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The postponement boundary problem entails that duties and cross-border trade complexity can lead companies to geographically postpone operations to downstream global facilities. The present study aims at investigating the problem to provide insights into the drivers behind the choice of different postponement strategies for global food supply chains.

A single case study was conducted considering an Italian company exporting olive oil toward the United States. Two global postponement strategies, previously formalized in the literature, were tailored for food supply chains. A multi-methodological approach was adopted, combining data obtained through exploratory case research with empirically grounded analytical modeling. A sensitivity analysis was also performed, to investigate outcomes related to the considered problem when changing key parameters.

Bulky and heavy packing materials account for a big percentage of finished products' volume and weight, and this can deeply affect strategies' cost-effectiveness. Postponing packaging operations could allow for taking advantage of lower tariffs levied on bulk goods, contributing to significantly lower duties to be paid. However, important trade-offs could arise related to the required investments, and the fiscal regulatory frameworks must be carefully examined.

This study offers an empirical investigation of the postponement boundary problem, which is largely unexplored in the current literature. It also tackles an understudied empirical context as global food supply chains. It summarizes the drivers behind and explores the costs related to the implementation of different strategies, offering an original quantitative approach that could support practitioners' decision-making. Lastly, it formalizes five propositions that could pave the way for further research inquiries.

This study aims to address three research questions pertaining to climate neutrality within the supply chain of metal and mining industry: (1) How can an organization implement practices related to climate neutrality in the supply chain? (2) How do members of the supply chain adopt different measures and essential processes to assist an organization in responding to climate change-related concerns? (3) How can the SAP-LAP framework assist in analyzing and proposing solutions to attain climate neutrality?

To address the proposed research questions concerning climate neutrality, this study employs a case study approach utilizing the SAP-LAP (situation, actor, process–learning, action, performance) framework. Within the SAP-LAP framework, adopting a natural resource-based perspective, the study thoroughly examines the intricacies and interactions among existing situations, pertinent actors and processes that impact climate initiatives within a metal and mining company.

The study's findings suggest that organizations can achieve the objective of climate neutrality by prioritizing resources and capabilities that lead to reduced GHG emissions, lower energy consumption and optimal resource utilization. The study further proposes key elements that significantly influence the pursuit of climate neutrality within enterprises.

This study is one of the earliest contributions to the development of a holistic understanding of climate neutrality in the supply chain of the metal and mining industry.

The study will assist practitioners and policymakers in comprehending the present circumstances, actors and processes involved in enterprises' supply networks in order to attain climate neutrality in supply chains, as well as in taking the right steps to enhance performance.

This study presents a climate neutrality model and provides valuable insights into emission management, contributing to the achievement of the climate neutrality objective.

The paper aims to explore the application of manufacturing postponement in a service setting.

In elaborating on the many key differences between goods and services highlighted in the literature, it has been argued that postponement strategies developed in manufacturing have a potential for improving service performance. The authors then examine the implications of postponement for the service push‐pull boundary and the line of visibility.

A focus on postponement at the service push‐pull boundary enables more activities to be performed in advance. Its benefits include reducing costs and shortening service delivery time. Postponement can also assist service providers in re‐locating the line of visibility to develop a more effective service operation.

While the significant economic benefits of postponement have been documented in manufacturing companies, the literature has also mentioned the potential role of postponement in service. However, very little has been written with respect to the exploitation of the transferability and applicability of postponement to a service setting. In this paper, the authors have explored what value postponement might have to offer for service operations. The application of postponement has a potential for service performance akin to what is expected of a manufacturing organisation.

Technological innovations that resulted in the emergence and widespread adoption of digital communication in recent years have led to a surge of academic and practitioner interest in its implications for the co-creation of value and customer engagement. However, in comparison to the attention given to the study of customer engagement in consumer markets, few studies have examined its key role in business markets. This paper aims to examine the impact of digital communication on value co-creation and customer engagement in inter-organizational relationships in business networks.

Co-creation of value and customer engagement in business networks occurs among interconnected organizations that are partners in intermediate transactions. The paper develops a matrix of inter-organizational engagement among partners in business networks and propositions linking digital communication to value co-creation and inter-organizational engagement.

The relationships among network organizations may be characterized by the extent of relational exchange and inter-organizational bonds among them. Four types of inter-organizational engagement emerge: transactional partners, loyal partners, trusted partners and engaged partners. The partners co-create value to better satisfy customers.

The paper is an initial attempt to develop a conceptual understanding of customer engagement in business markets and formulate propositions that can be further investigated. Networks of partner organizations co-create value, altering their input and output markets, value addition and products, permitting greater flexibility and customization in satisfying the needs of customers.

The ability afforded by digital communication for real-time interactive communication enables individuals from multiple departments and hierarchical positions within multiple organizations dispersed across geographic locations and industries to maintain contact, quickly and easily communicate task information, build trust and commitment in long-term relationships with network partners and provide superior customer value.

The paper represents a unique attempt to understand the nature of customer engagement in business markets. It discusses how digital communication alters market transactions among partner organizations in a network by facilitating changes in their make/buy decisions. It develops a matrix of inter-organizational engagement in business networks and propositions that improve understanding of the customer engagement concept and provide the foundation for strategies to better satisfy customers.

