that were named as "best practices". Design/methodology/approach -The research applies iterative triangulation which is a method used to build theories from existing case studies. Selected case studies collected by project partners are used as a source of secondary data. The paper applies various approaches to classifying supply chains as well as identifying the difference between measures proposed in the literature and those used by case companies.Findings -The analysis of the selected sample of cases indicated that the most common measures were related to economic aspects and to operational level activities. There is a lack of shared supply chain measures at the inter-organizational level, while social and environmental aspects are largely ignored. Originality/value -The majority of the measures identified in the collected cases were economic (relating to cost, time, quality and customer). Metrics at an operational level dominate, while supply chain metrics are hardly used. Findings indicate that current performance measurement approaches do not generally include social and environmental issues, which are becoming increasingly important in business.

PurposeThe purpose of this paper is to investigate the relationship between internal strategic fit and business performance, propose six classifications of internal fit using the “strategic map” managerial framework and identify how firms should best move from one classification to another and the impact that these changes will have on business performance.Design/methodology/approachEmpirical research was conducted in 12 service organisations. Based on these findings, two fit‐performance relationships were identified and the “fitness map” framework was developed showing six classifications of fit.FindingsThe alignment of operations strategy within an organisation is significantly and positively related to market share, whereas, the alignment of the service delivery system is significantly and positively related to return on sales. However, neither the alignment of the operations strategy nor the service delivery system appears to have a relationship with return on investment. Six classifications of internal strategic fit emerged: poorly aligned organisations are either “understanding processes” or “understanding markets”, medium‐fit companies are “managing processes” or “developing service offerings” and well‐aligned firms are “leveraging services and process capabilities” or “leveraging markets and design capabilities”.Practical implicationsThe fit‐performance relationships show how changes in the alignment of operations strategy and delivery system impact business performance differently. Using this knowledge, practitioners can use the “strategic map” framework to identify their classification of fit and understand how it has been created, benchmark their level of fit against other businesses, understand how to move from one level of fit to another and how these decisions will impact business performance.Originality/valueThe paper's findings start to address the gap in the literature on internal strategic fit within service organisations and meet the need for more management tools to help businesses develop strategies, understand the level of fit they create and how they can impact business performance.

Purpose – The purpose of this paper is to explore the approaches and metrics used to measure supply chain (SC) performance, and to understand the relative perceived importance of such measures. Design/methodology/approach – This research is based on empirical data captured through a survey of SC professionals in a variety of business sectors. Findings – The research confirms the importance of the balanced scorecard (BSC) approach, with BSC, SCOR and economic value added being the most commonly used tools. Economic metrics dominate, focused on cost and customer service. While social and environmental-related measures are of emerging importance, they appear to be of similar importance to economic metrics only when backed up by a legal obligation. Research limitations/implications – The small sample of 51 companies was based on access and the group is not wholly representative of all businesses. Respondents were mainly managers from EU countries involved in procurement, logistics and transport activities. Surveyed companies included manufacturing, automotive, retail, logistics services and wholesaling businesses. Practical implications – The common key performance indicators (KPI’s) are identified. These include measures related to: quality, efficiency, responsiveness, health and safety, employees, emission, natural resources utilisation, waste and recycling. Issues that influence the usage of measurement systems as well as the company and SC levels are ranked. Social implications – Implementation of a monitoring system and subsequent usage of the collected data may help to reduce negative external impacts on society and the environment. Originality/value – The field of SC performance management is still developing, with growing empirical work. Nevertheless this paper is one of the first attempts to carry out such an analysis focused on metrics and their usage. The survey instrument has been tested and can now be applied to other contexts.