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This study focuses to develop a common humanitarian supply chain process model (HSCPM) that enables effective enterprise resource planning (ERP) systems for NGOs, and the study also investigates the role of modularity as a dynamic capability that supports creating such model.

A multifocus group study was performed as part of a larger project, the Frontline Humanitarian Logistics Initiative, aiming to establish a common data model that would serve as the backbone of humanitarian ERP systems. Fourteen international humanitarian organizations (IHOs) participated in the process, reaching a consensus on the structure of the process model.

An HSCPM was proposed based on the consensus reached across IHOs. Four degrees of customization differentiating between “generic,” “tailored,” “specific,” and “unique” processes are presented and discussed.

The findings show modularity applied to process as a mean to create dynamic efficiencies and position the modular process model within the dynamic capabilities framework, supporting supply chain responsiveness and expanding the literature on supply chain management (SCM), dynamic capabilities, and humanitarian logistics.

This research proposes a consensus-based data model, facilitating the advancement of ERP systems in the humanitarian context and lays a foundation for interoperability among ERP systems across diverse IHOs.

First attempt to elucidate the specific characteristics and unique processes defining an HSCPM, this study reached an unprecedented consensus for the humanitarian sector, setting the base toward an industry standard.

The existing literature has been mainly focused on local problems but without an overall framework for studying the top-level planning of intelligent construction from a systematic perspective. The purpose of this paper is to fill this gap.

This research adopts a deductive research approach.

This research proposes a reference architecture and related business scenario framework for intelligent construction based on the existing theory and industrial practice.

The main contribution of this research is to provide a useful reference to the Chinese government and industry for formulating digital transformation strategies, as well as suggests meaningful future research directions in the construction industry.

The application of lean and quality improvement methods is very common in process improvement projects at organisational levels. The purpose of this research is to assess the adoption of Lean Six Sigma™ approaches for addressing a complex process-related issue in the coal industry.

The sticky coal problem was investigated from the perspective of process-related issues. Issues were addressed using a blended Lean value stream of supply chain interfaces and waste minimisation through the Six Sigma™ DMAIC problem-solving approach, taking into consideration cross-organisational processes.

It was found that the tendency to “solve the problem” at the receiving location without communication to the upstream was, and is still, a common practice that led to the main problem of downstream issues. The application of DMAIC Six Sigma™ helped to address the broader problem. The overall operations were improved significantly, showing the reduction of sticky coal/wagon hang-up in the downstream coal handling terminal.

The Lean Six Sigma approaches were adopted using DMAIC across cross-organisational supply chain processes. However, blending Lean and Six Sigma methods needs to be empirically tested across other sectors.

The proposed methodology, using a framework of Lean Six Sigma approaches, could be used to guide practitioners in addressing similar complex and recurring issues in the manufacturing sector.

This research introduces a novel approach to process analysis, selection and contextualised improvement using a combination of Lean Six Sigma™ tools, techniques and methodologies sustained within a supply chain with certified ISO 9001 quality management systems.

This editorial for the 6th World Conference on Production and Operations Management (P&OM) 2022 Special Issue delves into the transformative role of advanced artificial intelligence (AI)-driven chatbots in reshaping operations, supply chain management and logistics (OSCM). It aligns with the conference’s theme of exploring the intersection between P&OM and strategy during the Technological Revolution.

Utilizing a conceptual approach, this paper introduces the “ERI Framework,” a tool designed to evaluate the impact of AI-driven chatbots in three critical operational dimensions: efficiency (E), responsiveness (R) and intelligence (I). This framework is grounded in disruptive debottlenecking theory and real-world applications, offering a novel structure for analysis.

The conceptual analysis suggests immediate benefits of chatbots in enhancing decision-making and resource allocation, thereby alleviating operational bottlenecks. However, it sees challenges such as workforce adaptation and potential impacts on creativity and sustainability.

