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As China’s e-commerce and cross-border e-commerce rapidly develop, the cross-border e-commerce supply chain exhibits characteristics of globalized development scale, collaborative multiparty participation, streamlined management processes, digitalized production and trade and flexible strategic choices. It tends toward data-driven intelligence, interoperable information collaboration, personalized order responses, sustainable supply chain management and secure blockchain technology. These characteristics and trends provide critical references for businesses, governments and investors.

In response to issues such as inconsistent legal regulations, imbalanced logistics and transportation, imperfect payment settlements and opaque supply chains.

It is recommended to take measures to strengthen cooperation and communication, optimize logistics, reduce customs clearance difficulties, reinforce safeguard measures and promote sustainable development, collectively fostering the healthy growth of cross-border e-commerce.

With the rapid development of cross-border e-commerce, green and low-carbon initiatives have become a significant trend in this sector. The cross-border e-commerce supply chain refers to the mechanism that reduces environmental impacts and enhances resource efficiency from manufacturers to consumers. It primarily involves manufacturers, e-commerce platforms, logistics companies and payment and settlement processes. The cross-border e-commerce supply chain is gradually becoming a highlight in China’s foreign trade, supporting the concept of “buying globally and selling globally” and connecting the “world’s factory” with the “world’s market.”

The management of international supply chains may significantly contribute to the successful outcome of exports. The purpose of this paper is to investigate the level of supply chain collaboration in an uncertain cross‐border context, and whether it improves supply chain performance. The moderating role of export experience and intensity to the collaboration‐performance relationship is also investigated.

The paper draws on a survey of Finnish industrial companies with Russian exports. Correlation and regression analysis is used in investigating causal relationships.

The results weakly support the hypothesised positive relationships of collaboration and performance in the chosen cross‐border context. It seems that experience in cross‐border supply chain operations does not guarantee success in supply chain management. However, those companies with large export volumes, implying frequency and leveraged resources in operations, seemed to be better able to collaborate for successful outcomes.

The research is limited to supplier‐customer dyads, and the suppliers' perceptions. The findings are confined to the specific context of the Finnish‐Russian cross‐border trade.

Despite the generally bleak picture of cross‐border supply chain collaboration, interesting insight was generated concerning which areas of collaboration may be the most effective. Supply chain design is one of the areas where companies should clearly collaborate; joint‐planning should therefore include facility location, mode of transport, carrier selection, and general flow management related decisions.

Although the relationship of supply chain collaboration and performance has been established in the literature, the paper contributes to knowledge by exploring the cross‐border context, with international business environment and high level of supply chain uncertainty.

This study aims to examine the effect of Industry 4.0 technology on resilience in established cross-border supply chain(s) (SC).

A literature review provides insight into the resilience capabilities of cross-border SC. The research uses a case study of operational international SC: the producers, importers, logistics companies and UK Government (UKG) departments. Semi-structured interviews determine the resilience capabilities and approaches of participants within cross-border SC and how implementing an Industry 4.0 Internet of Things (IoT) and capitals Distributed Ledger (blockchain) based technology platform changes SC resilience capabilities and approaches.

A blockchain-based platform introduces common assured data, reducing data duplication. When combined with IoT technology, the platform improves end-to-end SC visibility and information sharing. Industry 4.0 technology builds collaboration, trust, improved agility, adaptability and integration. It enables common resilience capabilities and approaches that reduce the de-coupling between government agencies and participants of cross-border SC.

The case study presents challenges specific to UKG’s customs border operations; research needs to be repeated in different contexts to confirm findings are generalisable.

Operational SC and UKG customs and excise departments must align their resilience strategies to gain full advantage of Industry 4.0 technologies.

Case study research shows how Industry 4.0 technology reduces the de-coupling between the SC and UKG, enhancing common resilience capabilities within established cross-border operations. Improved information sharing and SC visibility provided by IoT and blockchain technologies support the development of resilience in established cross-border SC and enhance interactions with UKG at the customs border.

This study aims to report on the current issues facing the maquiladora industry in Mexico and the cross‐border supply chain and to present suggestions for improving the situation in the future.

Phenomenological interviews were conducted with managers overseeing various aspects of the cross‐border supply chain. The resulting data were analyzed using a grounded theory methodology to uncover theoretical linkages.

The results of this study show that maquiladoras experience many of the same problems as other companies in terms of managing the cross‐border supply chain. Key factors such as distance, comparative advantage, and integration of the workforce cause problems everyday for the managers involved.

This was an exploratory investigation of the issues with a small number of informants and future research needs to be done to gain additional insights. As North American Free Trade Agreement enters its second decade, and the focus on global supply chain efficiency becomes primary for all manufacturers, solving the problems discussed in this paper becomes even more paramount.

In addition to low‐cost manufacturing, distance and integration are critical issues for companies to understand in their pursuit of a low‐cost strategy for competitive advantage.

The major contribution of this paper has been an improved understanding of the impediments to success in the Mexican maquiladoras. Many of the issues discussed in this paper would also apply to other global supply chains and numerous other countries.

The purpose of this paper is to provide a decision support system (DSS) to enhance the performance of cross‐border supply chain, the goal of which is to improve order planning and fulfill customer orders within the warehouse.

An intelligent DSS, namely order picking planning system (OPPS) with the adoption of case‐based reasoning, is proposed to support managers in making appropriate order fulfilling decisions when an order involves cross‐border activities. Similar cases in the past are retrieved and adapted in reference to the new order. A case study is then conducted to illustrate the feasibility and effectiveness of the system.

Recommendations are given to replace the objective decision‐making process in cross‐border supply chain with the help of the DSS. The warehouse order planning time has been reduced and useful information from past order records can be applied to solve new problems.

