Third Party Logistics Service Selection using Fuzzy Multiple Attribute Decision – Making System

This study models the selection of third party logistics service provider (3PL) process considering comprehensive criteria and fuzzy nature of such problems. Criteria are identified and selected with respect to various aspects of logistics management, and existing vagueness in their behaviours and their relational preferences. Multiple attribute decision-making (MADM) approach and fuzzy methodology are applied. Based on a wide review of previous research, a fuzzy MADAM (FMADM) procedure is developed. Accordingly, especial algorithm in applying FMADM to 3PL selection problems is defined. A numerical example supports the developed procedure. Then, a real-world case study is explained and its 3PL selection problem is discussed. Results show reliability and efficiency of the model

From ambition to action: How to achieve integration in omni-channel?

The paper aims to identify how companies can enhance their omni-channel activities through improved data management and integration. Multiple case studies of ten leading UK companies are conducted by using multiple sources of data, including interviews, archival documents and expert focus groups. The case companies are manufacturers and retailers in the clothing, food, and Fast-Moving Consumer Goods (FMCG) sectors. A thorough list of challenges in the implementation of omni-channel systems is generated and a number of propositions on enablers and barriers to omni-channel data integration are recommended. Our findings emphasise the importance of automating and standardising data capturing and sharing methods, and centralising data storage among companies and channels, which lead to improved efficiencies. They also indicate that omni-channel systems should be responsive to the choices of customers, and integration of the information systems of logistics service providers and their buyers is crucial in making omni-channels more efficient and consumer-responsive

The journey toward omni-channel retailing

The article informs that shifting in omni-channel retailing will increase sales in bricks-and-mortar retailers, and will enable them to compete with electronic commerce firms. Topics discussed include need of changing marketing based descriptions to operational explanations, improving of customer buying process along with customer overall interaction with a retailer, and providing features such as comparison shopping and transparent availability visibility

Omni-channel integration: the matter of information and digital technology

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. Design/methodology/approach 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. Findings 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. Research limitations/implications 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. Originality/value 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

Omni-channel evolution: confronting the whats and hows

Retail supply chains are experiencing a fast-forward evolution, surrounded by increasing technology motivations, market expectations and business environment uncertainties. Online retail and electronic commerce are not market winners any more, and the question for many retailers is not about “to be or not be” visible and active in multiple channels, but more concerning on how to be efficient and effective using a seamless omni-channel retail solution

Toward a three-dimensional framework for omni-channel

The omni-channel, as an emerging trend in retail, aims to coordinate processes and technologies across supply and sales channels. The evolution of this concept is still nascent. This paper develops a conceptual framework for omni-channel systems, configured by three dimensions of channel stage, channel type and channel agent. Integration and visibility are also explored and discussed as the main enablers, which support the implementation of omni-channel framework. This research is built upon the empirical and secondary data. Multiple case studies and expert interview methods are employed for data collection to validate the recommended framework and to explore its applicability. The framework proposed, along with the key integration and visibility enablers identified for the omni-channel, can be applied to a wide range of retail supply chains. It helps managers to develop, run and monitor omni-channel systems; it may also serve as a stepping-stone for development of the literature on omni-channel systems

Critical role of supply chain decoupling point in mass customization from its upstream and downstream information systems point of view

Mass customization is a business strategy that aims at satisfying an individual customer’s needs with near mass production efficiency. Mass Customization Information Systems in Business provides original and innovative research on IT systems for mass customization. It is a wide-ranging reference collection of chapters describing the solutions, tools, and concepts needed for successful realization of these systems. Mass customized markets, product modeling, and supply chain management are explored in precise detail. This Premier Reference Source provides a comprehensive investigation of the business processes required for manufacturing individualized products

Supplier flexibility and postponement implementation: An empirical analysis

Postponement has been recognized as a strategy to manage uncertainties in demand. Its performance however depends on various prerequisites. Numerous technical factors that influence postponement such as product modularity and process redesign have been widely studied. Notwithstanding, the effect of external factors on postponement have been paid much less attention. This paper addresses the external factors which affect postponement application, and in particular, concentrates on the relationship between supplier flexibility and postponement implementation. Four constructs of flexibility and three constructs of postponement - namely volume flexibility, mix flexibility, new product design flexibility, product modification flexibility, manufacturing postponement, ordering postponement and product design postponement - are identified, and measured variables for each construct are extracted from the literature. Supported by a theoretical ground, built based on the literature, the positive relationships among supplier flexibility and postponement constructs are then tested through structural equation modeling (SEM) using empirical data from a sample of 219 manufacturing SMEs in one country. The results indicate that the supplier impacts on postponement implementation for the buying firm are not identical for all types of postponements and supplier flexibilities. While manufacturing postponement and ordering postponement are supported by supplier volume and mix flexibilities, design postponement is only related with product modification flexibility. These findings enhance the postponement knowledge with respect to external influencing factors from a general level to a more precise, specific level. The implications of the research outcomes are discussed and directions for future research are provided.</p