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PurposeFrom a synthesis of empirical findings and literature, the aim of this paper is to present a conceptual framework for managing retail reverse logistics operations. The framework is designed to assist both practitioners and academics in better understanding the key management aspects involved. The paper also identifies some future research directions that are derived from this conceptual framework.Design/methodology/approachThe study was exploratory and motivated by a grounded theory approach aimed at providing a conceptual framework for managing retail reverse logistics.FindingsRetail reverse logistics operations are multi‐faceted and need to be managed as an integrated supply chain activity. Three overarching management dimensions are proposed; operational performance, organisational integration and management reporting and control.Research limitations/implicationsThis is an inductive piece of research and it is important to recognise that only analytical generalisation is claimed rather than any statistical generalisation. Also, the study was undertaken in the context of the UK retail sector and therefore further comparative work could be undertaken in different international contexts.Practical implicationsThe adoption of the framework will have impact on practitioners by assisting them in reducing the volumes of products being returned, lower their reverse logistics operational costs and increase their product asset recovery values.Originality/valueAlthough there is a growing body of literature relating to retail reverse logistics it is fragmented by multiple perspectives. There is little in terms of frameworks that embody the management aspects involved. Having reviewed the literature the authors' empirical results show that, in some areas, practice leads theory and therefore the findings will add to academic discourse.

Purpose– The purpose of this paper is to empirically explore supply chain integration (SCI) enabling practices, their benefits and barriers in a retail product returns process context.Design/methodology/approach– The study adopts a case study research strategy. It draws on a single case, comprised of an original equipment manufacturer (OEM) and its two retailers. It utilizes an in-depth semi structured interviewing approach, combined with walk-through observations.Findings– The study finds that management of retail product returns can significantly benefit both an OEM and its customers when appropriate SCI enabling practices are deployed. While these practices are similar to those in forward supply chain processes, barriers are driven by the characteristics of product returns processes.Research limitations/implications– The limitations of this study stem primarily from its methodological design. A single case research strategy provides a limited opportunity for external generalization of the research findings.Practical implications– This study illustrates the value of SCI initiatives in product returns processes and informs managers ' decision making in the planning and execution of similar SCI implementations in product returns processes.Originality/value– This research claims to be one of the first works that systematically and empirically explores SCI in reverse supply chain processes, as opposed to forward supply chain processes.

Purpose
– With the rapid growth of consumer sales being fulfilled through omni-channel retailing, the purpose of this paper is to explore the subsequent impact on the levels of consumer retail returns experienced through online sales and the emergent returns management strategies being affected by retailers in relation to network configuration and returns management processes.


Design/methodology/approach
– The authors uses a mixed methods approach from an interpretive perspective. It is appropriate to describe the approach in terms of convergent design, since the authors have collected both qualitative and quantitative data.


Findings
– Return rates for online retailing can be double those for stores, while return levels for "considered purchases" remain similar. The findings suggest that omni-channel returns management has yet to fully mature and the authors find challenges for network design and returns processes in offering a seamless solution.


Research limitations/implications
– For practitioners the authors identify a number of challenges and offer insights to improve performance in returns management process, while for academic colleagues the authors propose a number of avenues for further research both in the qualitative and quantitative fields.


Originality/value
– While a significant body of extant literature exists, in researching the generalized retail returns management process this paper make a contribution by addressing the emergent managerial implications of omni-channel retail returns.