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The purpose of this paper is to present a methodology to structure the problem of retail out of stock (OOS). This methodology allows investigating risk factors and barriers related to the main causes and consequences that lead to OOS occurring.

The proposed methodology to structure the OOS problem is based on the bow- ie tool, which allows better visualisation, understanding and analysis of a complete OOS scenario. This proposal comprises exploring the main causes and consequences of OOS, the barriers to prevention and mitigation, the escalation factors to control undesirable events and to define actions to eliminate or mitigate the OSS risk.

Several potential causal risk factors, related to technical, behavioural, cultural and organisational aspects, were identified with this methodology. With the analysis of the OOS scenario, it was observed that the factors that lead to the OOS risk are preventable. In order to improve existing barriers or implement new barriers, a set of actions can be recommended to reduce or eliminate OOS risk factors.

From a better understanding of hazard, the bow-tie methodology allows identifying crucial factors that could be acted upon to reduce the incidence of OSS. Thus, the value is to propose a methodology that allows establishing the preventive and protective barriers necessaries and the escalation factors related to each of these to help structure the problem and consequently reduce the OOS in retail organisations.

This paper aims to propose a conceptual framework to integrate a maturity model to the supply chain (SC) strategy, in order to understand how a maturity model can be useful in diagnosing and developing the capabilities of SC business processes (BPs) to meet SC's strategy.

The proposed framework was based on an SC strategy framework, in which a maturity model was added in order to diagnose and identify SC process capabilities that need to be developed, per maturity level, according to the type of SC strategy and the competitive strategy. A grid was proposed to analyze the relationship between them. An exploratory case study (multiple cases) was applied to verify the applicability of the model.

Findings indicate that a maturity model can delimit and align, as far as the company needs to reach, the SC strategic interests with the company's competitive objectives. However, some barriers and facilitating factors implicit can impact on this alignment. It is also noted that the maximum level of SC management (SCM) maturity may not be in the strategic interest of the company.

Due to the few empirical studies on the value of maturity models, this research contributes to the understanding of the usefulness of an SC process maturity model for the SC strategy. Moreover, the framework can show how a maturity model can serve as a parameter and guide to develop the capabilities of processes, resources and activities to meet the SC strategy and the reach of the competitive strategy.

This paper aims to put forward a group multicriteria supplier selection model to select suppliers adequate to companies needs in food industries. Selecting the right suppliers has become a strategic problem for firms. This decision should take into account several factors,which involve both quantitative and qualitative considerations and,usually,includes many interested parties.

The proposed model consists of two phases. Initially,a survey of food industries in Brazil was carried out so as to identify the factors that should be considered in the supplier selection decision process. In the second step,a selection model was developed,based on these findings and the factors identified,and an application of the model was conducted.

This model uses criteria that are important for the food industries in Brazil and,considering this criteria,helps companies to select the adequate suppliers to their needs. Additionally,the model considers the preferences of the managers who actively participate in the process.

The model helps the company in the selection of suppliers,as it is very important for the corporation to have partnerships with suppliers who can adequately meet its needs. Additionally,a group method was applied,which allows all the managers that will be affected by this decision to participate.

The purpose of this paper is to provide an organizing lens for viewing the distinct contributions to knowledge production from those research communities addressing the impact of competitive strategy on company performance in general, and the influence of cost leadership and differentiation strategy on organizational performance in detail.

The research methodology was based on the PRISMA review, and thematic analysis based on an iterative process of open coding was analyzed and then the sample was analyzed by illustrating the research title, objectives, method, data analysis, sample size, variables and country.

The main factor that influenced the competitive strategy is strategic growth; strategic growth has a significant influence on competitive strategy. Furthermore, competitive strategy will boost firm network, performance measurement and organization behavior. In the same way, the internal goal factor will enhance organizational effectiveness. Also, a differentiation strategy will support management practice factors, strategic positions, product price, product characteristics and company performance.

This study contributes to the literature by identifying a framework of competitive strategy factors, company performance factors, cost leadership strategy factors, differentiation strategy factors and competitive strategy with global market factors. This study provides a complete picture and description of the resulting body knowledge in competitive strategy and organizational performance.