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Derivatives are nowadays widely used globally both for speculative and hedging purposes. However, as experience shows, inadequate use of derivatives may cause severe problems and even bankruptcy of firms. Thus, it is essential to help organizations design a robust proactive governance and internal control structure, which will help to prevent new financial debacles and scandals when using derivatives. Taking into account the frequent use and the growing fraud caused by derivatives, the aim of the paper is to identify considerations for internal control important to ensure better governance of firms using derivatives. The main findings are based on an analysis of interviews that were conducted with experts directly or indirectly involved with derivatives from different European countries. The interviews were semistructured following the approach proposed by Patton (1990). An analysis of the data collected from the interviews was carried out using a thematic approach. The paper identifies and analyzes the main “sources” of derivatives misuse, including poor design and mis-categorization of instruments, convenience to blame derivatives, unsophisticated players, insufficient regulatory environment, poorly designed internal controls, inadequate communication, poor firm culture, etc. It also provides an extensive analysis of the main recommendation for internal control concerning awareness of derivatives design, the human aspects, regulations, communication, knowledge, and training. Sound internal controls could avoid new debacles without adding other restrictions to the market. Moreover, it provides recommendations for internal control important to ensure better governance of firms using derivatives.

Purpose: There have been continuous developments in the production industry to meet the increasing customer demand from the past to the present. At this point, supply chain management (SCM) systems emerge as an important topic. SCM is a set of systems that manages the entire process from the production of a product to its delivery to the end user. Industry 4.0 aims to improve the production industry by increasing the quality, efficiency, and performance of the production process. Therefore, in this chapter, the authors highlight the challenges, benefits, and future trends of the combination of Industry 4.0 and SCM systems.

Methodology: In this chapter, the integration of Industry 4.0 and SCM systems was investigated. For this purpose, the Industry 4.0 position of the countries and the current status of SCM systems have been examined. In addition, the key technologies in the Industry 4.0 transformation, the possible problems encountered in the transformation, the deficiencies encountered in SCM systems, and how these deficiencies can be solved with Industry 4.0 were investigated.

Findings: The results of this study show that companies that use an SCM system can separate themselves from their competitors by using Industry 4.0 technologies.

Significance: This can allow them to achieve their strategic goals and to ensure the maintenance of their competitive advantage.

Ours is a complex world. On these five words will be built a foundation for an alternative way of framing our thinking about risk management. Complexity means many things, but a key feature is that outcomes cannot be predicted with certainty. In the best cases, opportunities arise to analyse and develop some understanding of the uncertainty within a complex system, and in the most fortunate of such circumstances it is possible to anticipate specific outcomes with some degree of accuracy. The authors call such circumstances risks – that is, measurable uncertainties. Complexity, however, consists mainly of interconnected uncertainties and unknown/unknowable possible outcomes or effects. And, of course, complex systems can include humans whose (in)ability to perceive and interpret such environments makes things – well – more complex.

This book ultimately will focus on how the authors construct a way to lead and manage in this environment, but first it is critical that the terminology and description of this world be given some precision. Therefore, Chapter One begins with an introduction to the idea of complexity, including some mention of the principles and concepts that inform our understanding of it. In turn, this discussion introduces uncertainty. Risk, as a category of uncertainty is discussed and the implications of its measurability are presented, which leads to a discussion of human perception and behaviour under conditions of uncertainty. Attention is then drawn to the unknown and the unknowable, and to emergent phenomena. Since the focus of this book is on public sector risk management, the chapter concludes with a brief discussion of the idea of public risk.