The paper suggests that while chatbots present opportunities for optimizing operational processes, organizations must thoughtfully address the emerging challenges to maintain productivity and foster innovation. Strategic implementation and employee training are highlighted as key factors for successful integration.

Bridging the gap between the burgeoning proliferation of chatbots and their practical implications in OSCM, this paper offers a first perspective on the role of AI chatbots in modern business environments. By providing insights into both the benefits and challenges of chatbot integration, it offers a preliminary view essential for academics and practitioners in the digital age.

Multinational business deliver value via multiple sites with similar operational capacities. The age of the Fourth Industrial Revolution (4IR) delivers significant opportunities for the deployment of digital tools for business optimization. Therefore, this study aims to study the Industry 4.0 implementation for multinationals.

The key objective of this research is multi-site systems integration using a reproducible, modular and standardized “Cyber Physical System (CPS) as-a-Service”.

A best practice reference architecture is adopted to guide the design and delivery of a pioneering CPS multi-site deployment. The CPS deployed is a cloud-based platform adopted to enable all manufacturing areas within a multinational energy and petrochemical company. A methodology is developed to quantify the system environmental and sustainability benefits focusing on reduced carbon dioxide (CO₂) emissions and energy consumption. These results demonstrate the benefits of standardization, replication and digital enablement for multinational businesses.

The research illustrates the ability to design a single system, reproducible for multiple sites. This research also illustrates the beneficial impact of system reuse due to reduced environmental impact from lower CO₂ emissions and energy consumption. The paper assists organizations in deploying complex systems while addressing multinational systems implementation constraints and standardization.

To address the absence of Lean in transportation logistics in the digital era, this study aims to investigate the application of Lean transportation (LT) tools to reduce waste and facilitate the digital transformation of dedicated road transportation in the offshore industry.

The study adopts action research with a multimethod approach, including a scoping review, focus groups (FG) and participant observation. The research is conducted within the offshore supply chain of a major oil and gas company.

Implementing LT’s continuous improvement tools, particularly value stream mapping (VSM), reduces offshore transportation waste and provides empirical evidence about the intersection of Lean and digital technologies. Applying techniques drawn from organisational learning theory (OLT), stakeholders involved in VSM mapping and FGs engage in problem-solving and develop action plans, driving digital transformation. Waste reduction in loading and unloading stages leads to control actions, automation and process improvements, significantly reducing downtime. This results in an annual monetary gain of US$1.3m. The study also identifies waste related to human effort and underutilised digital resources.

This study contributes to theory and practice by using action research and LT techniques in a real intervention case. From the lens of OLT, it highlights the potential of LT tools for digital transformation and demonstrates the convergence of waste reduction through Lean and Industry 4.0 technologies in the offshore supply chain. Practical outputs, including a benchmarking questionnaire and a plan-do-check-act cycle, are provided for other companies in the same industry segment.

In a conventional sense, information technology has frequently been considered a source of Lean waste management. However, as the corporate world evolves, new models that provide a competitive edge by merging technical breakthroughs with the Lean paradigm must be developed. Enterprise resource planning (ERP), which is such technological advancement, is found to be highly influential for Lean implementation. However, there is a dearth of literature on the adaptability of ERP to minimise Lean waste in the construction industry. This paper, therefore, aims to investigate the possibility of applying ERP to minimise Lean waste in the construction industry.

The study used a qualitative approach, consisting of fifteen (15) expert interviews and code-based content analysis was used to analyse the empirical data.

The findings revealed the challenges faced when applying ERP with the Lean concept and the strategies that would help overcome the challenges. Most of the challenges could be overcome through training and awareness programmes and proper team management. The study also found that ERP could be applied with Lean to eliminate waste generation in the construction industry.

This paper contributes to the theory by providing an evaluation of the possibility of adopting ERP to eliminate Lean waste in the construction industry. The study will contribute to new knowledge related to strategies for proper use of ERP for Lean waste minimisation, which will be useful for future researchers in the area.

