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 omnichannel 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.

This paper addresses questions of how extant research discourses concerning the sustainability of supply chains contribute to understanding about circularity in supply chain configurations that support restorative and regenerative processes, as espoused by the Circular Economy ideal. In response to these questions, we develop a content-based literature analysis to progress theoretical body of knowledge and conceptualise the notion of a circular supply chain. We derive an archetypal form from four antecedent sustainable supply chain narratives-'reverse logistics', 'green supply chains', 'sustainable supply chain management' and 'closed-loop supply chains'. This paper offers five propositions about what the circular supply chain archetype represents in terms of its scope, focus and impact. Novel insights lead to a definition of circular supply chain and a more coherent foundation for future inquiry and practice.

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Purpose -This paper aims to investigate the evolution from corporate social responsibility to supply chain responsibility via the examination of Waitrose, a leading UK food retailer. These two concepts differ substantially and illustrate contrasting approaches in terms of social responsibility development and application. Design/methodology/approach -A qualitative case study methodology is used where managers from Waitrose and its suppliers, industry experts and representatives from professional bodies are interviewed. An observation of an ethical audit with a Waitrose supplier was also conducted. Findings -Findings show an example of good practice in the area of corporate social responsibility in the supply chain and illustrate the substantive progress that can be made in achieving supply chain responsibility. At the same time, the paper provides the specific challenges in developing from a corporate social watchdog approach to one in which the power in the chain is more balanced and where a holistic approach requires to be taken to achieve social responsibility. Originality/value -Considering the scarcity of work examining empirically the issue of corporate social responsibility in food supply chains, this study demonstrates an evolutionary process and its stages based on an examination of Waitrose's supply chain and the corporate social responsibility approach it has taken with its suppliers. The authors also illustrate a range of key implications that need to be considered by both managers and policy makers and it provides a range of areas where further research is required.

This paper analyses sustainable performance differences within the Greek food supply chain and provides numerous statistical comparisons of its key members (growers, manufacturers, wholesalers and retailers) with respect to firm size. In an attempt to fill a gap in the relevant literature, we examined micro, small and medium-sized firms against a set of sustainable performance measures and we employed survey research using a sample of 997 firms operating in the Greek food supply chain. Key informants evaluated their firms based on sustainable performance measures (consumption, flexibility, responsiveness, product quality and total supply chain performance). The results were analysed using ANOVA. The findings identify the Greek food supply chain members who over-perform or underperform in relation to size. These include small growers, wholesalers, retailers, medium-sized manufacturers and wholesalers, micro manufacturers and retailers. Specific reasons are provided for these sustainability performance differentials including the role of locality as well as the asset and resource intensity of some operations (e.g. manufacturing). Another key finding relates to small firms which are the top performers in terms of sustainability performance measures especially in the areas of flexibility and responsiveness. Members of this chain also underperform in the product conservation time measure, irrespective of size, and we highlight the urgent need for this to be addressed. Findings of this paper will prove useful for food SMEs and policymakers planning to introduce specific sustainability incentives related to firm size and to the food chain