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.

Type footer information here Type header information here Biographical Details (if applicable): [Author 1 bio] Heather joined Cranfield School of Management faculty in 2004 following the completion of her Doctorate at Cranfield University addressing the application of the form postponement strategy in the manufacturing industry. As a Senior Research Fellow she now manages the Agile Supply Chain Research Club and works on a wide variety of research projects in the Supply Chain Research Centre. Her particular areas of interest include: form postponement and mass customisation; segmented (or customer responsive) supply chain strategy; outsourcing of logistics and procurement in the NHS; development of buyer-supplier partnerships. While primarily a researcher, Heather leads a module, and delivers lectures, on supply chain core concepts and strategy on the MSc in Logistics and Supply Chain Management and is the author of the Logistics and Management Strategy text book (5 th edition). She also delivers lectures on case study research methodology to the Doctoral Research Programme. Prior to her academic career Heather worked in industry for a number of years including as an internal operations consultant for BICC. [Author 2 bio] Jan joined WMG in October 2013 from her prior position of Reader at Cranfield University School of Management. Jan's career has been split between both industry and academia. She joined the faculty of Cranfield in 2001, following the completion of her Executive MBA there. She also completed her PhD at Cranfield, researching the development of a customer responsive supply chain. Prior to her return to academia, Jan developed a successful career within industry, beginning at ICI/Zeneca Pharmaceuticals. Following this, she worked up to senior management level at Dyson, in both Supply Chain and Operations Management functions. At Dyson, she undertook a number of operational and process improvement roles within R&D, customer logistics, purchasing and manufacturing. Jan is a Chartered Engineer and Member of the IMechE. She is on the board and scientific committee of EurOMA (European Operations Management Association), the cabinet of the UK roundtable of CSCMP (Council of Supply Chain Management Professionals) and a member of the IMechE Manufacturing Industries Division (MID) board. She is on the editorial board of three journals, including the International Journal of Operations and Production Management, and she is an advocate for improving the uptake of STEM (science, technology, engineering and maths) subjects by school children.

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

This PhD thesis extends the existing knowledge on resilience in the context of supply chain, specifically by: (1) disentangling resilience, leanness and agility and (2) investigating how resilience along with leanness and agility affects operational performance outcomes. At the first phase, a literature review of practices underlying Lean, Agile and Resilient (LAR) was done, classifying them to the areas of overlap and non-overlap between LAR as regards the practices. Of the many practices identified for each of LAR, there are some that underlie just one of these three while others underlie two of them and even all three. To establish the practitioner

This paper recommends a stepwise method, named sustainable-setup-stream-mapping (3SM), to improve manufacturing setup time and its sustainability impacts. The recommended method is developed based on an extensive literature review, in-depth explorative research in discrete manufacturing, and lean manufacturing tools: value stream mapping (VSM) and Single-Minute Exchange of Die (SMED). 3SM uses VSM in a novel way to break down setup operations, and employs SMED techniques to improve them. 3SM also recommends a list of criteria, for environmental, social, and economic pillars of sustainability, to assess the setup impacts against them within the setup workstation and in its relevant processes. This research implements 3SM in a real-life case, where the outcomes prove the practicality of 3SM and its improvements in setup times and sustainability criteria.Given the lack of well-established methods to analyze sustainability in setup improvement, this research enhances the existing ideas around sustainable manufacturing to a more specific level, showing what/how sustainability criteria are influenced by setup activities/tasks at setup work station and factory-wide levels. This paper also expands the scope of SMED to sustainability improvement. The extended view of 3SM to setup and sustainability criteria, and its visualanalytical approach help managers to improve their operations more holistically.