With the increasing demand for material sourcing across different places, cross‐border supply chain has raised the concern for manufacturers to seek lower material and rental costs. The focus on warehouse operations can increase efficiency in order delivery by considering cross‐border requirements.

This paper aims to systematically document drivers of change and the implications they will have on international supply chain management in the coming two decades.

This study was commissioned by the World Customs Organization (WCO) at the end of June 2006. Because of increased trade volumes, emerging complex supply networks and heightened security concerns, the WCO saw the need to assess future trends and drivers in supply chain management. The Delphi method was applied to identify a set of foreseeable drivers of change and to assess their predicted impact on global supply chain management in the coming ten to 20 years. Based on a literature review of 150 recent publications and interviews among 33 industry, academic and customs experts, a survey was designed and conducted to collect current and potential change drivers in global supply chains. These drivers were compiled and prioritized by an eclectic team of 12 specialists.

The main results of the study are strongly connected to strategic and operational supply chain planning for the next ten to 20 years. They are related to increased off‐shoring of operations through truly global manufacturing, characterized by its intercontinental supply of materials; increased product complexity with shorter product life cycles; increased importance of business‐to‐government networking for operational and security efficiency; introduction of new supply chain services integrating financial, physical and information flows leading to further consolidation in the logistics markets; and the overall increase in risks and vulnerabilities in international supply chains.

This paper provides a 360 degree view of the future of international supply chain management and the challenges companies will face to compete in the twenty‐first century business environment.

Based on the resource-based view and organizational capability theory, we examine the effect of information technology (IT) on company performance through supply chain integration (SCI) from the upstream and downstream perspective of the whole supply chain.

Based on data collected from 296 cross-border e-commerce (CBE) companies in China, we used structural equation modeling with LISREL to test the conceptual model.

The results show that supplier and customer IT significantly promote supplier and customer system and process integration. Supplier system and process integration enhance operational performance. Meanwhile, IT indirectly affects financial performance through operational performance. Customer system integration has positive effects on operational and financial performance, with an indirect effect on financial performance through operational performance. However, customer process integration only improves financial performance.

We only use cross-sectional data from Zhejiang province of China to investigate relationships of related constructs. Future studies can also use longitudinal data in combination with secondary data from other provinces, regions and countries.

The results provide important managerial insights for CBE companies to sustain their competitive advantages by improving their performances through IT and SCI practices throughout the upstream and downstream data-driven supply chain.

This study contributes to the IT and SCI literature by exploring the effectiveness of IT in improving SCI and company performance from the upstream and downstream perspective and the perspective of IT.

Servitization is a business transformation that increases service provision in manufacturers. This study aims to empirically examine how a manufacturer's global supply chain dependence and its power positions affect its servitization output.

This study employs secondary longitudinal datasets and econometric specifications to test the relationship between global supply chain dependence and servitization. It further examines the moderating roles of the firm's market power and the degree of being principal customers and principal suppliers. Heterogeneity analyses are performed to verify the robustness of the results.

The findings indicate that fewer global suppliers and more global customers contribute to a higher level of servitization. The negative effect of global supplier dependence is mitigated when manufacturers have less market power and are the principal customers for most of their suppliers. The positive effect of global customer dependence is stronger when manufacturers have less market power and their customers are less dependent on the manufacturers.

Data mixing manufacturing and service inputs and data on public US manufacturers may restrict the generalizability of the findings. Nonetheless, the study urges future research to focus more on other countries/markets.

This study encourages manufacturers who servitize their businesses to connect with more global customers and fewer global suppliers and manage powers among stakeholders. Other recommendations for policymakers and industry associations are also proposed.

This study is the first to explore the impacts of the global supply chain dependence on servitization. Multiple-level findings offer important implications for researchers and practitioners.

The recent interest in and increasing demand for healthy, social and environmentally sustainable products, particularly in developed countries, have fostered the presence of organic coffee supermarket shelves of such countries. Proposes two models of B2B relationships for the Brazilian supply of organic coffee to international markets, more specifically, The Netherlands. For this proposition, compares two possible organizations of the supply chain wherein B2B relationships are based not only on contracts but more importantly on the informal safeguards of mutual trust, long‐term orientation and joint actions. For the two proposed chains, a cross‐border integrator is included to support the coordination of the business relationship. Emphasis is placed on coordination to increase overall efficiency of the supply chain through reduction of internal and transaction costs.

The purpose of this paper is to enhance the understanding about how energy supply chains work to build resilience against exogenous security threats and thereafter what support mechanisms should be introduced or improved by the European Union.

Five case studies and data collection from multiple sources is used to understand what exogenous security threats could lead to the disruption of oil and gas flows to Europe, how energy companies, from a supply chain perspective, are working to manage these threats and finally, how the EU may coordinate the security of the energy sector in collaboration with supply chain companies.

Results show that today, oil and gas supply chains have in place a good combination of disruption strategies, including portfolio diversification, flexible contracts, transport capacity planning and safety stocks. The most relevant security threats the companies fear, include hijacking of vessels (sea piracy), but also terrorism, and wars. Finally, the study highlights that the European Union has built a comprehensive portfolio of strategies to deal with scarcity of oil and gas resources. However, these approaches are not often synchronized with supply chain strategies.

The paper provides guidance for supply chain managers dealing with critical suppliers located in conflict environments. The paper recommends that supply chain managers fine tune their strategies in coordination with governmental actions in foreign politics, dependence reduction and crisis management. This may be achieved by closer communication with governments and potentially through the creation of a pan-European sector alliance.

Previous research discusses the topic of supply chain resilience and supply chain risk management. However, none of these studies report on exogenous security threats and disruption strategies of oil and gas supply chains. At the same time, previous research lacks detailed studies describing the interaction between governments and energy supply chains.