Barriers in omnichannel retailing returns: a conceptual framework

Abstract

Purpose

Performing retailing in a complete omnichannel manner is not a simple task, and it considerably increases the complexity of supply chain management operations. This paper aimed at identifying the barriers hindering efficient management of a return channel in this type of retail.

Design/methodology/approach

A systematic literature review procedure was used, including descriptive and content analysis of results. The review was performed using four academic databases. Applicable barriers were categorized thematically, a conceptual framework was proposed and future research avenues were drawn.

Findings

The contribution of this paper comprises a theoretical description of reverse logistics applied to omnichannel retail, the identification of the return barriers in omnichannel and a conceptual framework for a holistic view of the problem. In all, 43 barriers were identified including high investments, product restocking, additional transportation costs and poor communication.

Research limitations/implications

The link between reverse logistics and omnichannel area is recent and publications are still scarce, so the newness of this study limits the opportunity for further deepening or more robust validation of the results.

Practical implications

The results offered may be used by managers in the areas of retail and supply chain management in general in order to reduce the natural complexity in omnichannel environment.

Originality/value

Regarding previous literature on omnichannel retail, only a few works consider the after-sales stage. This work intended to pave the way in this poorly explored intersection (reverse logistics and omnichannel) by presenting a conceptual framework to classify various barriers in omnichannel retail return.

Citation

de Borba, J.L.G., Magalhães, M.R.d., Filgueiras, R.S. and Bouzon, M. (2021), "Barriers in omnichannel retailing returns: a conceptual framework", International Journal of Retail & Distribution Management, Vol. 49 No. 1, pp. 121-143. https://doi.org/10.1108/IJRDM-04-2020-0140