International Journal of Physical Distribution & Logistics Management

Saghiri, Soroosh Sam; Bernon, Michael; Bourlakis, Michael; Wilding, Richard

2018 International Journal of Physical Distribution & Logistics Management

doi: 10.1108/IJPDLM-05-2018-361

Galipoglu, Erdem; Kotzab, Herbert; Teller, Christoph; Yumurtaci Hüseyinoglu, Isik Özge; Pöppelbuß, Jens

2018 International Journal of Physical Distribution & Logistics Management

doi: 10.1108/ijpdlm-10-2016-0292

The purpose of this paper is twofold: to identify, evaluate and structure the research that focusses on omni-channel retailing from the perspective of logistics and supply chain management; and to reveal the intellectual foundation of omni-channel retailing research.Design/methodology/approachThe paper applies a multi-method approach by conducting a content-analysis-based literature review of 70 academic papers. Based on the reference lists of these papers, the authors performed a citation and co-citation analysis based on the 34 most frequently cited papers. This analysis included multidimensional scaling, a cluster analysis and factor analysis.FindingsThe study reveals the limited consideration of logistics and supply chain management literature in the foundation of the omni-channel retailing research. Further, the authors see a dominance of empirical research as compared to conceptual and analytical research. Overall, there is a focus on the Western retail context in this research field. The intellectual foundation is embedded in the marketing discipline and can be characterised as lacking a robust theoretical foundation.Originality/valueThe contribution of this research is identifying, evaluating and structuring the literature of omni-channel research and providing an overview of the state of the art of this research area considering its interdisciplinary nature. This paper thus supports researchers looking to holistically comprehend, prioritise and use the underpinning literature central to the phenomena of omni-channel retailing. For practitioners and academics alike, the findings can trigger and support future research and an evolving understanding of omni-channel retailing.

Melacini, Marco; Perotti, Sara; Rasini, Monica; Tappia, Elena

2018 International Journal of Physical Distribution & Logistics Management

doi: 10.1108/ijpdlm-02-2017-0101

Given the progressive growth of e-commerce sales and the rising interest in omni-channel (OC) retailing amongst academics and practitioners, the purpose of this paper is to provide an up-to-date literature review on the logistics involved when moving towards OC retailing. Specifically, we have examined the main issues relating to e-fulfilment and distribution, highlighting how the topic has been developed over time, and identifying the most promising research streams for the near future.Design/methodology/approachA systematic literature review methodology is adopted. The review is based on 58 papers published from 2002 to 2017 in 34 international journals. The papers were analysed and categorised according to their defining characteristics, methodologies adopted and themes addressed.FindingsThis paper provides an overview of the main issues relating to e-fulfilment and distribution experienced by companies shifting towards OC, mapped along three dimensions: distribution network design, inventory and capacity management, delivery planning and execution. Despite the growing interest in OC retailing, many key topics are still under-represented, including the evolution of retail distribution networks, assortment planning over multiple channels, the logistics role played by stores in the delivery process and the interplay between different logistics aspects.Originality/valueThe paper offers insights into the main logistics issues in MC and OC retailing, as well as highlights potential fields for further investigation. From a managerial perspective, this paper is useful for retailers adopting an OC approach to guide their future efforts concerning their business logistics model.

Wollenburg, Johannes; Hübner, Alexander; Kuhn, Heinrich; Trautrims, Alexander

2018 International Journal of Physical Distribution & Logistics Management

doi: 10.1108/ijpdlm-10-2016-0290

The advent of grocery sales through online channels necessitates that bricks-and-mortar retailers redefine their logistics networks if they want to compete online. Because the general understanding of such bricks-and-clicks logistics systems for grocery is still limited, the purpose of this paper is to analyze the internal logistics networks used to serve customers across channels by means of an exploratory study with retailers from different contexts.Design/methodology/approachA total of 12 case companies from six European countries participated in this exploratory study. Face-to-face interviews with managers were the primary source for data collection. The heterogeneity of the sample enabled the authors to build a typology of logistics networks in grocery retailing on multiple channels and to understand the advantages of different warehousing, picking, internal transportation and last-mile delivery systems.FindingsBricks-and-mortar grocery retailers are leveraging their existing logistics structures to fulfill online orders. Logistics networks are mostly determined by the question of where to split case packs into customer units. In non-food logistics, channel integration is mostly seen as beneficial, but in grocery retailing, this depends heavily on product, market and retailer specifics. The data from the heterogeneous sample reveal six distinct types for cross-channel order fulfillment.Practical implicationsThe qualitative analysis of different design options can serve as a decision support for retailers developing logistics networks to serve customers across channels.Originality/valueThe paper shows the internal and external factors that drive the decision-making for omni-channel (OC) logistics networks for previously store-based grocery retailers. Thereby, it makes a step toward building a contingency and configuration theory of retail networks design. It discusses in particular the differences between grocery and non-food OC retailing, last-mile delivery systems and market characteristics in the decision-making of retail networks design.

