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The purpose of this paper is to report on experiences from BAT's major supply chain reconfiguration program; it details practices, lessons learnt and do's and do nots. There is little research that reports on how to manage major supply chain reconfiguration programs, despite the fact that it is widely acknowledged that this can be challenging.

This paper reports insights from industry, directly captured from the responsible managers in workshops and through co‐author involvement.

Seven key lessons are shared, including how to use S&OP, measurement and other specific change management tactics and practices.

The findings reported in this paper are “straight from the horses mouth” and are very much informed by all the experience developed inside BAT. Coupled with the focus on overall lessons, the findings will be useful for many other supply chain executives engaged in major reconfigurations.

This paper provieds an insight into a major supply chain design project in BAT over a six year period. This included access to senior decision makers and those actually running the change program. Case studies of this scale, scope and longitude are a rarity in supply chain strategy.

Many supply chain reconfiguration programs are launched each year. Despite a wealth of knowledge existing in the general management domain, there has been little work within the supply chain management domain on change. That which does exist deals with change to a technical – as opposed to non‐technical – system. This leaves out many of the social and behavioral aspects of change. This paper aims to address this gap.

The paper synthesized the general management and supply chain literature on change to create a framework to explore change within three supply chains. A multiple case study approach was adopted for the research. Longitudinal and quasi‐longitudinal data were gathered and template analysis utilized to explore the cases contexts and the design choices they made in each of the change programmes.

In all three cases, the change is non‐linear and required re‐planning and learning throughout the change effort to build the capacity and capability for change. In all three cases, the success of the change is facilitated through the use of cross‐functional teams.

Change leaders were involved in the research through co‐authorship and a unique set of cross‐case lessons learned were generated. The framework used in the analysis incorporates considerations previously ignored in the supply chain literature, including the non‐linear, non‐processual nature of change.

The purpose of this paper is to identify the reported indicators in corporate sustainability reports, other documents and the web sites of 14 apparel brands belonging to the Sustainable Apparel Coalition (SAC).

A content analysis of the corporate sustainability reports, other documents and web sites of the 14 SAC apparel brands was conducted to identify indicators related to sustainability. Qualitative and quantitative data were collected on all reported sustainability initiatives, actions, and indicators. A normative business model was developed for the categorization of the indicators and a cross-case analysis of the apparel brand’s sustainability reporting was conducted.

In total, 87 reported corporate sustainability indicators were identified. The study finds that there is a lack of consistency among them. The majority of the indicators dealt with performance in supply-chain sustainability while the least frequently reported indicators addressed business innovation and consumer engagement.

This paper provides one of the first in-depth reviews of the indicators reported by apparel brands within their web sites and other forms of corporate sustainability reporting.

This paper explores an opportunity for luxury fashion brands to strengthen their engagement with consumers through the arts and without undermining the exclusivity of the luxury product.

This paper is based on an interpretive qualitative approach aiming to specifically investigate Fondazione Prada – a contemporary art gallery owned and managed by the fashion brand Prada. Data were collected through semi-structured interviews and a focus group implemented with the “mystery shopper” technique. Template analysis was used to analyse the data.

Fondazione Prada has the potential for a deep engagement, but specific lack of dialogue and interaction needs to be addressed. Learning from and sharing values with the public through a two-way peer conversation elicited by contemporary art will benefit both the foundation and the fashion brand, in generating value as the result of a spillover effect. Thus, a significant competitive advantage might be gained.

This paper extends work on consumer brand engagement in physical and non-commercial “brand's places”, by evaluating the engagement provided by contemporary art foundations owned by luxury fashion brands. By leveraging the engaging nature of contemporary art, luxury fashion brands could provide an inclusive and engaging experience without undermining the characteristic of exclusivity of the luxury product and hence, gain a significant competitive advantage for the brand.

The purpose of this paper is to develop a better understanding of the expansion and development strategies used by retailers based in the UK for creating sustained competitive advantage in online grocery retailing.

The objectives of this research were addressed by using a qualitative research strategy consisting of two specific methods of data collection: primary and secondary data collection.

The study suggests that retailers have tended to follow an incremental approach towards the development and expansion of their online service provision. This route to expansion involves the trialling of new ideas, keeping close watch on the competition while endeavouring to introduce innovative new services to capture consumer interest and deliver customer benefits.

The major limitation associated with this study is with respect to its heavy reliance on secondary sources. Consequently, assumptions have had to be made about the retailers' strategic thinking, as we were not able to secure any first hand accounts. However, in terms of the research implications, this study has both demonstrated the value of secondary data sources, and highlighted the benefits of adopting a resource‐based analysis.

The findings highlight the importance of viewing an organisation's web‐based IT resources, as being only one element of its e‐commerce strategy.

This study makes a major contribution in two ways. First, it has mapped out the strategic pathways followed by the UK's five leading grocery retailers, in terms of their adoption of e‐commerce during the first complete decade of online retailing. Second, the paper has demonstrated how the resource‐based theory provides a very useful lens through which these pathways can be viewed and ultimately explained.