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Manufacturing firms (MFs) nowadays are struggling to design and maintain an integrated product-service offer. This paper aims to explore the role of the supply chain (SC) in the design of the Product-Service System (PSS). In particular, the study focuses on the Design for Supply Chain (DfSC) approach in order to understand its role and contribution to the Design for Product Service Supportability (DfPSSu) approach in supporting PSS design.

Based on the multiple-case study approach, this paper used in-depth-interviews method to collect primary data from four multinational car manufacturers and two academic researchers.

The study reveals how a better design of the SC is required for the development of a service supportability approach that, in turn, facilitates the design of the PSS. Additionally, Internet of Things (IoT) technologies support MFs to analyse the ongoing development of the PSS business model. Finally, a better design of PSS is essential for strengthening the integration of Product and Service Offerings.

This study suggests that MFs can build dynamic SC capabilities to deal with fundamental changes that occurred when adopting servitization.

This paper is among the first attempts to study the design process of the PSS business model in a real business context taking into account different design strategies.

In the present work, lean and resilient practices applied to supply chains are studied in order to evaluate their impact on the three dimensions of sustainability. Additionally, the mutual impact of lean and resilient supply chain practices is investigated. The paper aims to discuss these issues.

The aerospace sector and its supply chain are chosen, since lean and resilient practices have been proven relevant in the sector. A methodology based on Interpretive Structural Modeling approach is applied in order to identify the existing relationships between lean and resilient supply chain practices and their impact on the three different dimensions of sustainability.

The results reveal synergetic effects between lean and resilient practices. The former practices act as drivers of the latter practices. Hence, lean practices lead to direct and indirect effects in achieving supply chain sustainability.

The relationship between lean and resilient practices has been studied for the aerospace sector. Different sectors may lead to different results as the practices considered important in each sector may differ as well as the way in which each practice is implemented.

This study highlights the relationship existing between lean and resilient supply chain practices and their impact on sustainability. Additionally, several managerial implications are drawn out to help managers make better decisions.

The purpose of this paper is to highlight the advantages that an intermodal logistics platform may provide to companies integrating a supply chain, both to manufacturers/distributors and to logistics providers.

This paper introduces a new logistics platform, PLAZA, the largest in Europe, and which was installed in Zaragoza, where some international companies, including Inditex, are established.

The intermodality and integration provided by an intermodal logistics platform may provide competitive advantages to global supply chains.

This paper is based on a specific case study and, therefore, the conclusions may be only partially generalized to other domains. However, the case results from this example may offer a useful guide to assist managers of global supply chains.

Firms should consider the option of intermodality and the integration of some of the activities of its supply chain in order to decrease transportation costs and lead time, and increase customer service, among other advantages.

The paper provides some practical insights from an intermodal logistics platform and the advantages that may be generated for companies.

This paper aims to study sustainable business practices of two Spanish small and medium enterprise (SMEs) belonging to different sectors: a winery and a paint company. Special attention is paid to the drivers of such business practices and the lessons that can be learnt from them.

This research employs a comparative case study approach. The authors describe and compare two business cases from different industry sectors. This paper concludes with several findings that could be of interest for some other companies, as well as interesting areas of future research.

A comparison of sustainable business practices and their drivers. Similarities and differences between companies lead to different approaches to sustainability. Sustainability may be understood as a strategic tool in order to achieve competitive advantages and help companies successfully operate internationally.

The main limitation of this research is the specific sectors in which it has been carried out that can limit the application of the findings. Further research in additional industry sectors needs to be done to support the implications found in this paper.

Companies need to consider sustainability practices as a long‐term investment instead of as an immediate cost. Culture is a decisive factor in the implementation of sustainable practices.

Customers can force companies to implement sustainable practices. However, it has been observed that sometimes there is a need for strict regulations in the sector to encourage companies to implement such practices since customers may not be influenced by the company's sustainable practices.

This research studies and compares actual sustainable business practices in two SMEs based in Spain, but of international activity and belonging to different industry sectors. The main drivers and characteristics of sustainable practices are compared and general implications are drawn from the study.

This paper proposes a framework that considers some key concepts to design and manage supply chains in both national and international contexts. For a better understanding, it is intended to illustrate this framework with the case of Carrefour in both Spain and China.

In the form of a case study the paper explains global strategies in both countries. The paper also discusses similarities and differences in the supply chain management in both contexts.

The paper found application of core SCM concepts to a leader distribution firm. “Thinking global and acting local” is also pertinent to application in the management of supply chains.

Managers may identify key processes and consider the possible contributions of each to the efficiency of their own chains. This case study could be also used as an example of the successful management of the supply chain of a company leader in its sector.

The present paper illustrates a leader company based on real data.

