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Traditional retailers still insist on using price, product, and promotion as sources of competitive advantage. This emphasis typically ignores the potential of in‐store logistics operations in the creation of customer value. A major objective of retail customers is to navigate the retail servicescape in an efficient, convenient, enjoyable and effective manner. In‐store logistics operations largely determine how and to what extent the customer may achieve this objective. However, customer‐perceived indicators of in‐store logistics performance, such as product returns, order information, opening hours, and product availability and accessibility, have been largely ignored in research on retail service. The purpose of this paper is to investigate the role of in‐store logistics in determining customer outcomes such as store image, satisfaction and loyalty intentions.

A model is developed based on extant research in the areas of logistics service quality, service logic, store image, and customer loyalty. To test the plausibility of the model, 200 supermarket customers were surveyed in an exploratory field study. Data were analyzed by means of structural equation modeling in SmartPLS.

Results show that customers may derive a substantial share of their satisfaction from interactions with in‐store logistics operations. Customer‐perceived performance of these operations – an important element of the retail servicescape – influences customer satisfaction directly, but also through its influence on store image.

In‐store logistics dimensions were identified based on exploratory research. A more structured, theory‐driven approach, might yield further insight. Explained variance levels in the outcome variables point at unobserved influences. Future research into the drivers of retail experience satisfaction could further complete the picture.

From a customer perspective, the paper investigates in‐store logistics performance and its effects on customer outcomes in a field study.

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.

A 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.

Bricks-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.

The qualitative analysis of different design options can serve as a decision support for retailers developing logistics networks to serve customers across channels.

The 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.

Online retailing changes all retail systems significantly. The growing importance of online sales requires the creation of new fulfillment models. The purpose of this paper is to investigate how retailers develop from separate multi-channel (MC) to integrated omni-channel (OC) fulfillment. OC retailing has an integrated perspective, with seamless interactions between online and bricks-and-mortar channels.

More than 60 internationally active retailers and experts from Germany participated in an exploratory survey. With a response rate of 40 percent the authors achieved the goal to adequately depict the German MC and OC retail market. It is currently the largest empirical study of MC and OC fulfillment.

It is the first study to comprehensively analyze the logistical development options open to retailers for integrated fulfillment. The authors discuss the conceptual development options and formulate propositions for an advanced OC fulfillment approach. OC retailers aim to pool their organizational units for fulfillment via different channels. Retailers with multiple channels develop their warehouse systems toward channel-integrated inventory enabling flexible and demand-driven inventory allocation. Retailers with channel-integrated inventory also organize their picking procedures in one common zone. The higher the outlet density, the more it becomes beneficial for retailers to introduce pick-up services.

The research is based on insights from retailers and experts from companies based in Germany.

The findings provide an insight into designing OC fulfillment and distribution structures. The concepts themselves, archetypes, challenges and development paths are analyzed. Identified logistics levers can be adjusted to pinpoint the steps required to advance integration.

The authors contribute by deriving propositions and a framework for transitioning from basic MC to integrated, extended OC logistics. Because this research area is still comparatively young, the authors take a more comprehensive, exploratory view of OC fulfillment.

The purpose of this paper is to report the results of a comparative study of order lead times for firms operating in the UK and Greek food retail markets with the UK one being regarded at the forefront in terms of logistics efficiency.

The main research instrument is a survey of managers employed by the major food multiple retailers operating in the UK and Greece. Statistical analysis is employed to illustrate the variances and differences between these retailers.

The study illustrates that total lead‐time is longer than the sum of the components. This implies that there are non‐value‐added time delays that are occurring between the components and there is still room for improvement. It is also shown that any differences in lead‐time between Greek and UK grocery retailers have been effectively eliminated as the entrance of retail multinationals in Greece has forced domestic retailers to improve their logistics systems.

There is a scarcity of papers in the logistics field that cross‐examines the logistics performance of national grocery supply chains. This is addressed via the current paper that reports the results of a comparative study of order lead times for firms operating in two European food retail markets, the UK and Greece. The paper will be beneficial to the strategic thinking of retail logistics managers and will support further empirical research work in that academic field of study.

The objective of this research is to evaluate and rank the factors influencing omnichannel (OC) logistics, while also investigating the significant impact of big data analytics in improving these drivers of OC logistics.

Using exploratory sequential mixed method design, an in-person interview survey was conducted to identify and stratifies the enablers of OC retailing. These interviews were supplemented with a case study in an apparel firm to prioritise the enablers of OC logistics. Further, a survey was conducted to understand the role of big data analytics in improving drivers of OC logistics as well as the role of Individual capability and organisational capability in big data usage for omnichannel retailing.

Findings represent that information management is the most important driver followed by inventory management and network design for improving OC logistics. Further, significant relationship between big data analytics and drivers of omnichannel logistics has been reported.

This study identifies and classifies the drivers of OC retailing relating to their level of criticality in OC logistics which will assists practitioners to prioritise their tasks for the successful development of OC logistics. The study will also help practitioners to use BDA for developing the drivers of OC.

The study substantiates and adds to the BDA literature by emphasising the positive role of BDA in development of OC driver and highlighting the significant role of drivers of BDA in its usage.

To investigate the integration process of retailer's information technology strategy within logistics strategy and to find out those aspects of the retailer's distribution and operational performance that are mostly influenced via that integration.

