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Manufacturing in Mauritius is mostly export-oriented. Any supply chain (SC) failure or resilience deficit may result in cancellation of orders and loss of customers, market share and revenue and reduce capability to compete globally. Addressing this challenge is complex, although digital technologies and artificial intelligence (AI) models can improve resilience by assisting decision-making and mitigate risks, thus infusing greater predictability across the SC.

Supply chains are facing increasing disruptions and uncertainties owing to extreme weather events, the war in Ukraine, market volatility and the ongoing COVID-19 pandemic, among other factors. Manufacturing industries and their supply chains essentially create thousands of jobs that enable economic growth and sustain export capability. In addition, they need to maintain or increase both productivity and efficiency and recover quickly from unforeseen or unexpected challenges – that is they need to be resilient. Transformation initiatives, whether in production or supply chain management (SCM), are never easy. Process changes not supported by data or hurried human decisions can sometimes have unintended consequences, mainly adverse. However, in times of greater uncertainty (war and pandemic), setbacks can have greater consequences on the business. Manufacturers are already apprehensive and report slowing exports as recession concerns have caused consumers and businesses to pull back on spending. There is therefore a need to reduce uncertainty and augment resilience by unlocking and synthesising insights that emanate from the power of data analytics, AI and machine learning to improve the resilience efficiency balance.

This chapter will discuss the opportunities arising from the adoption and implementation of digital technologies and AI in SCM, leading to better value creation, less greenhouse gas emissions and resilience. The hurdles that enterprises are facing to integrate AI in their logistics and SCs will also be highlighted. This work comments on initiatives that uphold the objectives of SDG 8 – decent work and economic growth, SDG 9 – industry, innovation & infrastructure and SDG 13 – climate action.

After completion of the case study, students are expected to demonstrate understanding of the process of strategy formulation (which include conducting situational analysis) and strategy implementation.

Perusahaan Azan, which trades under the brand name Roti Azan for its fresh bread and Azan for its dry bread or rusks, was established as a family business in 1968 by Haji Abu Bakar bin Ali in his hometown in Kuala Pilah, in the state of Negeri Sembilan in Malaysia. In the mid-1980s, the management of the business was passed on by Haji Abu Bakar to one of his sons, Haji Mohd Ghazali bin Haji Abu Bakar. Haji Ghazali was named managing director in 1985 and officially inherited his father’s company in 1987. By 2004, Perusahaan Azan breads had started to penetrate major grocery stores nationwide, and later the business began to expand internationally in 2010, with Oman and Iraq among the first countries it ventured into. The company sold both its fresh and dry bread in local stores; however, in the international market, only dry bread types were sold, specifically wholemeal rusks and long rusks, which had longer shelf lives. Post-pandemic, by 2022, the company had exited the retail fresh bread market and had focused only on its contractual fresh bread and retail dry bread markets. He thought about the main strategic choices he had of going forward, either to revive its retail fresh bread segment or venture into a coffee shop business. The former was the bread and butter of the company in the last 50 years. However, he knew that re-entering this market was getting more difficult, as it requires competing head-to-head with the giant breadmakers. There were also issues of rising costs and high wastage. For the latter coffee shop project, the company did not have experience in directly “serving” the customers, with its businesses so far had been mainly in production. He pondered on the best decision to undertake to sustain the company’s profitability into the next generation. Few family businesses can pass this crucial stage. He knew he had to act fast to ensure that the company’s plans for the future could be successfully implemented. The case study is suitable for use in teaching courses in strategic management, organisational management and integrated case study for advanced undergraduates and postgraduates in the programmes of business administration, Muamalat administration and accounting.

The case study is suitable for use in advanced undergraduate students in management, business administration, Muamalat administration and postgraduate students in MBA, Master in Muamalat Administration or other related master’s programmes with a course in strategic management, organisational management and integrated case study.

Teaching notes are available for educators only.

CSS 11: Strategy.

The purpose of this paper is to describe and analyze the impacts that the recent proliferation of private and overlapping standards is having in the trade of agricultural products from developing countries.

In a first stage industry experts in the Chilean fresh fruit trading industry were interviewed to understand the perceived impact that private standards are imposing in the industry. These interviews allowed to identify the market case study, table grapes, the landscape of private standards and their prevalence in different countries. In a second stage, a gravity trade model for trade in table grapes was estimated, with a focus on the more stringent countries identified by experts in the first stage.

We show evidence that the proliferation of private standards required by large European retailers has diverted trade away from more stringent countries that require more certifications (and into less stringent European markets). We also show that the costs of these additional certifications have been shared by trading partners, via an increase in direct sales, as opposed to consignment (the traditional marketing mode), which is associated with higher prices.

