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This paper aims to identify and assess global risks in the supply chain performance.

First, global risks are identified and classified according to three criteria: content, probability and context. A set of supply chain performance indicators are then defined by the theory of resource-based view and balanced scorecard. Structural equation modeling is adopted to access risks in the global supply chain.

This article contributes to the supply chain risk management literature by providing a detailed operationalization of global supply chain risk constructs, e.g. natural disasters, war and terrorism, fire accidents, economic and political instability, social and cultural grievances, decease. Empirical results reveal that the supply chain is predominantly regarded as being vulnerable as the proposed model of risks can explain up to 12.6% variance of supplier performance, 25.2% innovation and learning, 23% internal business, 40.6% customer service and 32.4% finance.

These risks are relevant contextual variables in strategic supply chain decisions. Supply chain managers should keep in mind acceptable cost/benefit tradeoffs in their firms' mitigation efforts associated with major contingency risks. This research advocates the allocation of scarce resources to adopt the supply chain strategies of avoidance, speculative and postponement.

The application of the strategic content/process/context to explain global supply chain performance is an interesting approach. Moreover, globalization trends and the COVID-19 perspectives are considered to be the main reasons for increasing such complex factors. Data on validating research models collected during the COVID-19 pandemic reflect the topicality of this study.

The purpose of this paper is to present a conceptual framework for performance measurement (PM) for the integration of supply chain management (SCM) and quality management (QM).

A systematic literature review on SCM and QM was conducted to develop key performance measures related to six areas of integration between QM and SCM: leadership; continuous improvement and innovation; sustainability performance; stakeholders; information system; and management and strategic planning.

Supported by the literature concerning to supply chain quality management (SCQM) integration, a set of nine propositions about performance measures, that contribute to the integration of SCQM, were developed.

This study contributes to QM practices within a supply chain environment from an integrated perspective. Additionally, the propositions have significant implications from both managerial and theoretical perspectives. This study also extends the concept of supply chain quality integration by focusing on key aspects of PM that may help to improve the overall performance of the supply chain.

This research aims to specialise in the investigation of risk management for service-oriented manufacturing supply chains via two stages, highlighting its differences from manufacturing. The research article is commenced by executing an encyclopedic review of earlier research to ascertain the distinctive traits of service-oriented manufacturing supply chains and identify prevalent risks. Secondly, an empirical study in the construction field, amongst the industry hardest struck in the mist of the COVID-19 epidemic, is conducted to thoroughly inspect the resonant effect of these risks on service-oriented manufacturing supply chain performance.

In this study, to validate the resonant effect mechanism, a thorough assessment is undertaken by juxtaposing theoretical model to a newly constructed comparative model that encompasses the single effects of risks on supply chain performance.

63% variance of service-oriented manufacturing supply chain performance was showcased by the resonant effect model, compared with 46.3% in the comparative model. Moreover, each risk exerts a more glaringly significant impact on supply chain performance, asserting the mechanism of the resonant influence. Another noteworthy result involves the demand risk possessing a low effect on supply chain performance, thus emphasising the superiority of service-oriented manufacturing supply chains.

Future research endeavours should hinge on the optimal “resonant” model explosion, thereby foreseeing and alleviating worst-case scenarios to guarantee the robustness and resilience of supply chain networks.

Indubitably, reducing the intensity of the resonant effect revolves around lowering the coefficient of “a,” thereby restricting/eliminating the link among risks. Therefore, the suggested resonant impact model might thus serve as “a road map”. In light of the aforementioned considerations, it is advisable that supply chain executives employ supply chain management tactics namely avoidance, prediction, and postponement, but only after meticulous consideration the costs and benefits of adopting such strategies.

The service-oriented manufacturing supply chain features and advantages have been analysed and explained throughout the article. The data gathered during the COVID-19 pandemic is a captivating and topical point of this paper.

This article aims to examine the simultaneous effect of risks on physical and intangible dimensions of supply chain performance under the globalization and Covid-19 perspectives.

The manipulation of literature reviews together with the combination of Q-sort and empirical data in the construction industry to identify and assess risks and supply chain performance, is a novel approach in the supply chain risk management area. The analysis of Structural Equation Modeling that is able to calculate the simultaneous impact of various risks on supply chain performance, is used to validate this relationship.

Global supply chains are currently facing interruptions caused by several sources of inherent uncertainties, e.g. natural disasters, war and terrorism, external legal issues, economic and political instability, social and cultural grievances, and diseases. The weaknesses of the current global supply chain have been revealed, resulting in delays, supply unfulfillment, labor shortages and demand fluctuation. These supply chain risks have a great on supply chain performance indicators, and the magnitude of their impact tends to increasingly impact in the context of globalization and the Covid-19 pandemic. Findings showed that the proposed risk models can be explained with Variance of supplier performance (25.5%), Innovation and learning (21.2%), Internal business (61.9%), Customer service (39.4%) and Finance (39.7%).

