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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.

The aim of this study is to develop a framework for measuring of service supply chain (SSC) maturity process.

The main framework of the SSC maturity was developed by reviewing the concepts and models of SSC, business excellence, maturity and supply chain performance evaluation. Then, the maturity level of each excellence criterion was defined in the proposed model by using the excellence criteria for SSC and the concept of Plan, Do, Check and Act (PDCA) cycle in combination with the process survey tools maturity model. Based on the excellence criteria and their maturity levels, a questionnaire was designed to practically measure the proposed framework.

The concepts and features of maturity levels defined for each of the excellence criteria were used to implement and operationalize the proposed framework and evaluate the SSC processes.

Through the assessment of the existing status of SSC processes, the findings allow managers to reach a better understanding of the strengths and weaknesses of such processes. Then, some opportunities are provided for improving each excellence criterion to enhance the performance of each process.

In fact, this study provides guidelines for organizations to measure their progress and performance and improve their management systems. The main advantages of the proposed SSC measurement framework include self-assessment facilitation, calculation of criteria scores and development of uses. The proposed model, like quality and productivity awards, can pave the way for increased competitiveness of the service industry.

To understand the football industry in its entirety, a supply chain management (SCM) approach is necessary. This includes the study of suppliers, consumers and their collaborations. The purpose of this study was to present a business management model based on supply chain management.

Data were collected through in-depth interviews with 12 academic and executive football experts. After three steps of open, axial and selective coding based on grounded theory with a paradigmatic approach, the data were analysed, and a football supply chain management (FSCM) was developed. The proposed model includes three managerial components: upstream suppliers, the manufacturing firm, and downstream customers.

The football industry sector has three parts: upstream suppliers, manufacturing firm/football clubs and downstream customers. We proposed seven parts for the managerial processes of football supply chain management: event/match management, club management, resource and infrastructure management, customer relationship management, supplier relationship management, cash flow management and knowledge and information flow management. This model can be used for configuration, coordination and redesign of business operations as well as the development of models for evaluation of the football supply chain's performance.

The proposed model of a football supply chain management, with the existing literature and theoretical review, created a synergistic outcome. This synergy is presented in the linkage of the players in this chain and interactions between them. This view can improve the management of industry productivity and improve the products quality.

The purpose of this paper is to understand the concept of supply chain capital, which is formed through managing knowledge in supply chains on a long‐term basis.

The development of a conceptual model describing supply chain capital is achieved through extensive literature review, past research carried out by the authors, and past experiences of the authors within the construction industry.

The paper develops a conceptual model that provides a link between construction organisations and their learning activities as part of a project supply chain, resulting in creation of a learning organisation and a learning supply chain. The model shows that the learning supply chains consist of learning organisations which would create supply chain capital in order to promote innovation and creativity by managing knowledge in supply chains on a long‐term basis.

In addition to the establishment of the model, the paper suggests that the learning organisations would also establish a virtual knowledge transfer among themselves and the supply chains in which they are involved. The paper also suggests that, as unit of competition changes from organisation verses organisation to chain verses chain under supply chain management, supply chain capital will become increasingly important for sustaining competition within the construction industry. Therefore, supply chain capitals are to be created through managing knowledge in supply chains on a long‐term basis, using the proposed conceptual model. The model also facilitates innovation and creativity, essentially required to thrive in the downturned business environment of today in many countries in different parts of the world.

The paper's authors are the first to come up with the term “supply chain capital” in the research domain and to have developed the conceptual model for the construction industry.

This paper aims to explore the utility of the manufacturing biased supply chain operations reference (SCOR) tool in services and develops a reference model for use in service organisations.

Services are considered as supply chain processes that are balanced around the capacity of the firm through the upstream sourcing processes. Empirical research is undertaken to model the design, creation and delivery processes of a management consultancy as a supply chain and to identify the potential application and benefits of the tool in a service context.

The developed model conceptualises the capacity of service firms as a resource inventory to build a service offering. This inventory‐capacity duality that describes a service firm's capabilities is applicable across a wide spectrum of the service sector. Six major processes for the design and management of service supply chains are identified: plan, source, develop, adapt, operate, and recover.

The reference framework that is developed is a proposition of how management in service supply chains could be standardised. Recommendations for future work are outlined so that an expansive reference tool can be developed to bridge the gap in service supply chain benchmarking and optimisation.

The developed process reference model can improve the overall performance of service provision systems through synchronised and well‐coordinated integration of the different supporting services into supply chains.

The paper develops an original reference architecture for business services processes, which can be used to improve the overall performance of services design and delivery.

The purpose of this paper is to provide a case study of a successful corporate group, Yue Yuen Industrial Holdings Limited (abbreviated “Yue Yuen” below), which acquired its competitive advantage through supply chain management (SCM) and supply chain integration (SCI). Focusing on this as a representative example, the paper discusses the features, operations model and performance of SCM and SCI as a useful reference for business, enterprise and academia.

Based on classical works on supply chain management, a detailed eight part questionnaire, on supplier and customer relationship management, was designed. This was completed by Yue Yuen managers.

Through nearly two years of research work, it was found that Yue Yuen's success in supply chain management lies in its large investment in information technology. It was found that a global supply chain strategy should target timeline improvements in product development and procurement to produce optimal effects in terms of cost and quality. Rather than optimizing a single process or segment of the supply chain, a firm should target improvements throughout the entire supply chain.

The framework in the case discussed in this paper provides guidance for future research in the field of supply chain management and supply chain integration by focusing on the case of a specific company and industry.

This paper provides some theoretical support and policy implications for the reform and development of China's manufacturing, especially in the footwear industry.

