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To do this, the authors carried out a systematic literature review to answer three questions: (RQ1) Which external pressures affect an FC and its suppliers in an MSC? (RQ2) What influences power relationships between an FC and its suppliers for MSC compliance? and (RQ3) Which governance mechanisms support an FC to achieve compliance for managing its MSC?

This research aims to identify how external pressures affect chain agents to achieve compliance and implement governance mechanisms and analyzes the influence of the power relationship between FC and their suppliers.

The results identify how external pressures from different stakeholders act on FC and FT and ST suppliers. A combination of contractual governance mechanisms (auditing, certification, assessment, code of conduct and monitoring) with relational ones (third-party, cooperation) is identified, facilitating compliance between agents. Furthermore, different power relationships (power position, level of resources and institutional distance) that influence the implementation of governance mechanisms are explored.

This article comprised only a systematic literature review and content analysis. Carrying out empirical research, covering the theme of this article, is the next step, which is being completed and will be discussed in due course in another publication.

The results can help professionals of the FC to understand their role in multi-tier supply chain (MSC), the external pressures exerted and the governance mechanisms that can be implemented to achieve compliance.

This article develops three relevant issues constantly addressed in MSC, which have not yet been combined to understand the management of multi-tier suppliers.

The purpose of this paper is to analyze how companies develop mitigation capabilities in their supply chains in order to reduce the negative impacts of counterfeiting.

Five cases with two types of supply chain are analyzed: B2B (clothing, footwear and toys) and B2C (automotive). Data gathering was based on interviews, while secondary data were obtained directly from trade associations.

Companies presented different levels of proactivity for counterfeiting resilience. Companies with a lower level of appetite for risk are more proactive and have a broad number of mitigation capabilities. These companies develop intelligence that is required for combating counterfeiting and the capabilities needed for addressing its ex ante and ex post phases.

The research examines a complex and controversial subject about which there is limited information. The case studies are limited to Brazilian companies and the local subsidiaries of foreign companies. Therefore, the specific context may influence the study findings and reduce their generalizability.

Mitigation capabilities enable companies to minimize the negative impact of counterfeiting and make companies more resilient to counterfeiting activities. The findings indicate that when managers allocate resources in earlier phases of counterfeiting, losses are lower.

This study shows the development process of mitigation capabilities in the ex ante and post-disruption phases of counterfeiting.