Supply chain managers should keep in mind acceptable cost/benefit trade-offs in corporate risk mitigation efforts associated with major contingency risks. In doing so, the proposed hypothesized model can be “a road map” to achieve this purpose. Our research favors the adoption of supply chain management strategies, e.g. postponement, speculation and avoidance.

The trend toward globalization and the emergence of the Covid-19 pandemic increasing supply chain complexity are regarded as key drivers of supply chain risk and therefore enhance vulnerability to supply chain.

The purpose of this paper is to dissect the diffusion of the number of organizations that implemented multiple management systems (MSs), considering the International Organization for Standardization (ISO) 9001, ISO 14001 and OHSAS 18001 standards (quality, environment and safety) in the South European countries: Italy, Portugal and Spain. In addition, based on the data collected, forecasting models were developed to assess at which extent the multiple certifications are expected to occur in each studied country.

Data concerning the evolution of the amount of multiple MSs in Italy, Portugal and Spain were collected for the period between 1999 and 2015. The behavior of the evolution of the number of MSs over the years was studied adopting both the Gompertz and the Logistic models. The results obtained with these two models were compared and analyzed to provide a forecast for the next years.

The diffusion throughout the years of the number of MSs presents an S-shaped behavior. The evolution of the amount of MSs in countries with a lower saturation level are properly fitted by the Gompertz model whereas the Logistic model fits more accurately when considering countries with a larger saturation level.

The data related to the early years are not available in some of the countries. To overcome this shortcoming missing data were extrapolated from the data set provided by the annual ISO survey. Additionally, the integration level attained by each company was not assessed and, on this regard and in the scope of this paper, an integrated management system is understood as implemented when organizations have multiple MSs implemented.

The results provide a cross-sectional portrayal of the diffusion of MSs certifications in the South European countries and enable a forecast for the trend in the next years.

This study aims for the first time, to the best of the authors’ knowledge, to analyze the diffusion of multiple MSs throughout the years.

The purpose of this paper is to report the results from a survey carried out among Portuguese companies with their management systems (MSs) certified according to, at least two of the following standards: ISO 9001, ISO 14001 and OHSAS 18001. In addition, the results from a second survey conducted amid a group of experts that pointed out several aspects that impact on the integration level will be dissected.

The phenomenon of MSs integration is hardly transferable to a contained environment so some of the common research methods traditionally adopted include case studies, surveys, interviews and observation in situ. The findings from two surveys online among Portuguese companies and Portuguese experts are reported in the current paper.

The results suggest that a set of common characteristics is present on the majority of the surveyed companies. On first hand, there is evidence of an effective integration of the policies and the existence of an integrated system manager on the organizational structure of the companies. On the other hand, results suggest that training was provided to top management concerning integration issues, an integrating concept was taken into account during the implementation process and tools, and methods and objectives of the subsystems are aligned.

This paper addresses the issues raised in the mainstream scientific bibliography through the collection of information amidst Portuguese companies. At this stage, it is not possible to infer at which extent the conclusions may be transferable to other geographic contexts. The small number of companies that completed the survey precludes the statistical generalization of the findings but the analytical generalization is not impaired.

The authors believe that the conclusions of this paper may aid both practioneers and scholars in the understanding of a complex but manageable organizational phenomenon. In addition, through the contents of this paper companies may collect information regarding the pertinent issues to address when developing their IMSs.

This paper aims to present and discuss an innovative maturity model (MM) to assess supply chain quality management (SCQM). The SCQM MM can be used to guide organizations in the development and improvement of quality in their supply chains (SCs). Additionally, this paper intends to better understand that integration and its impacts on organizational performance.

The proposed MM was developed based on an exhaustive literature review of the most relevant MMs developed in the areas of quality management, supply chain management and other relevant domains.

The proposed MM consists of a matrix with 100 criteria organized in five organizational dimensions and five maturity levels, embracing the most relevant SC issues and describing a progressive path towards a state of full maturity.

It is an innovative tool useful for both academic experts and practitioners to integrate quality management across the SC, thus promoting and improving organizational performance from an integrated and sustainable perspective.

The changes brought forth by the Digital Transformation have an impact on the way we think, assess and manage Quality. While the concept of Quality 4.0 has resulted from these changes, there is still limited understanding and unclear definitions in this new era of Quality Management.

There is a clear opportunity to review and analyze the state-of-the-art of Quality 4.0, its main research efforts, topics and directions. To do so, a bibliometric analysis and descriptive/mapping literature review were performed.

There is a clear focus on the implications of technology for Quality, but other relevant topics include business management and strategy models and systems, as well as human or soft factors. Results reveal an increasing interest in Quality 4.0 as well as a link between topics.

Together with the review, analysis and digest of the literature, we offer our own contribution to a commonly accepted definition Quality 4.0.