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PurposeThe rapid advancement of digital technologies has fundamentally changed the competitive dynamics of the logistics service industry and forced incumbent logistics service providers (LSPs) to digitalize. As many LSPs still struggle in advancing their digital transformation (DT), the purpose of this study is to discover barriers and identify organizational elements and associated leading practices for DT success at LSPs.Design/methodology/approachThis study utilizes a two-stage approach. Stage 1 is devoted to a literature review. Stage 2, based on multiple case studies, analyzes information collected across nine international and global LSPs.FindingsThis research derives a practice-based definition of DT in the logistics service industry, and it has identified five barriers, eight success factors and associated leading practices for DT. The main obstacles LSPs struggle with, are the complexity of the logistics network and lack of resources, while the main success factor is a leader having and executing a DT vision, and creating a supportive organizational culture.Practical implicationsThe results contribute to the emerging field of DT within the logistics and supply chain management literature and provide insights for practitioners regarding how to effectively implement it in a complex industry.Originality/valueThe authors analyze DT from the perspective of LSPs, traditionally not viewed as innovative companies. This study compares their DT with that of other companies.

Over the past several decades, the disciplines of marketing and logistics grew apart from their common historical origins as marketing became more behavioral and more quantitative, while logistics leaned toward a more operational orientation We argue in this editorial that social and technological changes in the past 20 years, coupled with the effects of the COVID pandemic, have created the conditions for the two disciplines to reconnect We propose that scholars and practitioners consider a consumer‐centric approach to supply chain management Such an approach advocates that the entire supply chain should focus on consumer experience rather than mere customer service and that experiences might include issues such as last‐mile delivery, supply chain visibility, and consumer values We also introduce the papers appearing in this issue of the journal

Firms interact with other parties in their supply chains to access the resources necessary to operate efficiently and effectively. While much of the extant research focuses on dyadic relationships between two firms, another unit of analysis that can be utilized to augment the current research in supply chain management is the portfolio (Tokman et al. 2007). Firms engage in a diverse set of relationships at any given point in time, and these sets of relationships can be conceptualized as portfolios, defined as the set of direct interfirm relationships for the focal firm. Portfolios provide a useful unit of analysis for research because a firm must also have a vision for how to manage its portfolio in support of value creation and appropriation, in addition to understanding how individual relationships provide access to resources and help the organization adapt to the changing environment. In this research, we utilize a systematic literature review to explore supply chain portfolio research from a variety of academic fields. Our findings include multiple themes with conflicting results in the extant literature. We then utilize the findings to motivate directions for future research.

Purpose Since the emergence of e-commerce uprooted traditional brick-and-mortar retail in the early 2000s, many retailers have reacted by first independently servicing both the online and in-store channels (multichannel retailing) and subsequently integrating both channels to provide a seamless front-end customer interface (omnichannel retailing). Accordingly, firms had to adjust their logistics and supply chain management (SCM) processes from fulfilling orders for each channel separately to integrating channels on the back-end (omnichannel fulfillment). This development is mirrored by an emerging stream of academic publications. The purpose of this paper is to provide a snapshot of the current state of omnichannel fulfillment research via a systematic literature review (SLR) in order to identify omnichannel fulfillment strategies and to establish an agenda for future inquiry. Design/methodology/approach This SLR is based on 104 papers published in peer-reviewed journals through December 2018. It employs a six-step process, from research question to the presentation of the insights. Findings All selected manuscripts are categorized based on demographics such as publication date, outlet, methodology, etc. Analysis of the manuscripts suggests that the integration of fulfillment channel inventory and resources is becoming an important objective of fulfillment management. Appropriate omnichannel strategies based on retailer attributes are not well understood. Industry specific research has been conducted necessitating generalized extension for retailers. These findings provide a clear opportunity for the academic community to take more of the lead in terms of knowledge creation by proposing paths for industry pursuit of channel integration to successfully implement omnichannel fulfillment. Opportunities for future inquiry are highlighted. Originality/value This manuscript proposes a definition of omnichannel fulfillment strategies and identifies fulfillment links that are used interchangeably across channels as the key delimiter between omnichannel fulfillment strategies and related concepts. Six omnichannel fulfillment strategies from the extant literature are identified and conceptualized. Future research opportunities around omnichannel fulfillment, potential interdependencies between the established strategies and their impact on related SCM issues such as distribution and reverse logistics are detailed.