A qualitative case study methodology is used where the managers of the major domestic and multinational firms operating in the Greek food multiple retail market are interviewed. The integration process of the information technology and logistics strategies of these retail firms is linked to their relevant distribution and operational functions. Secondary data for the Greek food multiple retail sector are also employed.

The findings show that logistics and information technology strategies are developed and implemented in a parallel way by both local and multinational food multiple retailers in Greece. A financial ratio analysis carried out for these firms, suggests that multinational firms possess greater operational efficiency at both secondary and in‐store distribution operations compared to domestic firms, something that is largely attributed to their integration of logistics and information technology operations. Multinational firms' superior operational efficiency is also resulting in a higher profitability performance.

The paper proposes that a successful integration process between the logistics and the information technology functions seems to confer a competitive advantage upon retailers' distribution operations. The paper will assist retail managers and researchers responsible for the development of logistics and information technology strategies to understand that fully absorbed information technology and logistics strategies and operations will be rewarded with superior pecuniary and operational efficiency benefits.

The purpose of this paper is to investigate the impact of logistics service quality (LSQ) on consumer satisfaction and loyalty in an omni-channel retail environment.

An empirical, survey-based approach is used to collect data from consumers about experiences with two different omni-channel retail scenarios: buy-online-pickup-in-store (BOPS), and buy-in-store-ship-direct (BSSD). Participants responded to questions regarding the LSQ, consumer satisfaction, and consumer loyalty relative to their actual experience in one of these situations.

Results suggest that omni-channel consumers are truly unique, and all three dimensions of LSQ (condition, availability, and timeliness) are distinct in their impact on satisfaction and loyalty. Results suggest that in the BOPS sample, consumer satisfaction partially mediates the relationship between condition and loyalty and fully mediates the relationship between timeliness and loyalty. In the BSSD model, consumer satisfaction partially mediates the relationship between timeliness and consumer loyalty.

This research studies LSQ in two different omni-channel scenarios; additional research is needed to explore other omni-channel scenarios and extend the findings to be more generalizable.

Managers should recognize that for omni-channel consumers, timeliness is the essential driver of satisfaction and loyalty. Retailers need to account for this reality and dedicate substantial resources to meet delivery requirements in a timely manner. Logistics service providers need to emphasize speed and reliability of their delivery processes for omni-channel consumers.

This research is the first attempt at conceptualizing LSQ in an omni-channel supply chain, and testing the impact of LSQ on consumer satisfaction and loyalty.

The purpose of this paper is twofold: first, to explore the complexities of regularly implemented as well as irregularly occurring – sometimes improvised – instore logistics processes related to products which are declared unsaleable; and second, to identify the challenges and opportunities in managing instore logistics processes related to unsaleable products in grocery stores.

The authors apply an embedded case study approach. Within each case, i.e. dominant store format, the authors investigate the instore logistics processes of 32 retail and wholesale stores and focus further on those processes related to products declared unsaleable. The case study research methodology comprises in-depth interviews with store and category managers, point of sale observations and secondary data research.

The authors identified four different specific instore logistics processes depending on the residual product value of unsaleable products. The analysis of these processes suggests that establishing more efficient return, disposal, recycling, and most importantly, redistribution processes leads to various benefits such as cost savings, more effective and efficient operations, better use of resources and waste reduction, while at the same time supporting charitable institutions and people in need.

The contribution of this research are: first, to provide a better understanding of different ways of seeing and handling unsaleable products; and second, to reveal the significant importance of focusing on instore logistics beyond the point of sale with respect to the economic, ecological and social benefits to retailers, wholesalers and their stakeholder groups.

From a synthesis of empirical findings and literature, the aim of this paper is to present a conceptual framework for managing retail reverse logistics operations. The framework is designed to assist both practitioners and academics in better understanding the key management aspects involved. The paper also identifies some future research directions that are derived from this conceptual framework.

The study was exploratory and motivated by a grounded theory approach aimed at providing a conceptual framework for managing retail reverse logistics.

Retail reverse logistics operations are multi‐faceted and need to be managed as an integrated supply chain activity. Three overarching management dimensions are proposed; operational performance, organisational integration and management reporting and control.

This is an inductive piece of research and it is important to recognise that only analytical generalisation is claimed rather than any statistical generalisation. Also, the study was undertaken in the context of the UK retail sector and therefore further comparative work could be undertaken in different international contexts.

The adoption of the framework will have impact on practitioners by assisting them in reducing the volumes of products being returned, lower their reverse logistics operational costs and increase their product asset recovery values.

Although there is a growing body of literature relating to retail reverse logistics it is fragmented by multiple perspectives. There is little in terms of frameworks that embody the management aspects involved. Having reviewed the literature the authors' empirical results show that, in some areas, practice leads theory and therefore the findings will add to academic discourse.

The purpose of this paper is to introduce a model of instore logistics for retail stores.

The model attempted to give a picture of all logistics processes that are carried out within a retail outlet from an incoming dock to the check out. The model has afterwards been empirically validated by analyzing the instore logistics processes of dairy products in 200 stores in the Austrian grocery retail sector.

The findings of the survey show typical problem areas within store operations and identify the impact of instore logistics as a key factor impacting on the success of retail business.

The paper continues the work of Raman, DeHoratius and Ton in 2001, and Cachon, also in 2001 and the findings contribute to close the execution gap in retail operations.