This paper highlights the importance of shifting from a “vertical solution” model to a “horizontal solution” model, and stresses that under this new management model, companies can use cooperation to provide customers with a full service supply chain model.

In this paper, the authors emphasize that COVID-19 pandemic is a serious pandemic as it continues to cause deaths and long-term health effects, followed by the most prolonged crisis in the 21st century and has disrupted supply chains globally. This study questions “can technological inputs such as big data analytics help to restore strength and resilience to supply chains post COVID-19 pandemic?”; toward which authors identified risks associated with purchasing and supply chain management by using a hypothetical model to achieve supply chain resilience through big data analytics.

The hypothetical model is tested by using the partial least squares structural equation modeling (PLS-SEM) technique on the primary data collected from the manufacturing industries.

It is found that big data analytics tools can be used to help to restore and to increase resilience to supply chains. Internal risk management capabilities were developed during the COVID-19 pandemic that increased the company's external risk management capabilities.

The findings provide valuable insights in ways to achieve improved competitive advantage and to build internal and external capabilities and competencies for developing more resilient and viable supply chains.

To the best of authors' knowledge, the model is unique and this work advances literature on supply chain resilience.

The purpose of this paper is to present a conceptual model that defines the essential components shaping the new Digital Supply Chains (DSCs) through the implementation and acceleration of Industry 4.0.

The scope of the present work exposes a conceptual approach and review of the key literature from 1989 to 2019, concerning the evolution and transformation of the actors and constructs in logistics and Supply Chain Management (SCM) by means of examining different conceptual models and a state-of-the-art review of Industry 4.0’s concepts and elements, with a focus on digitization in supply chain (SC) processes. A detailed study of the constructs and components of SCM, as defined by their authors, resulted in the development of a referential and systematic model that fuses the inherent concepts and roles of SCM, with the new technological trends directed toward digitization, automation, and the increasing use of information and communication technologies across logistics global value chains.

Having achieved an exploration of the different conceptual frameworks, there is no compelling evidence of the existence of a conceptual SCM that incorporates the basic theoretical constructs and the new roles and elements of Industry 4.0. Therefore, the main components of Industry 4.0 and their impact on DSC Management are described, driving the proposal for a new conceptual model which addresses and accelerates a vision of the future of the interconnectivity between different DSCs, grouped in clusters in order to add value, through new forms of cooperation and digital integration.

This research explores the gap in the current SCM models leading into Industry 4.0. The proposed model provides a novel and comprehensive overview of the new concepts and components driving the nascent and current DSCs. This conceptual framework will further aid researchers in the exploration of knowledge regarding the variables and components presented, as well as the verification of the newly revealed roles and constructs to understand the new forms of cooperation and implementation of Industry 4.0 in digitalized SCs.

In the Indian manufacturing SMEs context, supply chains have a complex structure having multiple echelons, multiple partners and multiple locations. Due to these complexities, most of the Indian manufacturing SMEs face several types of supply chain risks. This paper aims to identify the dominant risk variables and to develop the interrelationship among these risk variables.

Based on the literature review and experts’ opinion, nine dominant risk variables faced by an Indian manufacturing SMEs have been identified. An interpretive structural modelling (ISM) approach has been adopted to establish the interrelationship among the risk variables. These risk variables have been classified by using MICMAC analysis. Based on ISM-MICMAC approach, a case study on three Indian manufacturing SMEs has been carried out.

This study would help the supply chain managers to understand and prioritize the significant risk variables. Nine significant risks variables of Indian manufacturing small and medium enterprises (SMEs) have been studied. External risk, information technology risk and financial risk have identified as most influencing risk variables, while delay risk and market risk have emerged as the most dependent risk variables. These results will provide a guideline to supply chain managers for implementation of supply chain risk management (SCRM).

In this study, an ISM-based model is developed based on the opinion of experts from a group of Indian manufacturing SMEs; as such, this model may be biased and limited to a selected company. This framework can be extended further by adding more risk variables and sub-risk variables from the other sectors/organizations.

Many SCRM models are available in past literature, but no model has been proposed for the Indian Manufacturing SMEs. This research finding can be useful for managers to understand the characteristics and interrelationships among the risk variables for building a robust supply chain. These results will also help the supply chain managers in making proactive plans for SCRM, especially in the Indian SMEs context.

This study aims to identify key supply chain challenges and opportunities of the case of Hong Kong toy manufacturing company during the COVID-19 outbreak and develop a comprehensive structural relationship to rank them.

In this study, a toy model company in Hong Kong is considered to discuss about what challenges and opportunities have the biggest impacts on non-necessary goods companies and how to deal with different impacts on entire supply chain flow disruption during COVID-19. A semi-structured interview with five decision-makers from the company was made to give key challenges and opportunities scores. The Technique for Order of Preference by Similarity to Ideal Solution (TOPSIS) technique is used to establish the model and rank them afterward to overcome the challenges.

From the data analysis and results, “salary of employee” and “inconvenient transportation” have emerged as top and bottom key challenges respectively. The sequence of organized challenges in the list needs to mitigate one by one in this order to improve the supply chain performance. The “client's orders’ frequency, customer management” and “supplier/partner relationship management” are identified as the top and bottom respectively to develop the opportunities.

These key challenges and opportunities are identified as contributing attributes and provide the way to measure to improve production, profits and sustainable growth of the toy manufacturing company during a pandemic. Moreover, it helps to improve the distribution level and good planning with appropriate decision making to manage the supply chain performance considering humanitarian aspects during a pandemic outbreak.

The novelty of this study is to identify the key supply chain challenges and opportunities measured by the TOPSIS method to rank them and consider the case of a Hong Kong toy manufacturing company as a case-based approach to measuring its performance during the COVID-19 outbreak.