Purpose– Regulatory pressure, consumer awareness, and the quest for competitive advantage place sustainable products in today’s decision-making spotlight. The purpose of this paper is to explore supply chain dynamics as they relate to sustainable product programs and to empirically develop a framework to align efforts across the supply chain to bring sustainable products to market.Design/methodology/approach– Grounded in systems design, stakeholder theory, and the theory of planned behavior, the authors conduct an inductive empirical study of 28 European and US companies.Findings– The authors make three contributions. First, the authors identify six dimensions of product sustainability, which map to the Greenhouse Gas Protocol’s sustainability scope model. Second, the authors model relational dynamics using systems diagrams to provide a framework that: first, communicates a common understanding of product sustainability; and second, facilitates tradeoff analysis. Third, the authors elaborate behaviors needed to reduce ambiguity and compliance costs.Practical implications– Managers can use the framework to assess product sustainability and evaluate tradeoffs across product dimensions and supply chain participants. Using this insight, managers can design sustainable product programs that engage supply chain participants.Social implications– By identifying dimensions, defining costs, and uncovering tradeoffs, managers can more effectively implement sustainable product programs.Originality/value– The framework provides a much needed source of clarity to mitigate role ambiguity, reduce compliance costs, and promote collaborative behavior in bringing sustainable products to market.

In 2016, the United Nations put forward 17 Sustainable Development Goals (SDG) that aim at securing global sustainable development on the economic, social, and environmental level. The SDG include such diverse goals as limiting climate change or establishing decent working conditions and are meant to function as a political agenda with a horizon of 15 years (UNDP 2016). It is established that supply chain management and logistics have a considerable influence on global sustainable development (Thorlakson et al. 2018). For example, emissions from transport operations are a large contributor to climate change (McKinnon 2018).

Conditions experienced in developing countries are characterized by high levels of uncertainty and differ considerably from those encountered in developed countries. Specifically, operational environments in developing countries constrain the supply chain technology (SCT) used by firms to manage supply chain operations. Hence, it is reasonable to conjecture that firm's operating in these types of environments might rely on and use SCT and the information they provide to manage their supply chain operations differently from firms in less constraining environments. To explore this phenomenon we conducted a grounded theory study collecting interview data from 46 logistics and supply chain managers at 16 firms across India, one of the largest and most dynamic of the developing countries. Our analysis of the data establishes that SCT constraints arise from external, internal, and relationship conditions. Emerging from the data we observed managerial emphasis on a phenomenon whereby management utilizes coping strategies to relax constraints that adversely affect their use of SCT. While our findings also revealed human intervention as a negative externality arising from the use of coping strategies, we found that management were aware of this externality and were actively addressing it as part of their efforts to relax the constraints on SCT.

Responding to calls for replication research in the supply chain management literature, the current article reports the results of a replication study that looked at the performance of logistics outsourcing relationships among German logistics managers. More specifically, this article investigates the performance of logistics outsourcing relationships among Brazilian logistics managers and tests the same hypotheses as the focal study. The results indicate that the Brazilian replication is consistent with the focal study on five of the seven hypotheses. With respect to inconsistencies, the focal study found significant positive relationships between proactive improvement and logistics performance outcomes whereas the Brazilian replication did not find significant relationships between proactive improvement and logistics performance outcomes, which reflects the relevant effect of contextual differences between Germany and Brazil. The article offers both managerial and research implications along with suggestions for future research.

Purpose– The purpose of this paper is to identify and review empirical strategic management articles that pertain to supply chain management (SCM) and are published in top management journals.Design/methodology/approach– The researchers review all articles published in five top management journals, namely,Academy of Management Journal,Administrative Science Quarterly,Management Science,Organization Science, andStrategic Management Journal, from 2004 to 2013, to identify empirical articles relevant to SCM. The researchers subsequently categorize the literature in thematic categories and subcategories, and they identify the theories informing the research and the methodologies applied.Findings– The most prevalent finding of this literature review is that abundant research pertaining to SCM is being published in top management journals. This demonstrates that SCM is a broad phenomenon studied by scholars across disciplines; thus, a broader literature perspective can be beneficial to those working in this area. Moreover, the reviewed studies are informed by theories that extend beyond the “traditionally used” resource-based view and transaction cost economics. Finally, the majority of the research suggests an inter-organizational scope.Originality/value– This study familiarizes logistics/SCM scholars with SCM-related research conducted in the strategic management field, informing them about the types of phenomena studied by strategic management scholars, the theoretical lenses and literature used to enhance understanding of these phenomena, and the empirical methodologies applied to examine those. Importantly, through this familiarization, logistics/SCM scholars can learn from but also contribute to the strategic management literature that pertains to SCM.

Supply chain technology (SCT) facilitates information transfer within and across firm boundaries. However, institutional environments in emerging markets give rise to challenges that inhibit the implementation of SCT and the consequent realization of its benefits. Unfortunately, there is a lack of understanding as to the nature or the extent of these implementation challenges. We undertook a grounded theory study in the emerging market of India to investigate how SCT is implemented when subjected to prevailing institutional pressures. Based on an analysis of interviews with 50 supply chain managers, we find that early adopters of SCT experience significant and numerous unmet expectations associated with SCT implementation. These unmet expectations arise from competing institutional logics with the resultant isomorphic pressure causing the juxtaposition of two incompatible supply chains in India. A key finding of this study contradicts extant research, supporting recent work in emerging markets, to suggest a need to reassess our mental models developed in the West and conceptualize de novo models that are sensitive to the institutional environments of emerging markets.

