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This study aims to investigate the impact of digital transformation on supply chain resilience. Additionally, the paper examines the mediating effect of supply chain process integration as well as the moderating effect of environmental uncertainty in the relationship between digital transformation and supply chain resilience.

Drawing on digital empowerment theory, this study proposes a theoretical model. Using survey data collected from 216 enterprises in China, the study employs structural equation modeling to validate the theoretical model.

The results reveal that digital transformation has a significant impact on supply chain resilience. Three dimensions of supply chain process integration, namely, information flow integration, physical flow integration, and financial flow integration mediate the relationship between digital transformation and supply chain resilience. In addition, environmental uncertainty including market uncertainty and technology uncertainty positively moderates the relationship between digital transformation and supply chain resilience.

First, this paper provides empirical evidence on both the direct and indirect effects of digital transformation on supply chain resilience. Second, this paper enriches the understanding of how supply chain integration impacts supply chain resilience in the digital transformation era by adopting a more granular perspective of process integration rather than broad external and internal integrations. Furthermore, this paper extends the knowledge of the role of external environment in digital transformation and supply chain risk management by examining the moderating effects of market uncertainty and technology uncertainty.

This study aims to test the market anomaly of herding behavior driven by the response to supply chain disruptions in extreme market conditions such as those observed during COVID-19. The authors empirically test the response of the capital market participants for B2B firms, resulting in herding behavior.

Using the event study approach based on the market model, the authors test the impact of supply chain disruptions and resultant herding behavior across six sectors and among different B2B firms. The authors used cumulative average abnormal returns (CAAR) and cross-sectional absolute deviation (CSAD) to examine the significance of herding behavior across sectors.

The event study results show a significant effect of COVID-19 due to supply chain disruptions across specific sectors. Herding was detected across the automotive and pharmaceutical sectors. The authors also provide evidence of sector-specific disruption impact and herding behavior based on the black swan event and social learning theory.

The authors examine the impact of COVID-19 on herding in the stock market of an emerging economy due to extreme market conditions. This is one of the first studies analyzing lockdown-driven supply chain disruptions and subsequent sector-specific herding behavior. Investors and regulators should take sector-specific responses that are sophisticated during extreme market conditions, such as a pandemic, and update their responses as the situation unfolds.

Financing remains a serious concern for firms and is considered the main hurdle in the growth and development of small and medium enterprises (SMEs). Recently, a new stream of financing (SCF; supply chain finance) has emerged to meet the financing issues of SMEs. Therefore, measuring SCF is essential to support SMEs’ operations. This study aims to develop and validate the SCF scale based on extant literature.

Using a mixed-method approach, this study recruited different samples of SME entrepreneurs to confirm the internal consistency, assess construct validity and check the item structure of the SCF scale in AMOS.

The outcomes of confirmatory factor analysis demonstrated the six factors of SCF (inventory financing, working capital optimization, reverse financing, fixed assets financing, logistics financing and order cycle financing) spread over 21 items. An interitem solid structure of the SCF scale offers invaluable contributions to the supply chain management literature.

This research supports SME entrepreneurs to obtain secure financing at the best cost, mitigating the risk of default, supporting the buyers’ payment terms, providing early payment to suppliers and strengthening the firm’s value chains. SMEs can obtain financing per their requirements to support their operational business processes. Moreover, SMEs can plan, manage and control finance-related transactional activities by correctly identifying financing solutions.

The present study contributes to SCM literature by developing and validating the SCF scale. To the best of the author’s knowledge, this is the first study that redefined SCF and identified its six dimensions.

This study investigates whether the underrepresentation of women in executive-level roles within the supply chain management (SCM) field is justified or the result of gender injustices. The analysis examines if there is a gender compensation gap within executive-level SCM roles and whether performance differences or other observable factors explain disparities.

Publicly reported executive compensation and financial data are merged to empirically test if gender differences exist and investigate whether the underrepresentation of women in executive-level SCM roles is unjust.

Women occupy only 6.29% of the positions in the sample of 447 SCM executives. Unlike prior studies, we find that women executives receive higher compensation. The analysis does not identify observable factors explaining the limited inclusion of women in top-level roles, suggesting that gender injustices are prevalent in SCM.

This study only considers observable factors and cannot conclusively determine if discrimination is occurring. The low level of inclusion of women in executive roles suggests that gender injustice is intrinsic within the SCM profession. These findings will hopefully motivate firms to undertake transformative actions that result in outcomes that advance gender equity, ultimately leading to social justice for female SCM executives.

The use of social justice and feminist theories, a focus on SCM roles, and an empirical methodology utilizing objective measures represents a novel approach to investigating gender discrimination in SCM organizations, complementing prior survey-based studies.

In the digital age, emerging technologies have affected every industry. Information and communications technology and digital technologies have transformed traditional supply chains into smart and more resilient ones, enabling effective management of challenges. Given the importance of the two topics, namely sustainable supply chain management and Industry 4.0 in supply chain management, on the one hand, and the dearth of theoretical research performed in this area on the other, this study aims to propose a conceptual model on a sustainable digital supply chain management in manufacturing companies.