This study aims to answer the question: What dynamic capabilities do diverse humanitarian organizations have?

We examine this question through the lens of dynamic capabilities with sensing, seizing and reconfiguring capacities. The research team interviewed 15 individuals from 12 humanitarian organizations that had (a) different geographic scopes (global versus local) and (b) different missions (emergency response versus long-term development aid). We also gathered data from secondary sources, including standard operating procedures, company websites, and news databases (Factiva, Reuters and Bloomberg).

The findings identify the operational and dynamic capabilities of global and local humanitarian organizations while distinguishing between their mission to provide long-term development aid or emergency relief. (1) The global organizations, with their beneficiary responsiveness, reconfigured their sensing and seizing capacities throughout the COVID-19 pandemic by pivoting quickly to local procurement or regional supply chains. The long-term development organizations pivoted to multi-year supplier agreements with fixed pricing to counter price uncertainty and accessed social capital with government bodies. In contrast, emergency response organizations developed end-to-end supply chain visibility to sense changes in supply and demand. (2) Local humanitarian organizations developed the capacity to sense demand and supply changes to reconfigure based on their experiential learning working with the local community. The long-term-development local organizations used un-owned and scalable relief infrastructure to seize opportunities to rebuild affected areas. In contrast, emergency response organizations developed their capacity to seize opportunities to provide aid stemming from their decentralized decision-making, a lack of structured procedures, and the authority for increased expenditure.

We propose a theoretical framework to identify humanitarian organizations' operational and dynamic capabilities, distinguishing between global and local organizations and their emergency response and long-term aid missions.

The purposes of this study were (1) to explore empirical challenges in dimensioning safety buffers and their implications and (2) to organise those challenges into a framework.

In a multiple-case study following an exploratory, qualitative and empirical approach, 20 semi-structured interviews were conducted in six cases. Representatives of all cases subsequently participated in an interactive workshop, after which a questionnaire was used to assess the impact and presence of each challenge. A cross-case analysis was performed to situate empirical findings within the literature.

Ten challenges were identified in four areas of dimensioning safety buffers: decision management, responsibilities, methods for dimensioning safety buffers and input data. All challenges had both direct and indirect negative implications for dimensioning safety buffers and were synthesised into a framework.

This study complements the literature on dimensioning safety buffers with qualitative insights into challenges in dimensioning safety buffers and implications in practice.

Practitioners can use the framework to understand and overcome challenges in dimensioning safety buffers and their negative implications.

This study responds to the scarcity of qualitative and empirical studies on dimensioning safety buffers and the absence of any overview of the challenges therein.

Crisis response has emerged as a salient concern for firms in the onset of COVID-19. While research suggests that resilience is critical during such disruptions, there remains a need to examine how firms build resilience during evolving situations. This study focuses on resiliency created through operational flexibility and examines how firms developed resiliency to COVID-19 through an adaptation of three technology-based levers of flexibility: change in a firm's product and service offerings, the channel it uses for sales and the location of a firm's workforce.

This study uses a unique cross-sectional dataset generated from a survey administered by a reputable financial institution, from March 20 to June 20, during the inception of COVID crisis. This study uses ordinary least squares to analyze data from 6,076 firms across 20 countries.

Results indicate that flexibility through a combination of a change in a firm's product and service offerings, with movement to selling through a digital channel, had a positive impact on firm sales. However, flexibility through a combination of change in product and service offerings with workforce location changes had negative impacts. Robustness analysis indicates that negative impacts worsen in countries with higher digitization and in manufacturing and retail firms as compared to service firms, indicating the inflexibility of physical goods–based business models. Results highlight dimensions through which technology-based flexibility can take place and the benefits of flexibility on firm performance.

This study provides managerial insights into technology-based operational flexibility mechanisms that can be employed for building performance resilience during unexpected disruptions. Research findings inform firms facing supply chain challenges and inflation pressures of business today.