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This paper aims to explore the challenges and opportunities of blockchain technology adoption from the lens of the technological–organisational–environmental (TOE) framework for operational excellence in the UK automotive industry context.

The research methodology of this study follows a systematic review approach, which analyses existing academic published research papers in the top 35 academic journals. There was no specific timeframe established for this study and shortlisting the articles through a set of used keywords. A sample of 71 articles was shortlisted and analysed to provide a discussion on technological and management challenges and opportunities of blockchain adoption from the lens of the TOE framework for operational excellence.

The findings of this study present significant theoretical and managerial implications and deep understanding for firms seeking to understand the challenges and opportunities of blockchain adoption for their operational excellence.

The systematic literature approach was considered for the present study to explore existing academic papers on technological and management challenges and opportunities from the lens of TOE framework for operational excellence, whereas a more specified method meta-analysis can be considered for future research. The study has been explored in the UK automotive industry context, which has been considered as the limitation of generalisation across countries and industries.

This paper represents the most comprehensive literature study related to the technological and management challenges and opportunities of blockchain from the TOE framework angle for operational excellence.

This chapter explores the possible future trading options available to the UK and what impacts these trading options will have on the UK automotive industry. The research makes use of a wide range of data to predict the degree of impact each trading alternative will have on the UK automotive industry. Using a Supply Chain Management (SCM) framework, we discuss the trading practices currently in place today in the sector, and its interactions and dependence on privileged access to the Single Market. We then examine likely impacts each potential trading alternative will have on the sector. Drawing on interviews with senior managers in the sector, the findings of the research suggest that all current available trade scenarios put up different types of trade barriers for the sector, potentially increasing costs and decreasing the UK’s attractiveness as a base for automotive manufacturing. The findings also suggest that the uncertainty around the UK’s trading future with EU is deterring investment into the sector, which will likely have consequences further into the future. We conclude by assessing a wide variety of mitigation strategies open to manufacturers, considering their viability and applicability in each potential scenario.

The purpose of this paper is to examine the automotive product recall risk in terms of social sustainability performance and to evaluate the role of buyer‒supplier relationships in improving social sustainability during product recall crises.

A multi-methodology approach is used to empirically analyse the interrelationship between the proposed constructs and enablers of the buyer‒supplier relationship. Structural equation modelling and interpretive structural modelling are followed to analyse the data gathered thorough a questionnaire survey of 204 executives and interviews with 15 managers from the automotive industry.

The results of the study provide evidence regarding the impact of the responsible buyer‒supplier relationship on customer recall concerns and the social sustainability performance of supply chains (SCs). This study also leads to the development of a conceptual model, providing a relationship between the three key concepts used in this study.

Following social sustainability principles, this study addresses the importance of developing strong, responsible relational ties with suppliers to reduce vehicle recalls or successfully recover from a product recall crisis.

This study contributes to the literature by providing theoretical and empirical insights for developing socially responsible SCs and confirming the role of the buyer‒supplier governance mechanism during product recalls in the context of the automotive industry.

To provide the reader with an appreciation of the present trends in the UK automotive supply industry as they affect the first and second tier supply chain and aims to give researchers an insight into the complex interaction between suppliers and their customers.

Literature review which is divided into the sub‐sections of strategy, structure, processes and co‐ordination required within the manufacturing environment, to identify the influence of synchronous supply as it affects these main areas of operations management.

Through the use of examples from previous papers written on automotive and related supply industry operating methods, and to date Grounded Theory forming a pilot study to empirical research for this research, it concludes that synchronous supply can provide the lead for an efficient automotive supply chain.

The concept of synchronous supply presents a challenging research framework for supplier operating strategy, structuring processes and co‐ordination between the vehicle manufacturer (VM) and the whole supply chain.

A useful source of information for VMs and their first tier suppliers to understand more about synchronous supply and its affect on the supply chain.

This paper presents the concept of synchronous supply as a challenging framework for supplier operating strategy, structuring processes and co‐ordination between the VM and the whole supply chain.

The purpose of this paper is to understand the impact of the recent recession on both the automotive manufacturer as well as their suppliers. The research aims to identify if the impact has been the same at each of the organizations, or if there has been a difference.

This paper carries out a case study research, into the need for suppliers to increase their responsiveness following recession and the impact this has had on supplier relations. Face-to-face semi-structured interviews were carried out at the vehicle manufacturer with two members of production control staff from VMUK plus seven production control staff at seven tier 1 suppliers to VMUK.

Supply chains have been enhanced through an increased level of responsiveness, following the economic downturn and supplier relations have had a positive impact post-recession.

Literature argues that competitive advantage can be achieved through responsiveness, and that responsiveness is critical during a period of volatility and market uncertainty. Furthermore, literature also argues that competitive advantage can be achieved through positive supplier relations. This study investigates both of these arguments.

This study concludes that the positive supplier relations offer a competitive advantage when there is no cost advantage to be found elsewhere. Furthermore, this study concludes that as a direct impact of the recession, supplier relations have improved within the case studies investigated.

The purpose of this paper is to carry out case study research to analyse the current situation at a world class vehicle manufacturer (VM), the main case organisation. This paper aims to conclude whether there is scope for further inbound JIT supply focus to the case study organisations within this research.

The data and vision for this paper comes from a literature review and practitioner papers and case studies to survey inbound supply of JIT theory and practice in a UK automotive supply network. Primary data are collected through case study research and site visits.

This paper presents the findings of recent research into a UK automotive industry supply network and identifies the benefits, drawbacks and boundaries of delivering JIT. The sub-element of this paper identifies whether there is scope to make a more focus inbound supply JIT into the main VM case study organisation.