This study utilized a qualitative approach. First, an in-depth review of the relevant literature was done. Then, following a multi-grounded theory methodology, relevant data were gathered by reviewing 92 papers and conducting nine semi-structured interviews with industry experts. These data were analyzed using the MAXQDA software.

A total of 41 concepts, ten sub-components and three main components (dimensions) were extracted, and the proposed conceptual model was presented. Finally, based on this conceptual model, three propositions were suggested.

Considering that the present study was performed in the context of Iranian manufacturing companies, caution should be exercised in relation to the generalizability of the obtained results. Also, due to the problems in the digital technology infrastructure and the limited use of these technologies by manufacturing companies (emphasized by the interviewees), this study focused on the theoretical dimension of using digital technologies by these companies.

The proposed comprehensive model can help academicians as well as practitioners to focus better and explore the variables and constructs of the model, paving the way toward successful implementation of digital technologies in the manufacturing supply chain.

To the best knowledge of the authors, this study is among the first of its kind which presents a holistic and comprehensive digital supply chain model aimed at guiding companies to consider sustainability from all the main dimensions and their relevant indicators.

Liquidity is a primary concern for businesses. The purpose of this study is to understand the impact of the collaborative liquidity management within the supply chain. Larger firms prescribe favorable trade terms in the transactions and do not engage in value chain vision sharing with their smaller counterparts. Smaller firms encounter challenges with liquidity and often face the risk of bankruptcy. Such practice can threaten the entire supply chain. Instead, collaborative liquidity management can offer a win–win scenario to both parties. In that case, what are the benefits of implementing a collaborative liquidity management approach across the value chain, and what is the reward?

The authors selected key liquidity metrics that matter most to the organizations from a cohort of 307 firms from the Indian automobile industry for 10 years (2012–2021). The authors classified the businesses into five distinct revenue-based categories. They emphasized the importance of expanded supply chain finance adoption and demonstrated how collaborative liquidity management strategies boosted return on assets.

The research confirms the tangible benefits of greater adoption of supply chain finance in realizing supply chain members’ shared vision. The authors challenged the age-old practice of power-based relationships in the supply chain. They recommended a win–win scenario through practical cooperation and increased adoption of SCF by value chain members.

Existing research predominantly focuses on dyadic relationships and is restricted to Europe and China. According to the authors, no comprehensive investigation has been conducted in India. This application of simulation techniques to improve the liquidity performance of companies in developing economies is innovative.

In China, supply chain finance (SCF) has gradually emerged as a new service for the retail industry. This case systematically discusses how JD conducts product design and risk control of supply chain finance and related financial services, and analyze the impact of supply chain finance on JD's retail operations. The case also analyzes the relationship between JD supply chain finance and traditional financial institutions, and explore the future development of retail supply chain finance.

This study examines the performance effect of working capital for a large sample of Indian manufacturing firms in light of supply chain disruption, i.e. the COVID-19 pandemic.

This study is based on secondary data collected from the Prowess database on Indian manufacturing firms listed on the Bombay Stock Exchange (BSE) 500. Panel data regression analyses are used to estimate all models. Moreover, this study has employed robust standard errors to consider for heteroscedasticity concerns.

The results challenge the current notion of working capital investment and reveal that higher working capital has a positive and significant impact on firm performance. Further, it highlights that Indian manufacturing firms suffered financially post-COVID-19 as they significantly lack the working capital to run day-to-day operations.

This research contributes to the scant literature by examining the association between working capital financing and firm performance in light of the COVID-19 pandemic, representing typical developing economies like India.

This study aims to investigate the interaction effect between offering supply chain finance (SCF) programmes and sustainability ratings on the liquidity performance of buyers and suppliers.

The study uses a unique sample of buyers that each have an SCF programme. The sample is complemented with financial information and sustainability scores. The data is analysed through a random effects model.

Aligning with recent advances in SCF literature, the results confirm a tendency for SCF programmes to favour buyers over suppliers. However, the relationship between SCF programme adoption and liquidity performance for buyers and suppliers is positively moderated by the strong sustainability performance of both parties.

Buyers and suppliers are advised to implement and adopt effective SCF programmes that are beneficial for both parties. For buyers, the authors suggest leveraging on SCF programmes as incentives to foster sustainable behaviour among suppliers. For suppliers, the authors recommend caution before joining programmes offered by buyers that do not perform well on sustainability.

Enhancing sustainability within global supply chains and fostering favourable payment practices towards suppliers are crucial for policy development and regulation. The findings clarify the connection between both components, offering valuable insights for policymakers in this domain.

The study is built on a manually picked, unique database of buyers offering SCF programmes to their suppliers. This allows, across a large sample, an evaluation of the differences between buyers that offer SCF programmes and those that do not.

This chapter of the book aims to achieve sustainability and productivity in light of the interaction between managers and engineers in a lean and agile supply chain management system in today’s organizations. The main innovation of this chapter is the use of the balanced scorecard (BSC) model and fuzzy analysis network process (FANP) to create a suitable platform for the realization of this interaction between managers and engineers and to identify exactly which expert system is ideal for the main purpose. Indeed, this chapter introduces its readers to the application of strategic management tools such as the BSC accompanied by FANP in the elements of supply chain management where data analysis of lean and agile networks in supply chain management can create a competitive advantage in the organization.