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This paper aims to explore how omni-channel data flows should be integrated by specifying what data, omni-channel agents and information and digital technologies (IDTs) should be considered and connected.

A multiple case study method is used with 17 British companies. The studies are supported by 68 interviews with the case companies and their consumers, 5 site visits, 4 focus group meetings and the companies’ archival data and documentations.

This paper provides novel frameworks for omni-channel data flow integration from consumer and business perspectives. The frameworks consist of omni-channel agents, their data transactions and their supporting IDTs. Relatedly, this paper formalizes the omni-channel data flow integration in the forms of horizontal, vertical and total integrations and explores their contributions to the adaptability of omni-channel, as a complex adaptive system (CAS). It also discusses that how inter-organizational governance mechanisms can support data flow integration and their relevant IDT implementations.

The breadth and depth of the required IDTs for omni-channel integration prove the necessity for omni-channel systems to move toward total integration. Therefore, supported by CAS and inter-organizational governance theories, this research indicates how data flow integration and IDT can transform the omni-channel through self-organization and autonomy capability enhancement.

This research’s recommended frameworks provide a robust platform to formalize data flow integration as the omni-channel's core driver. Accordingly, it moves the literature from a basic description of “what omni-channel is” and provides a novel and significant debate on what specific data should be shared at what levels between which agents of the omni-channel, and with what type of relationship governance mechanism, to assure omni-channel horizontal, vertical and total integrations.

More sophisticated customer demand chains and electronic business pose new challenges to supply chain management. Delivery sizes decrease as a result of more deliveries directly to the point of use. Customers are demanding products and deliveries customised to their specific needs. Also, the information concerning small, customised deliveries has to be shared in volatile supply networks. This article analyses the opportunities of wireless product identification technology in transforming supply chain management. A new concept of item level supply chain management and enabling steps to achieve the benefits are proposed. Innovative companies already use wireless product identification with great benefits in specific functional areas, e.g. manufacturing and warehousing. However, the biggest potential is in supply chain wide solutions, i.e. item level supply chain management.

The practice of measuring the efficacy and error rates in meeting customers’ orders is often restricted to the single activity of order picking. Extends the view that picking is just one of several activities undertaken in delivering goods to customers, and all activities need to be examined to give a true picture of error rates. To this end Vauxhall Aftersales introduced a number of inspection points and inspection types to cover the spectrum of their procedures designed to deliver product to their dealers. The ability to focus on problem (or potential problem) areas can lead to an apparent rise in error rate unless this concentration on problem areas is acknowledged. Rather than a slavish adherence to statistical methodology and charting expertise, Vauxhall is attempting to deal with a target that is not static, but regularly moving in reflection of day‐to‐day operational circumstances.

The chapter deals with the promotion of competitiveness of national producers as compared to the main leaders in the industry.

The system management of the process of creating and mastering the production of a new product is based on effective change management, development of organizational and technical management systems, business-to-business interaction systems, business solutions relating to product creation in the industry. Systemization of problems and identification of ways of development of theory and methodology of creation of a new product by the domestic manufacturing companies can be performed by means of implementation of continuous acquisition and life cycle support (CALS) systems.

Today, the fundamental conceptual basis for the formation of information space of an enterprise and application of miscellaneous information systems is the concept of continuous information support of products throughout the entire life cycle – CALS. According to this concept, one can single out the following major objectives which are essential for an enterprise and can be achieved through information technologies: the automation of production management which was conventionally achieved through the use of MICS systems, and today it is achieved due to the use of the so-called ERP/CRM/SCM systems; product data management and automation of design and engineering analysis of structures and processes (PDM/PLM, CAD/CAM/CAE-system); information support of operation and aftersales service, integrated logistic support of products. The information technologies at the present stage are a prerequisite for achieving a competitive advantage by an enterprise, particularly if the enterprise is specialized in the production of high-technology products. The major purpose of information technologies at the enterprise is the maximum effective support of design processes, production processes and other processes running at the enterprise, creation of the information basis which enables the management to take decisions which help the enterprise to achieve a dominant position in the industry sector. For Russian companies, the problem of implementation and effective employment of CALS-technologies as a means of cardinal improvement in quality and competitiveness of science-intensive products, discussed in the chapter, is extremely topical.

