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The purpose of this paper is to empirically assess the complementary impact of JIT, TQM and green supply chain practices on environmental performance.

Data from a sample of 225 US manufacturing managers are analyzed using a PLS-SEM methodology.

JIT and TQM are directly and positively associated with green supply chain management practices. JIT, TQM and green supply chain practices are complementary in that combined they provide a greater impact on environmental performance than if implemented individually.

The sample is limited to US manufacturing managers, with a low response rate.

Successful implementations of JIT and TQM improvement programs support the implementation of green supply chain management practices leading to improved environmental performance.

The combination of JIT, TQM and green manufacturing practices improves the environment by eliminating all forms of waste and providing customers with eco-friendly products and services.

This study is one of the first to empirically assess the complementary impact of JIT, TQM and green supply chain practices within the context of environmental sustainability.

The purpose of this paper is to develop and empirically assess a comprehensive operations and supply chain management (SCM) model. The theorized model incorporates supply chain market orientation, Just-in-Time (JIT) and Total Quality Management (TQM) as antecedents and agile production (AP) and green SCM (GSCM) practices as consequences.

Data from a sample of 136 US manufacturing managers were collected via an on-line survey firm. A partial least squares structural equation modeling is used to assess the efficacy of the theorized model.

Generally, market orientation supports the implementation of JIT and TQM, JIT and TQM support implementation of SCM, SCM supports implementation of AP and green supply chain management practices (GSCMP) and AP and GSCMP positively impact organizational performance.

The model tested reflects the synergy created though the implementation of management improvement programs that support the six strategic imperatives of customer focus, efficiency, effectiveness, integration with supply chain partners, responsiveness, and environmental sustainability and the effects of those programs on the marketing and financial performance of manufacturing organizations.

The theorized model and results provide practicing managers with a blueprint for the systematic implementation of the improvement programs.

A comprehensive operations and SCM model is proposed and empirically assessed. The results of this investigation support the proposition that market orientation, JIT, TQM, SCM, AP and GSCMPs combine to positively affect organizational performance. The central role of the SCM construct is emphasized.

For the small‐firm manufacturing manager considering the just‐in‐time philosophy, the literature is relatively sparse. Reviews academic and practitioner literature on small businesses and just‐in‐time manufacturing and synthesizes conceptual and practical aspects of this relationship. The concerns addressed include small‐firm applicability of JIT, theorized and realized benefits, and suggestions for initial steps in the implementation process.

Today's businesses are facing a world that is more complex, turbulent and unpredictable than in the past with increasing levels of environmental complexity. Rather than proposing environmental uncertainty as a mediator/moderator of the relationship between agility and performance as others have done, the authors offer an alternative view where supply chain agility is seen as mediating the relationship between environmental uncertainty and supply chain performance.

The authors propose that supply chain agility is a response to the effects of environmental uncertainty and, as such, environmental uncertainty should be seen as a driver of supply chain agility. Few studies test the direct relationship between uncertainty and supply chain performance, and none simultaneously test for agility's mediation and moderation effect between environmental uncertainty and agility.

The model was statistically assessed using partial-least-squares structural equation modeling (PLS/SEM) by analyzing survey data from manufacturing managers in 136 US firms. The study results did not indicate a significant relationship between environmental uncertainty and supply chain performance. However, the authors did find a significant positive relationship between agile manufacturing and supply chain performance using measures that were primarily operations-centered rather than financial. Additionally, the authors found that agile manufacturing fully mediates the relationship between environmental uncertainty and supply chain performance.

The authors’ model, though simple, provides a base for future research for them and other researchers who can incorporate other impacting variables into the model. The study results show that uncertainty can be a force for good and that utilizing agile manufacturing can be a new source of opportunity.

The purpose of this paper is to examine the impact of sustainability training and knowledge on sustainable supply chain practices (SSCP) and the resulting impact on sustainable supply chain outcomes (SSCO) and firm performance. It also provides a valid and reliable measure of SSCO.

Data collected from 129 manufacturing managers are analyzed using a partial least squares structural equation modeling methodology. Manufacturing managers provide data reflecting the degree to which their organizations improved sustainability training and knowledge, utilize SSCP, the degree to which SSCO result, and the subsequent operational performance (OPP) and environmental economic performance (EEP).

Organizational sustainability training and knowledge positively impacts SSCP, and the utilization of SSCP results in SSCO which favorably impact OPP and EEP.

The study is limited to manufacturing organizations.

Practitioners are encouraged to improve organizational learning and training and are provided with a valid and reliable scale for measuring the outcomes of their sustainable practices. Combined with the work of others, this provides a framework for evaluating different aspects of sustainability with a firm.

Improved green manufacturing practices improves the environment by eliminating all forms of waste and provides eco-friendly products and services.

A sustainable supply chain training and knowledge model is proposed and empirically assessed. The results of this investigation support the proposition that sustainability training and knowledge support the implementation of sustainability supply chain practices which, in turn, improve sustainability outcomes and operational and EEP.

The purpose is to replicate and extend Ambulkar et al.’s (2015) work testing resource reconfiguration as a mediator of the supply chain disruption/firm resilience relationship and testing risk management infrastructure as a moderator. This study extends the work of Ambulkar in that it uses analysis of survey data gathered from manufacturing firms during an actual disruption event (COVID-19). The previous work is also in extended in that the authors include a pandemic disruption impact variable and supply chain performance is an expanded model.

Partial least squares structural equation modeling techniques were used to analyze data gathered from 184 US manufacturing managers during the height (Summer 2021) of the COVID-19 pandemic.

Two of four of Ambulkars et al.’s (2015) hypotheses were confirmed as relevant to firm resilience during the pandemic while two were not confirmed. Results also show that supply chain disruption orientation, risk management infrastructure and resource reconfiguration combine to improve firm resilience, which in turn improves supply chain performance while mitigating the disruption impact of COVID-19.

Previous work is replicated and extended, using data from an actual disruption event (COVID-19). This study presents a more comprehensive model using a newly developed and validated scale to measure pandemic impact and including supply chain performance.

Practicing managers and academicians have described a variety of elements of the just‐in‐time (JIT) implementation process. Reports a survey to determine which of these elements are critical to success in JIT implementation. The survey of 114 JIT users related the importance of these elements to the magnitude of improvements in inventory and utilization criteria. Found that, in addition to production elements, a collection of vendor‐related elements have a significant impact on successful implementation. Discusses managerial implications for the vendor.

Examines the trend in productivity improvement and the concurrent increase in stress‐related incapacity. Hypothesises a possible connection between productivity improvement techniques and stress, focusing on a number of studies examining stress in the workplace, the relationship between new technologies and stress, and socio‐technical systems and stress. Concludes with recommendations for reducing the adverse effects of stress.

The simulation of JIT manufacturing offers a number of prospective benefits to its users. Unfortunately, a number of pitfalls also await those who utilise the technique without first establishing the proper foundation. A number of benefits obtainable from JIT simulation are proposed, as well as warnings of possible problems. Also presented and discussed are a number of recommendations for avoiding many of these potential problems. Any JIT manufacturing firm should be able to utilise simulation to its benefit provided that its use is carefully implemented.