This research looks at one network over three tiers of a supply chain. However this research creates a case study hub and looks at whether there is potential to increase the level on inbound and outbound JIT supply to and from the main case organisation.

This case study research directly gains primary research form operational supply organisations working in a supply hub network in the UK automotive industry.

Social implications here allow an improved understanding of efficient JIT and supply chain issues.

This research considers the enhanced relationship amongst automotive supply chain members to ensure a clear understanding and position the importance of a JIT; lean and agile approach in practice.

The purpose of this paper is to develop a model for sustainable learning that can be used to target training resources more effectively. The focus is the automotive supplier chain where skills development is an urgent problem.

A number of different surveys have been combined to draw out government, employer and staff approaches to training. From these a model was developed and its elements tested on a further group of small to medium‐sized companies (SMEs).

From the initial surveys the outcomes of training across this segment of the industry were mostly unknown, unmeasured and often unpredictable. This result was in keeping with wider research which has indicated that even in large enterprises some 60 per cent of training budgets lack quantifiable targets to achieve. Amongst the smaller SMEs the skills needs were different to those of the larger enterprises.

A model has been presented that can support sustainable learning. More specific criteria could be used to target training resources selectively. If an enterprise is ready, motivated and receptive; if training is only given to selected suitable staff whose achievement is subsequently recognised; if the training is relevant and focused; then the sustained learning will lead to measureable outcomes that relate to the enterprise's goals.

The model provides a framework of criteria to target training more effectively. This is potentially a new way to focus skills development. The companies most likely to meet these criteria will be the competitive and innovative companies. The results can be adapted and applied also to most European SMEs.

In recent decades the automotive industry has established a variety of new forms of logistics integration between automobile assemblers and their suppliers, in particular those in the first tier. The purpose of this paper is to outline which form of logistics integration original equipment manufacturer (OEM) assembly plants use to link up with proximate suppliers, and to classify and compare different types of logistics supplier integration.

The data and insights for this paper come from a literature review of research and practitioner papers and studies to survey logistics integration models in theory and practice. In addition, data are collected through semi‐structured interviews and site visits.

The main findings are summarised in five conditions which characterise logistics supplier integration in the automotive industry. These conditions vary significantly between local dedicated supply as discussed in this paper and the traditional supply, which is distant and scattered around suppliers. These main conditions are “geographical proximity”, “delivery contents, volume and sequence”, “shared investment and asset specificity”, “information sharing and information technology system integration” as well as “transport system”. Although all of the five conditions were considered relevant for the description of existing integration forms, only the “geographical proximity” dimension is emerged as most suited for a formal typology. Therefore, a seven‐step integration model was developed which allows for a categorisation and comparison of existing logistics integration forms of proximate supply.

This research aims to support the academic study of cross‐company and inter‐organisational supplier integration by providing consistent criteria for cross‐site comparisons. A holistic and consistent understanding of different logistics integration types will be necessary, which will help in evaluating the actual integration forms such as supplier parks.

The majority of studies into the supplier integration phenomenon conclude that logistical concerns are the driving factor behind supplier co‐location. Therefore, the focus of this research is on the spectrum of vertical integration in logistics between the vehicle manufacturers and their suppliers.

This paper is concerned with UK‐based automotive component suppliers that have commenced the supply of a “complete system” to a vehicle assembler (VA) in recent years. The wider restructuring of VA‐supplier relations occurring in the UK automotive industry is taken asthe context for this research – reference is made to the requirements of lean and agile manufacturing. We investigate if these suppliers differ in any systematic way from their counterparts who have not moved into systems supply. This was done using a questionnaire survey and series of follow‐up interviews. Significant differences between systems and non‐systems suppliers were found in the areas of firm size, products, customers, design input and VA‐supplier relationship strategies. Both parties were typically found to gain from systems supply. The nature of these benefits is then explored. Overall, it is intended that this research should serve to inform management, and in particular that of suppliers seeking to achieve or to maintain and develop their first tier status.

The purpose of this paper is to robustly establish whether firms are implementing Lean or Agile production in the automotive supply chain (SC) and, by drawing on contingency theory (CT) as our theoretical lens, independently determine whether Lean and Agile firms can be distinguished based upon contextual factors.

Primary quantitative data from 140 firms in the West Midlands (UK) automotive industry were obtained via a constructed survey. Analysis incorporated the use of logistic regressions to calculate the probability of Lean and Agile organisations belonging to different groups amongst the contextual factors investigated.

Lean and Agile firms co-exist in the automotive SC and Lean firms were found to be at higher tiers of the SC, while Agile firms were found to be at lower tiers.

The originality of this study lies within the novel methodological attempt used to distinguish Lean and Agile production, based upon the contextual factors investigated. Not only is the importance of CT theoretically approved, but “received wisdom” within SC management is also contested. Extant literature propagates that the automotive SC is comprised of organisations that predominantly adopt Lean production methods, and that in SCs comprised of both Lean and Agile organisations, the firms closer to the customer will adopt more flexible (Agile) practices, while those that operate upstream will adopt more efficient (Lean) practices. The findings from this study have implications for theory and practice, as Lean and Agile firms can be found in the automotive SC without any relationship to the value-adding process. To speculate as to why the findings contest existing views, resource dependence theory and, more specifically, a power perspective, was invoked. The authors provide readers with a new way of thinking concerning complicated SCs and urge that the discipline of SC management adopts a “fourth” SC model, depicting a new Lean and Agile SC configuration.