A moderator is any variable that affects the strength of a relationship between a predictor and an outcome variable. While simple in concept, the application of moderation analysis can yield profound implications to research conducted in logistics and supply chain management. Moderation analysis illuminates boundary conditions to purported relationships, providing a deeper perspective on what may, to date, represent generalizable findings and commonly held beliefs in the field. Such findings prove interesting and enrich our theories. Further, moderation relies on precise measurement of theoretical constructs in order to avoid attenuation of statistical tests and detect interaction effects. This thought leadership piece seeks to: (1) assert the value of moderation analysis and encourage a more prominent place in our survey-based research projects, (2) provide best practice approaches for using this type of analysis in pursuit of greater depth and clarity in our research, and (3) provide seeds for potential research projects that could benefit from the use of this type of analysis. Guidance is also provided for reviewers who assess manuscripts featuring moderation.

Purpose – The aim of this paper is to provide a snapshot of the existing research and suggest potential opportunities for academic inquiry related to the concept of sustainable supply chain management.Design/methodology/approach – The researchers review the extant literature at the intersection of “sustainability” and “supply chain management”. This literature is subsequently categorized with the aid of a classification matrix derived from the literature in order to review the current state of thought development across three distinct disciplines (logistics/supply chain management, operations/production management and social/environmental management). The analysis suggests future research opportunities in this area.Findings – The findings indicate that the existing literature is primarily focused on individual sustainability and supply chain dimensions rather than taking a more integrated approach. In addition, the findings suggest both the emergence of a group of themes within an individual dimension, su...

PurposeThe purpose of this paper is to examine how goal achievement and goal exceedance influence the aspects of loyalty in logistics outsourcing relationships. Specifically, it aims to develop and test a model of customer loyalty across two cultures to determine if dedicated strategies for building loyalty are required.Design/methodology/approachThis effort develops a conceptual model that provides a better understanding of the relationship between two dimensions of logistics outsourcing performance (goal achievement and goal exceedance) to loyalty across cultures. The model is then tested using structural equation modeling along with multi‐group analysis.FindingsThe findings indicate that goal achievement strongly influences the loyalty aspects of retention and referrals, but not extension. Meanwhile, all three dimensions of loyalty were influenced by goal exceedance of the logistics provider. Further, goal achievement was found to have a stronger effect on retention only, with goal exceedance demonstrating a stronger influence on extension and referrals. In addition, cultural differences in the model were identified.Research limitations/implicationsFuture research should examine more transactional settings as well as other potential moderators that may be consequential to the examination of loyalty formation.Practical implicationsThe findings suggest that logistics service providers (LSPs) need to have an appreciation for the differences between goal achievement and goal exceedance as it relates to loyalty formation. In addition, LSPs need to adapt their performance goals based on cultural differences that may exist across their markets.Originality/valueThe close examination of the two dimensions of outsourcing performance on three aspects of loyalty behavior builds on the extant literature. The examination across the two national settings provides yet another contribution of the study.

Supply chains are increasingly vulnerable to catastrophic events such as hurricanes or terrorist attacks. This is not only true because firms are more exposed to catastrophes, but also the result of investments made in recent years to operate supply chains with fewer human and capital resources, especially inventory. Consequently, there is today less “slack” available in supply chains to deal with catastrophic events. Thus, proactively planning for these types of events should be a priority for supply chain managers. A catastrophic event has a very low probability of occurrence but has significant consequences if it does occur. The goal of this research is to develop a process to proactively plan for catastrophic risk events through an integration of diverse research streams related to the management of risk. In particular, the proposed process builds upon an existing risk analysis framework by incorporating an innovative methodology used by the insurance industry to quantify the risk of multiple types of catastrophic events on key supply chain locations.

The formation of appropriate linkages between supply chain members is an important aspect of implementing supply chain management. While practitioners and academics have championed the value of partnerships for this purpose, the challenge is to find effective methods for developing the appropriate type of relationship. This paper describes a large-scale validation of a previously developed model that can be used to structure business relationships. Twenty partnership cases were systematically analyzed. Findings showed that the fundamental components of the model were sound and that the use of target types of partnership worked well. Enhancements to this type of model should provide managers with a method to facilitate the formation of partnerships with their key supply chain members.

Product development and commercialization is the supply chain management process that provides structure for developing and bringing to market new products jointly with customers and suppliers. Effective implementation of the process not only enables management to coordinate the efficient flow of new products across the supply chain, but also assists supply chain members with the ramp‐up of manufacturing, logistics, marketing and other related activities to support the commercialization of the product In this paper, the product development and commercialization process is described in detail to show how it can be implemented. To do this, the process is described in terms of its sub‐processes and associated activities, and the interfaces with business functions, other supply chain processes and other firms. Examples of successful implementation are provided.