For many companies, the employment of these technologies largely determines the ability to survive in the context of an intensifying competitive struggle in the domestic market and can be considered as an indispensable condition for maintaining and expanding the sales of products on the international market.

Examines the interfunctional linkages between product distribution and after‐sales service support functions in business organizations operating in marketing channel environments. Also discusses managerial and logistic implications of the process of selecting product distribution and service support channels in the context of specific market segments of a particular product industry. An examination of the operations of two computer equipment manufacturing firms indicates that in “low substitutability” environments, such as in the case of specialty products, manufacturing firms tend to centralize both product distribution and service support functions. In contrast, in “high substitutability” environments, such as in the case of commodity products, manufacturing firms tend to decentralize both product distribution and service support functions. These case studies suggest that both product distribution and after‐sales service support strategies are closely linked to each other. Also, several product‐, firm‐, and industry‐related attributes, which dictate the choice of product distribution and after‐sales service support channels, were identified for the computer‐equipment industry.

Optimization of resources related to man, money, manpower and those related to organization is critical in context of after-sales supply chains. Many times, organizational objectives in terms of resource optimization and providing superior customer experience might be conflicting, however.

One such instance is when customers expect near 100% service level in which case the organizational costs to meet such high service level goes up significantly. To this end, in this research a novel bi-objective optimization model has been evolved for a typical after-sales service supply chain network constituted of the manufacturer, the retailer and the customer. The first objective function pertains to maximization of the manufacturer's and the retailer's profit. The second objective function is related to the minimization of tardiness of order fulfilment (by the retailer) for the customer.

Employing a small problem instance, the authors generate a number of findings related to service level and information asymmetry. In particular, the authors observe that achieving best possible manufacturer-retailer profit and at the same time 100% service level is a mathematical impossibility. Furthermore, reducing information asymmetry between the customer and the retailer (as opposed to reducing information asymmetry between the retailer and the manufacturer) actually yields higher profits for the manufacturer-retailer pair.

This research describes the mathematical structure of a three-tier after-sales supply chain wherein information quality and service level requirements are key constraints. Furthermore, the study evolves the bi-objective optimization model as a formulation that can drive the operational decisions of manufacturers and retailers who are part of such after-sales service supply chains.

For some time there have been models for considering manufacturing strategy which focus on the product but which essentially ignore dimensions of aftersales support. This article presents a framework for formulating and reviewing an after‐sales support strategy and links it to a manufacturing strategy model to produce a comprehensive strategy for customer satisfaction over the lifetime of a manufactured product.

India’s retail sector is going through a significant transitional period with the internet as a new distribution channel becoming more common. Given the barriers to adoption, the purpose of this paper is to understand the role played by trusting beliefs when engaging with an online retailer. In the Indian market, online vending is expected to increase at a rate of 35 per cent per annum, and by understanding trusting beliefs retailers will be able to develop their market share by developing appropriate and/or innovative strategies.

The work is based on a sample of more than 200 internet customers in India. In understanding the data and the relationships that emerged from the modelling, the authors used a range of tools to analyse the data, including CFA and structural equation modelling. The authors also used descriptive statistics to provide a holistic overview of response profiles.

The study reveals that trusting beliefs are negatively influenced by an uncertainty avoidance culture and positively influenced by a firm’s image and a customer’s price awareness. Moreover, purchase intentions (PIs) are significantly enhanced by trusting beliefs in an online environment. Hence, it leads us to conclude that PIs can be augmented by facilitating and ensuring good quality service by placing special emphasis on timeliness, accuracy and conditions of the order, security and privacy paradigms, aftersales services, etc.

As can be seen, the internet is an emergent tool for retailers in India. By understanding trusting beliefs, retailers will be able to better understand customers’ behaviour and thus design management strategies accordingly. Although this is likely to take more than a decade, as internet retailing becomes embedded it may have a detrimental effect on the historical channel to market, thus altering the country’s retail landscape which is currently dominated by small retailers.

The work’s findings are insightful for those seeking to maximize the opportunities presented by the internet as a channel to market. The works shows how the channel is influenced and thus how it can be managed. In making the contribution the authors provide guidance in terms of operational activity to engage with potential customers.

This paper examines trusting beliefs when using the internet as a channel to market and in doing so it makes a new contribution because it establishes links with culture and other factors. For the research venue the authors use a developing market and therefore the findings are applicable to markets with similar characteristics.