The impacts of the recent proliferation of private and overlapping standards in international trade needs to be better understood both by the legal and economic literature. While the use of private standards has been growing since the 1990s, there is a recent trend of large European retailers imposing their own and overlapping standards that needs to be better understood to inform policy.

While there is a thin literature on the impact of private standards on trade, most of this has studied the effects of the now de facto mandatory GlobalGAP certification. However, there is a recent trend by large European retailers of demanding their own private certifications, together with other already existing overlapping private standards. This study describes and analyzes the impacts of this rather new trend.

Perishable inventory management for the grocery sector has become more challenging with extended omnichannel activities and emerging consumer expectations. This paper aims to identify and formalize key performance measures of omnichannel perishable inventory management (OCPI) and explore the influence of operational and market-related factors on these measures.

The inductive approach of this research synthesizes three performance measures (product waste, lost sales and freshness) and four influencing factors (channel effect, demand variability, product perishability and shelf life visibility) for OCPI, through industry investigation, expert interviews and a systematic literature review. Treating OCPI as a complex adaptive system and considering its transaction costs, this paper formalizes the OCPI performance measures and their influencing factors in two statements and four propositions, which are then tested through numerical analysis with simulation.

Product waste, lost sales and freshness are identified as distinctive OCPI performance measures, which are influenced by product perishability, shelf life visibility, demand variability and channel effects. The OCPI sensitivity to those influencing factors is diverse, whereas those factors are found to moderate each other's effects.

To manage perishables more effectively, with less waste and lost sales for the business and fresher products for the consumer, omnichannel firms need to consider store and online channel requirements and strive to reduce demand variability, extend product shelf life and facilitate item-level shelf life visibility. While flexible logistics capacity and dynamic pricing can mitigate demand variability, the product shelf life extension needs modifications in product design, production, or storage conditions. OCPI executives can also increase the product shelf life visibility through advanced stock monitoring/tracking technologies (e.g. smart tags or more comprehensive barcodes), particularly for the online channel which demands fresher products.

This paper provides a novel theoretical view on perishables in omnichannel systems. It specifies the OCPI performance, beyond typical inventory policies for cost minimization, while discussing its sensitivity to operations and market factors.

Pandemics are frequent events, and the impact of each pandemic makes a strong and long-term effect on companies and markets. Given the potential impact of the COVID-19 pandemic, it is important to investigate the crisis from a different perspective to know how companies have sustained growth in markets. The purpose of this paper is to understand how profit-oriented customer-centric companies (small, medium and large) have responded and adapted to COVID-19 crisis, using the complexity theory.

Drawing upon the complexity theory, a humble attempt is made to develop theoretical propositions by conceptualizing companies as complex adaptive systems. The paper examines companies from three dimensions (i.e. internal mechanism, environment and coevolution).

Companies self-organize, emerge into new states and become adaptive to the changing environment. Companies create knowledge to understand the dynamic anatomy and design survival and growth strategies during and post COVID-19 era. Complex adaptive systems perspective provides companies with insights to deal with complex issues raised due to COVID-19 pandemic. They can handle the impact of pandemic efficiently with complex adaptive systems by developing and implementing appropriate strategies post-COVID-19.

The study reveals how companies evolve and emerge into as complex adaptive systems to adapt themselves to the highly dynamic environment, which are uncertain, unpredictable, nonlinear and multifaceted, in the context of COVID-19. Implications for theory and practice of viewing companies as complex adaptive systems and coevolving structures in the COVID-19 context are discussed.

Given that existing retail brand research tends to treat each level of a retail brand as a separate concept, this paper aims to unveil the holistic nature of a multi-level retail brand, considering the distinctiveness of each level and the interrelationships between the images of different levels.

This study uses a scoping review approach that includes 478 retail brand articles. Subsequently, a thematic analysis method is applied.

The brand attributes that shape the distinct image of each retail brand level encompass diverse intrinsic and extrinsic attributes. Moreover, the holistic nature of a multi-level retail brand is formed by the interrelationships between the images of different levels, which are reflected in the presence of common extrinsic attributes and their interplay at attribute, benefit and attitude levels.

Theoretically, this review provides conceptual clarity by unveiling the multi-level yet holistic nature of a retail brand, helping researchers refine and extend existing theories in retail branding, while also providing new research opportunities in this field. Practically, the findings could guide retailers in implementing differentiated branding strategies at each level while achieving synergy across all levels.

The purpose of this study is to define and investigate the governance requirements of supply chain finance (SCF).

A qualitative analysis of 849 news articles published in UK newspapers (2000–2022) using the Gioia method.

