Purpose: Supply chain integration (SCI) is key to implementing omni-channel retailing (OCR) strategy. In this paper, the authors explore the role of digitalization as a driver of SCI, as well the role of human capital (HC) in digitalization, using a knowledge management (KM) perspective.Design/methodology/approach: An empirical study was conducted using survey research. A sample of 188 omni-channel retailers in the Chinese market was analyzed using factor analysis and structured equation modeling (SEM) to examine the hypotheses presented in the conceptual model.Findings: This study reveals that HC is positively related to the level of a firm's digitalization in OCR, and that digitalization is positively related to the retailer's SCI. Moreover, the authors found that employees' capital has a greater impact on digitalization than managers' capital, while digitalization has a stronger driving effect on internal and customer integration.Research limitations/implications: The findings suggest that although digitalization requires retailers to accept the long-term investment challenges, it has a significant positive effect on the key of OCR strategy implementation, i.e. SCI. The findings also provide evidence for the application of KM in OCR, as this theoretical lens enriches our understanding of the phenomena of SCI in OCR and provides explanation to our results by linking digitalization and HC.Originality/value: Digitalization is quantified and examined in OCR. Moreover, this study reveals the importance of HC on the implementation of digitalization and the different effects of digitalization on each dimension of SCI.

The omni-channel (OC) approach improves efficiency under normal conditions and fosters resilience when a crisis hits, e.g. COVID-19. We adopt the sequential mixed methods research to conduct a two-stage investigation to explore how OC retailers achieve supply chain resilience (SCR). In stage 1, three key capabilities of OC retailers to foster SCR are identified qualitatively, i.e. collaboration, flexibility, and redundancy, as well as the conceptual model is developed based on the dynamic capabilities view. In stage 2, the roles of key capabilities in fostering SCR in three phases, i.e. preparedness, responsiveness, and recovery, is quantitatively examined, by using partial least squares structural equation modelling to test the hypotheses based on a sample of 225 Chinese OC retailers. The findings indicate that flexibility and redundancy are more significant for responsiveness, whilst collaboration is more crucial for recovery, offering valuable insights for supporting retailers in OC transformation and in setting a capabilities portfolio to withstand supply chain disruptions.

Purpose: In the face of frequent supply chain disruptions, this study aims to identify the relationships between human capital (HC), digital supply chain practice (DSCP) and supply chain robustness and resilience (i.e. SCRO and SCRE).Design/methodology/approach: To examine the proposed conceptual model based on the resource-based view and organizational information processing theory, an empirical study was conducted using a sample of Chinese manufacturers. Hierarchical regression is applied to understand the direct effect, mediating effect and moderating effect among HC, DSCP, SCRO, SCRE and digital culture.Findings: The results reveal that HC positively influences digital maturity and supply chain resilience. DSCP positively affects both SCRO and SCRE. However, HC does not significantly influence the adoption of digital tools, and only employees’ capital has a positive relationship with SCRO. In addition, the moderating effect of digital culture on the relationship between HC and DSCP was examined.Originality/value: As an early exploration of the relationships among HC, DSCP, SCRO and SCRE, this study enriches the literature by offering new insights and responding to the call for more empirical research and theoretical application. It emphasizes the importance of HC and DSCP as strategic resources and highlights the need for a digital culture to implement DSCP.

In the food manufacturing industry, which is critical to national economies, there is a growing imperative to meet heightened safety, quality, and environmental standards, particularly in the face of supply chain disruptions. This study addresses the gap in literature by integrating sustainable and resilient supply chain theories with risk management and low-carbon principles into a supplier selection framework. Utilizing the Delphi method, fuzzy analytic hierarchy process (FAHP), and fuzzy multi-objective programming (FMOP), we develop a decision-making model specifically calibrated for the food sector. Initially, the study establishes a comprehensive criteria system encompassing quality, cost, delivery, low-carbon, and risk management through a literature review and expert consultation. Subsequently, FAHP is employed to determine the relative importance of each criterion in supplier selection. Furthermore, FMOP is utilized to develop a decision-making model for optimizing supplier selection and order allocation. Validated through a numerical study based on a Chinese food manufacturer, the framework presents a practical tool for food manufacturers, ensuring supply chain stability while aligning with sustainability objectives. This research refines decision making and strengthens the competitive stance of food manufacturers, significantly propelling the industry’s green transformation.