This research widens the scope of the use of postponement by addressing how the generic supply chain structure and information sharing/relationship among supply chain actors affects the postponement decision, based on empirical data of Chinese manufacturers in the Pearl River Delta.

Case analysis, cross‐case comparisons, semi‐structured interviews.

A cross‐case analysis including study of the downstream structure, downstream relationship, upstream structure, upstream relationship, production method and inventory position produced a postponement classification into five categories: balanced structure without customer information; customer dominated; manufacturer dominated; balanced structure with loose suppliers, and finally virtual supply chain. Based on this classification, two propositions are postulated: when a supply chain has a balanced structure, it should use speculation or production postponement. When the supply chain has an unbalanced structure, it should use purchasing postponement or product development postponement.

This study is exploratory in nature, and more empirical data is needed to further validate the postulated results. Another limitation of the study is in its measurement of postponement, measured in this instance by the production method and inventory positions used. Other characteristics of postponement may be included in future research.

This research has extended the scope of the use of postponement by addressing how the generic supply chain structure and information sharing/relationship among supply chain actors affects the postponement decision.

Addresses postponement on the level of the supply chain, rather than company‐level. Addresses how the supply chain structure (balanced/unbalanced) and information sharing/relationship among supply chain actors affect the postponement decision.

Mass customization is coming to the forefront of international supply chains and this is contributing to an increasing focus on postponement in international channels. Third party logistics service providers, traditionally positioned in this channel are targeting postponement applications as an extension of their service portfolios. Previous findings however suggest that this expansion is not actively taking place. Findings from a multi‐annual survey (1996‐1999) are presented to generate insights in supply chain mechanisms service providers can use to actually start realizing the expansion in postponement services.

This research applies the construct of bullwhip effect in a non‐traditional context. It is explored in intra‐organisational echelons. It is argued that the bullwhip effect in a company's inventory management of inbound and outbound logistics flows depends in part upon the gap between the degree of speculation and postponement of business activities. It is also argued that the bullwhip effect is caused by the value adding of business activities in supply chains. The study shows that there is a potential bullwhip effect between companies’ inbound and outbound logistics flows, i.e. two internal stocking levels. A see‐saw model of the bullwhip effect, and a typology of the bullwhip effect in intra‐organisational echelons, are introduced. The term “reversed bullwhip effect” is also introduced. Finally, a model of the bullwhip effect‐scenarios in a dynamic business environment positions these contributions in a wider theoretical and managerial context.

The purpose of this paper is to investigate the application of the postponement strategy by wineries in the state of Minas Gerais (Southeastern Brazil), in order to identify the types of postponement adopted by these companies, the implementation process and the results obtained after their adoption.

Twelve exploratory case studies were conducted in wine-producing companies, as well as on-site visits and semi-structured interviews with the managers of the companies surveyed.

The adoption of form postponement was verified in the companies studied mainly for table wine production, occurring most commonly during the bottling and labeling stages.

This paper analyzed the application of the postponement strategy in Southeast Brazil. Future research should analyze the application of this strategy in other regions of the country and abroad.

The information acquired in this research can contribute to a more adequate practical application of the postponement strategy in a little-known industry sector.

In addition to discussing and verifying the application of the postponement strategy in the wine industry, this research presents information to assist in its implementation, use and consolidation.

The purpose of this paper is to investigate the current level of supply chain practices (SCPs) in Indian manufacturing organizations.

The 15 SCPs are identified based on the literature support and opinion of industry experts and academia, and data were collected from 292 organizations. Data were analyzed using the statistical package for the social science software to see the current level/penetration of SCPs in Indian manufacturing organizations.

The practices, namely, organizational culture, customer relationship, information and communication technology, benchmarking and performance measurement, lean manufacturing, agile manufacturing, supplier relationship are highly penetrated practices in Indian manufacturing organizations. The practices, namely, outsourcing, information sharing, just in time manufacturing, green supply chain management are moderately penetrated practices, while the practices, namely, reverse logistics, postponement, vendor managed inventory, radio frequency are least penetrated practices in Indian manufacturing organizations.

Further study can be extended to see the of penetration practices applicable to service and agriculture sectors.

The result of this paper will enable the organizations to identify and direct their focus on the areas that requires improvement. Also, the organizations will become more aware of the SCPs that will help in boosting up their performance and competitiveness and indirectly boost the growth and contribute to India’s economic development.

This is the first kind of study which checked the level of selected SCPs in Indian manufacturing organizations.

The purpose of this paper is to investigate the application of postponement strategies in companies that produce tomato-derived products in order to identify the types of postponement adopted by these companies, the implementation process, and the major changes after their adoption.

Three exploratory case studies were carried out in manufacturers of tomato products, where interviews were conducted with general managers in the manufacturing and logistics sectors.

The application of time and form postponement was verified in the companies studied, and the implementation of the postponement strategy led to changes in the productive process of tomato-derived products. These changes involved the movement of the decoupling point and the increase in the make-to-order production, which had positive impacts on the businesses.

This paper analyzed the application of postponement in a specific sector of the food industry. Future research must analyze the application of this strategy in other segments of the food industry and other sectors as well.

The information acquired in this can contribute to a more adequate application of postponement in a little-known industry sector.

In addition to further discussion on the issue and verification of postponement application in food companies, this research presents information to assist the adoption, use, and consolidation of the postponement strategy.