SCF governance relies on developing capacities for reflexive scrutiny at two stages: (1) prior to entering into an SCF relationship and (2) during its operation. Based on the notion of SCF as a complex adaptive system, we theorise SCF governance requirements as a dual-layered semipermeable boundary. The semipermeability of the two layers allows for a dynamic exchange between the SCF system and its environment. The first layer is the capacity to selectively enable or control the entry and access of certain actors and practices into the SCF system. The second layer is a capacity for ongoing scrutiny of the SCF operation and its development. Further, we identify five aspects of governance to be enabled, i.e. enhancing adaptability, building confidence, improving efficiency, advancing technology and promoting transparency; and four aspects to be controlled, i.e. preventing abuse of power, curbing fraud risk, constraining operational risk and restricting risky extensions to SCF practices.

Our dynamic framework can guide supply chain (SC) members in making decisions about whether to participate, or continue to operate, in an SCF relationship. Moreover, the findings have implications for policymakers and authorities who oversee entry/access and the involvement of SCF providers, particularly, fintech firms.

The study contributes to both the SC and governance literature by providing a systematic analysis of what SCF governance has to accomplish. Our novel contribution lies in its analysis of SCF governance based on a complex adaptive system approach, which expands the existing literature where SCF is described in rather static terms. More specifically, it suggests a need for a dynamic duality of SCF governance through the semipermeable boundary that selectively enables and controls certain SCF actors and practices.

With the pressing need for environmental conservation, regulatory authorities are actively looking for measures to prevent global warming. In the proposed inventory model for deteriorating items, demand is dependent on the selling price and green technology investment (or carbon reduction investment) for the green product (GP), as well as an investment in price-based preservation technology to slow down the pace of deterioration. Furthermore, emission reduction measures are put in place to reduce carbon emissions (CEs).

The current study executed a thorough literature review to determine how to improve supply chain management performance. Furthermore, assumptions are made to fill research gaps, and a mathematical model is created to address the problem mentioned above. To collect the data, the available inventory literature was reviewed. Additionally, numerical illustrations and sensitivity analyses are presented to emphasize the model's robustness.

The research indicates that it is more prudent to invest in preservation technology based on its selling price in order to control the rate of deterioration. In addition, the proposed model facilitates the management of deteriorated waste through salvage trading and emission reduction investment. The findings validate sustainable practices with a 20.86% increase in profit and a 21.4% decrease in CEs, thereby signifying environmental and economic benefits.

The proposed model enhances understanding of the impact of investments in price-based preservation technology and carbon reduction efforts on consumer perceptions of their intention to purchase GPs. Moreover, the study provides valuable insights by identifying important recommendations for policymakers regarding areas that require further investigation. This guideline can help identify both current and unexplored gaps, enabling researchers to direct future research efforts toward producing new products.

Study on the internal legalization process of strategic change for a large number of ultra-large enterprises in China.

This paper takes formulation process of Suning Appliance Group’s 10-year strategy (2010–2020) as the research case, designs the research issues, propositions and analysis unit of the case study, and uses the data collection and analysis methods in the grounded theory to realize the theoretical development from data to viewpoint conceptualizing and to proposition categorizing.

There are four key concepts that affect the judgment of overall strategic legitimacy of super-large enterprises: Emerging-market opportunities and strategic operational positioning, legitimacy perspective mainly manifests as legitimacy judgment of strategic direction within organization. Positioning of core resources (including intangible resources) and their value identification methods or value evaluation criteria, the legitimacy perspective is mainly reflected in the organization's internal legitimacy judgment of functional planning, especially implementation path. The impact factors of the key performance of each SBU are positioned, and the legitimacy perspective is mainly reflected in the organization’s internal judgment on the legitimacy of strategic supporting measures, especially the resources needed for the implementation of the strategy and capacity development. The periodical strategic objectives and performance measurement indicators of each SBU are mainly reflected in the organization’s internal legitimacy judgment on strategic alignment and specific action plans for strategic operational units. The legitimacy of these four key concepts is strongly influenced by the rationality of these strategic concepts, which are closely related to their shaping patterns driven by right-brain and left-brain thinking modes.

This case is a longitudinal study of the strategic decision-making process, not a longitudinal follow-up of the actual implementation of the strategy. In addition, given that the case enterprise was facing the emerging market at that time and focused on pushing firms to seize opportunities, not much research has been done on the impact of external legitimacy on the strategic formulation process, a variable that is increasingly being focused on today.

This model has guidance significance and practical demonstration role for a large number of enterprises that are implementing the “+Internet” strategic change under traditional offline operation.

According to the summary of the connection between data and propositions in several rounds, this paper constructs a theoretical model of left and right brain thinking mode driving key concepts to achieve the internal legalization process of strategic changes.

In the analysis process, the legalization theory and the sense-making method are introduced into enterprises’ strategy making process. Based on this analysis framework, this paper analyzes in detail that the top decision-making level and the middle and high executive level form key strategic concepts to promote the internal legalization process of strategic decision-making driven by the right-brain intuitive thinking mode and the left-brain rational thinking mode, which greatly improves the quality of strategy formulation and the operability of strategy implementation.