This paper aims to study the concept, characteristics and factors of the resilient supply chain (RSC) and develop a hierarchical structural model and classify the factors based on their interrelationships.

This paper has used a mixed-approach of literature review and expert opinion to identify the factors of RSC. For the development of the structural model and clustering of the factors, this paper has used the total interpretive structural modeling approach with Matrice d’Impacts Croises-Multiplication Applique and Classment and decision-making trial and evaluation laboratory analysis.

In total, this study has identified 17 factors that enable the 3R capability of the RSC. The result shows that the factors have a close dependence relationship with supply chain (SC) risk management culture as the most influencing factor. Further, this study classifies the factors into enablers and strategies.

This research work is the theoretical contribution to the RSC concept and helps the experts to develop and improve the resilient ability in the SC. This research is based entirely on subjective expert feedback; thus, the results are sensitive to the expert’s judgment.

This research will help the decision-makers in allocating the resources and policies to develop or improve the SC capabilities.

This research work is the first kind of research in the field of the RSC that considers the 3R concept to identify and model the resilient factors of the SC. Along with the theoretical concept, this research provides empirical evidence for the importance ranking of the factors.

The purpose of this paper is to examine to what extent that a selection of economic, social and environmental factors is taken into corporate consideration (importance and priority) the longitudinal aspects of sustainable business practices.

This study is based on an inductive approach taking into account the longitudinal aspects and an in-depth case study of a Scandinavian manufacturer recognized for its initiatives and achievements of sustainable business practices.

The key informants indicated that economic factors are always important when it comes to sustainable business practices, social factors are to some extent important, and the environmental factors are generally important.

The planning, implementation and follow-up of sustainable business practices and related efforts require a consideration of economic, social and environmental factors.

The framework of a triple bottom line (TBL) dominant logic for business sustainability applied may guide the corporate assessment to plan, implement and follow-up the importance and priority of the longitudinal aspects of sustainable business practices.

A TBL dominant logic for sustainable business practices adequately frames corporate efforts regarding importance and priority making a relevant contribution addressing the longitudinal aspects to complement existing theory and previous studies.

The purpose of this paper is to assess both private and public organizations in order to compare the similarities and differences between the organizational priority logic of TBL elements. The research objective is, therefore, to describe the organizational logic, so as to prioritize between economic, social and environmental elements of the triple bottom line (TBL). The approach is also to describe the common denominators and differentiators between private and public organizations.

Based on judgmental sampling and in-depth interviews of executives at private and public hospitals in Spain. Data were collected from the directors of communication of private hospitals, and from the executive in charge of corporate social responsibility of public hospitals.

The organizational logic for prioritizing the elements of TBL differs between private and public hospitals. The economic element of TBL is crucial to survival for private hospitals. Compliance with the legal requirements and certifications of the environmental element is the major concern for public hospitals. Private and public hospitals would both pay considerably greater attention to the social element of TBL, if there were no judicial and economic restrictions.

This study differs from previous ones in terms of exploring the interfaces and relationships between TBL elements, which focus on the organizational logic to prioritize between the elements of TBL. There are both common denominators and differentiators between private and public hospitals, when it comes to the priority logic of TBL elements.

The priority logic of determining the most important TBL element it is mainly about satisfying organizational needs and societal demands. Determining the second most important TBL element is mostly about organizational preferences and what it wants to achieve. Determining the least important TBL element it is about the organizational mindset for and with respect to the future.

This study contributes to determining the appropriate organizational priority logic of the TBL elements, as well as common denominators and differentiators between private and public organizations. It also contributes to explaining the organizational reasoning as to why one TBL element may be prioritized over another, an issue which has not been addressed in existing theory and previous studies.

This paper aims to study the mixed after-sales service which simultaneously offers return and replacement services. The authors develop a model to propose what kind of after-sales service the firm should choose and how to make the after-sales service policy to improve the profit. The study aims to extend the literature on the mixed after-sales service and give some support to the managers to make decisions.

In this paper, the authors use the optimization modeling method to describe the situations of a firm offering two exclusive after-sales service policies and a mixed after-sales service policy, respectively. They compare the results in different cases and analyze the impact of different parameters on the boundary values and other results. Finally, the authors include three numerical examples to illustrate the major results.

The authors find that the mixed after-sales service can successfully segment the market, meet various customers’ distinct needs and differentiate the service prices to improve the total profit. Moreover, the authors find the boundary values which indicate the optimal interval for each service. Then, for a certain situation, they can clearly tell which after-sales service dominates and provides the optimal selling price, order quantity and total profit. Besides, the authors show the impact of different parameters on the boundary values and other results.

This paper combines after-sales service into traditional models and provides a new mixed service to segment the market and improve total revenue. It provides some managerial implications for the decision-makers.