Marchet, Gino; Melacini, Marco; Perotti, Sara; Rasini, Monica; Tappia, Elena

2018 International Journal of Physical Distribution & Logistics Management

doi: 10.1108/ijpdlm-09-2016-0273

Companies are currently moving from multi-channel strategies to offer their customers an omni-channel (OC) experience. So far, OC research has been mainly tackled from a sales-based view, with numerous operational challenges to be fully investigated yet. The purpose of this paper is to investigate how companies set the logistics variables in their OC management strategy and the business logistics models currently most adopted.Design/methodology/approachA two-step methodology was adopted. First, a systematic combining approach with scientific literature review and case studies allowed to derive a framework for classifying the key logistics variables and the related options. The framework was then used to conduct a qualitative survey targeting 92 Italian companies operating in food manufacturing, food retailing and non-food retailing. Collected data were analysed by means of cluster analysis.FindingsImplementing an OC management strategy requires to set 11 logistics variables belonging to four strategic areas: delivery service, distribution setting, fulfilment strategy and returns management. A broad empirical investigation showed the choices made by companies when setting the logistics variables to implement an OC management strategy. Lastly, four business logistics models, differing in terms of both business sector and OC maturity, were discussed.Originality/valueThe proposed framework extends earlier studies by including additional significant logistics variables. The empirical analysis provides new insights on how to re-structure the business logistics model in OC, suggesting channel integration and the coexistence of multiple configurations as main enablers of an OC proposition.

Larke, Roy; Kilgour, Mark; O’Connor, Huw

2018 International Journal of Physical Distribution & Logistics Management

doi: 10.1108/IJPDLM-09-2016-0276

PurposeThe purpose of this paper is to provide an analysis of a major retailer’s transition to omnichannel retailing (OCR) from an existing multichannel retailing (MCR) base. Using the illustrative case of Seven & I (S&I) Holdings, the paper positions OCR in terms of its goal to provide added customer value through a seamless brand experience.Design/methodology/approachThe research uses a case study methodology, based on a series of in-depth interviews. Executives at S&I were interviewed as the core of the case, and supporting interviews were carried out with executives at Yamato Transport, Inditex Japan and Rakuten. Data collected in interviews were cross-referenced to industry and trade press reports, providing an illustration of the motivation and strategic decisions behind the transition to OCR, and of factors that have direct impact on the implementation of the model.FindingsThe results illustrate the difficulty in achieving OCR in terms of unifying customer experience across multiple channels. The case demonstrates the potential for cross-channel integration through multiple, but integrated touchpoints, and the leveraging of existing multichannel retail infrastructure and systems. In addition to confirming previous conceptual understanding of the transition process, the core findings demonstrate the importance of the strategic implementation process, the importance of the retailer’s brand portfolio and brand management, and the need to adjust and leverage existing facilities and infrastructure.Research limitations/implicationsThe study is limited by the single case employed, although the complexity of OCR implementation does not take away from the practical implications in a broader sense. It could be argued that the Japanese retail industry has some differences to other markets, but the customer-orientated nature of S&I’s implementation, and its aim to leverage existing infrastructure, is illustrative for similar strategies of retailers elsewhere in the world.Practical implicationsThe study has value to both researchers and practitioners as a structured synopsis of an actual case of transition, and adds to the literature that relates to OCR and to Japanese distribution. It demonstrates not only the need for robust supply chain, logistics, IT, marketing and retail infrastructure, and integration across distribution systems, but also the importance of the retailer’s brand portfolio, which may need significant adjustment to best promote added customer value. The success of S&I is predicated on both the high population densities, characteristic of the Japanese market, and a strong, longstanding MCR base. Similar systems and implementation issues apply to other markets that operate under similar conditions.Social implicationsThe social implications of the paper relate to the fact that, although the transition to OCR may be a difficult, costly, and time-consuming proposition for a retailer, increasingly consumers are coming to expect both informational and purchasing options for brands to be available as, when and where they want them. The 24-7 nature of omnichannel also generates significant challenges in terms of work volumes and environmental impact. These issues are touched upon this paper.Originality/valueThis paper provides a case of a major and well-known retailer and the transition process towards an OCR model, of which there are currently few case studies available. It also adds significantly to the body of literature relating to Japanese distribution and provides insights into strategy not generally known in the English-speaking world.