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Supply chain resilience (SCR) is a key concept for managers who wish to develop the capacity to enhance their supply chain’s (SC’s) ability to cope with unexpected turbulence. SC digital tools are often seen as a solution that provides more visibility, anticipation and collaboration (SCR capability factors). The purpose of this paper is to investigate the link between SCR and SC digitalisation

A sample was considered with 300 managers in the field of SCM, and the results were analysed using factor analysis and structural equation modelling (SEM). SEM was employed to test the impact of the degree of digital maturity and SC digital tools on SCR.

SC digitalization is characterised by the degree of digital maturity and the adoption of SC digital tools. The degree of digital maturity has a strong influence on digital tool adoption. SCR is positively impacted by both the degree of digital maturity and the adoption of digital tools.

The findings do not indicate which tools contribute the most to SCR.

Managers should reflect on the need to continue digitalizing their SCs if they want greater SCR in the current uncertain environment.

This is the first quantitative study that focuses on assessing the impact of the degree of digital maturity and the SC digital tools adopted on SCR. Validation of the hypotheses model confirms the positive impact of SC digitalisation on SCR for researchers and managers.

In a context of ecological transition, this study aims to explore and understand what fosters the participation of purchasing departments and identify the drivers and difficulties encountered during the development of eco-innovation within firms.

The authors adopt a qualitative methodology that provides tools to study complex phenomena. In-depth interviews with highly knowledgeable respondents from multi-sectoral organisations enable us to explore the eco-innovation process within firms.

From the perspectives of resource-based theory and stakeholder theory, the study contributes to the literature by investigating firms’ internal resources and exploring further dimensions based on sustainable supply chain management and purchasing. Internal stakeholders (e.g. purchasing agents) and external stakeholders (e.g. suppliers) were identified with regard to the business eco-innovation activities of focal companies in relation to upstream stakeholders. The authors examine this complex phenomenon by raising certain intra- and inter-organisational factors, as well as more individual aspects, such as the sensitivity of the purchasing manager to ecological transition. Purchasing agents are involved in increasing the propensity of organisations to eco-innovate and, as internal stakeholders, appear to be influential in eco-innovation.

Given the nascent state of eco-innovation practice and accessibility to primary data about ongoing efforts, this research could not consider all possible drivers.

This study presents an opportunity for purchasing managers to understand challenges more comprehensively to add value within the eco-innovation process. The results highlight recommendations for how best to undertake eco-innovation in upstream supply chains.

The study provides new insights into the constituent resources needed for purchasing participation during eco-innovation to achieve sustainable competitive advantage. This paper is an initial attempt at research in the area.

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