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This inductive research provides a deeper understanding of the digital transformation of retail supply chains and its underlying impact on supply chain strategy and operational structure. In this context, we develop a conceptual framework of digital retail supply chains to identify the key elements and their interactions. We offer a theoretically derived explanation of the ecosystem characterization of digital supply chains and show how retail supply chains fit this characterization. The supply chain ecosystem provides retail firms a way to strategize an organizational outlook that enables digitization of conventional supply chain processes. We find that emerging digital supply chains harness corporate digital awareness to operate within an ecosystem that iteratively guides the digital transformation process. The subsequent analysis highlights a digital transformation process that incorporates real‐time reporting, speed of discovery/action, visibility across the enterprise, and flexibility to react to environmental changes. Consequently, these contributing elements enable executional flexibility that is the hallmark of digital supply chains. We conclude by theorizing relevant research propositions that describe relational connections among the constituent elements of the digital supply chain framework and offer avenues for future research. [ABSTRACT FROM AUTHOR]

This inductive research provides a deeper understanding of the digital transformation of retail supply chains and its underlying impact on supply chain strategy and operational structure. In this context, we develop a conceptual framework of digital retail supply chains to identify the key elements and their interactions. We offer a theoretically derived explanation of the ecosystem characterization of digital supply chains and show how retail supply chains fit this characterization. The supply chain ecosystem provides retail firms a way to strategize an organizational outlook that enables digitization of conventional supply chain processes. We find that emerging digital supply chains harness corporate digital awareness to operate within an ecosystem that iteratively guides the digital transformation process. The subsequent analysis highlights a digital transformation process that incorporates real‐time reporting, speed of discovery/action, visibility across the enterprise, and flexibility to react to environmental changes. Consequently, these contributing elements enable executional flexibility that is the hallmark of digital supply chains. We conclude by theorizing relevant research propositions that describe relational connections among the constituent elements of the digital supply chain framework and offer avenues for future research. [ABSTRACT FROM AUTHOR]

Purpose: The purpose of this research is to provide a theoretical explanation of the strategic and structural changes occurring in US omnichannel retail supply chains. Using longitudinal data, the research documents transitions in retailers' supply chain strategies, specifically related to the order fulfillment process. It further offers explanation for how and why these transitions occurred. Design/methodology/approach: This research uses a process theory lens to explain the business model transformation of the omnichannel order fulfillment process. Using a case study approach, a longitudinal multicase study was conducted with six large US retailers over a span of 10 years. Within-case and cross-case analysis identifies the sequence and rationale of different strategic and structural shifts in retailers' omnichannel order fulfillment strategy. Findings: The within- and cross-case analyses offer insight into how the transitions occur, at what rate they occur across several different retailers, and why the rate can differ across the stages of omnichannel transition among retailers. The research documents that retailers took varied approaches to strategically develop and structurally change their order fulfillment processes in their transition to omnichannel retail. The findings reveal that these approaches are dependent on retailers' store-based logistics capabilities and specific supply chain arrangements within their retail segment. Research limitations/implications: The longitudinal and theoretically driven approach provides researchers a better understanding of the business model transformation in US retail omnichannel operations. This approach builds theoretical context around why and how strategic and structural changes in omnichannel fulfillment occurred over time. It also explains the underlying omnichannel phenomenon more accurately than research focused on discrete changes at a single point in time. Practical implications: The findings and managerial insights can assist practitioners in understanding how environmental changes have led to strategic and structural shifts across different stages of omnichannel fulfillment evolution. These insights also provide guidance to retailers that are currently in early stages of developing their omnichannel fulfillment strategy. Originality/value: Logistics and fulfillment operations of retailers have changed dramatically over the last 10–15 years. The authors apply a process theory lens to explain how and why retailers have integrated their channels to achieve omnichannel success at the store level. [ABSTRACT FROM AUTHOR]