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The purpose of this paper was to investigate what types of supply chain strategies (SCS) are implemented within luxury fashion companies, according to the drivers that regulate competitiveness in this sector (brand positioning, distribution channel, type and line of product). Moreover, the objective was to define which key performance indicators (KPIs) should be measured according to the chosen strategy, and finally to evaluate the alignment of luxury fashion companies with the proposed indicators.

The literature review was the first step performed. Thereafter, a case study was conducted and the sample, composed of six companies, was selected, a questionnaire was then developed to guide the interviews, after which the data were collected. From the data, a primary case analysis was conducted, from which cross-case patterns were also researched.

From the results obtained, it was possible to state that companies involved in the case study adopted different SCS within the same company according to the drivers that regulate the sector competitiveness. As a result, the product line was shown to be the only driver that affected both the alignment between the expected and implemented SCS, respectively, and the alignment with the selected KPIs.

The paper provides valuable insights to companies that are trying to align SCS and KPIs. The close link between these aspects had not yet been explored previously. In particular, there were no indications about the KPIs that have to be measured for a specific SCS.

Digital technologies are changing the business landscape and the way companies are run. This research examines the implementation of digitalisation and digital transformation (DT) and explores the associated advantages and disadvantages.

Case study methodology was employed to help develop an understanding of how key actors implement DT. Semi-structured qualitative interviews were performed with managers of two social economy enterprises in the agri-food sector supply chain.

The specific nature of the supply chain of companies in this sector can hinder the implementation of certain digital technologies. This scenario results in two different approaches to digital technologies: one focused on digitalisation, and another focused on DT. Companies in this sector that seek successful implementation of DT should choose and combine appropriate digital technologies that fit with their DT strategy. They should also structure their organisation to ensure the leadership of senior management to engage all staff.

This study is valuable because of its focus on cooperatives in its analysis of DT. There is scant research on this business model, so the present study helps fill this gap in the literature.