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[...]it becomes essential to understand the PM aspects in the face of emergency situations such as COVID-19. Since the seminal article by Benita Beamon proposing new performance measures for evaluating supply chain performance, the literature has evolved. [...]the guest editors would also like to thank the authors for their contributions and for choosing our special issue as a relevant platform to communicate their research works. The insights drawn from this SI will provide them with effective guidance to help them design, implement and improve performance measurement systems capable of effectively measuring different supply chain processes and issues during unexpected and disruptive events.Table 1 Articles published in this special issue Article Title Purpose 1 Airline catering supply chain performance during pandemic disruption: a Bayesian network modelling approach This study aims to consider the impact of implementing Bayesian network (BN) modelling to measure SC performance in the airline catering during the pandemic context 2 The role of Industry 4.0 technologies on performance measurement systems of supply chains during global pandemics: an interval-valued intuitionistic hesitant fuzzy approach This study aims to investigate supply chain performance measurement systems (SCPMSs) that are suitable and applicable to evaluate SC performance during unexpected events such as global pandemics. [...]it considers the contribution of Industry 4.0 Disruptive Technologies (IDTs) to implement SCPMSs during such black swan events 3 A systematic literature review on supply chain resilience in SMEs: learnings from COVID-19 pandemic This paper presents the state-of-art literature on supply chain resilience in SMEs in the context of the coronavirus (COVID-19) pandemic and provides a comprehensive view of insights gained and gaps identified and suggests potential areas of future research 4 A proposed circular-SCOR model for supply chain performance measurement in the manufacturing industry during COVID-19 This study aims to determine which supply chain performance criteria come to the fore for the company under consideration to accelerate the transformation into high performance and circularity in supply chains, considering that the ability to analyse supply chain performances and ensure circularity in supply chains has become one of the factors whose importance has increased rapidly with COVID-19 5 How do food supply chain performance measures contribute to sustainable corporate performance during disruptions from the COVID-19 pandemic emergency?
ABSTRACT
[...]none of these studies has explored maturity in terms of global supply chains and their response capacity amid impacting and unexpected events such as COVID-19. [...]this special issue sought to publish papers that clearly demonstrate the practical and theoretical impacts of maturity in global supply chains in the context of sudden disruptive events such as COVID-19. The second article, which is titled “A systematic review of AR/VR in operations and supply chain management: maturity, current trends and future directions” has brought a relevant contribution to the issue by providing a systematic insight into the current maturity of augmented reality (AR) and virtual reality (VR) in operations and supply chain management (OSCM), considering the context of COVID-19. The research findings demonstrated that AR/VR are still in the introduction and growth phase and that they have yet to reach their maturity. [...]the study has also shown that there is a limited utilization of AR/VR as drivers in facilitating sustainable practices in OSCM and that the potential applications of these technologies for the recovery phase of supply chains in the post-COVID-19 era require special attention. The five papers on this special issue have approached maturity management by considering the context of the COVID-19 pandemic from different perspectives and making the following contributions: determining the resilience and agility factors that increase the maturity of fast fashion supply chains;establishing how disruptive technologies such as virtual and AR can contribute to developing more resilient and mature supply chains;identifying research and practice gaps in supply chain resilience by connecting this topic with cost-effective and sustainable supply chain themes and showing how these key strategies enhance supply chain maturity and survivability;studying strategies focused on supply chain digitalization and integration for enhancing resilience in MOSCs amid a pandemic situation;and determining the impact of different industrial sectors from the lens of their maturity management to the performance response amid the COVID-19 pandemic.
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Purpose This study aims to analyse the resilience of customer demand management post-coronavirus disease 2019, using fast fashion as an example. The paper provides insights for potential applications to micro-, small and medium enterprises (MSMEs). Design/methodology/approach Based on the qualitative analysis and an integrated Plan-Do-Check-Act (PDCA)-decision making trial and evaluation laboratory (DEMATEL)-fuzzy technique for order of preference by similarity to the ideal solution (TOPSIS) methodology of fuzzy multi-criteria decision-making, we explored and prioritised the enablers of resilience management for fast-fashion MSMEs. Findings The results reveal that the highest priority enabler is maintaining customer loyalty. Other enablers are associated with e-commerce endorsement, a customer-focussed assortment of items and flexible store operations. Research limitations/implications The study findings will enable fast-fashion MSMEs to develop effective actions and priorities in operations efforts to promote post-pandemic recovery. Originality/value Despite the importance of the resilience project and the changing fast-fashion customer patterns, only a handful of studies have explored how resilience can be managed in this field. Thus, the findings can contribute to closing this gap in the context of operations resilience research as well as MSME operations.
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The journal of Operations Management Research (OMR) is a rigorous journal that started its publication in 2008. It publishes short, focused research studies that advance both the theory and practice of operations management. Considering the relevant OMR’s contribution to the field of Operations Management in the last years, this study provides an overall assessment of the journal performance by conducting a retrospective review. To elaborate on OMR's temporal development in terms of publications, authors, affiliated institutions and countries, citation patterns, and conceptual structure, we extract publications from Scopus database for the period 2008–2020. We rely on bibliometric techniques in addition to bibliographic coupling, keyword analysis, and content analysis. 166 documents were analyzed using RStudio, VOSviewer, and Microsoft Excel. Findings emphasize OMR’s steady productivity growth (3.24%). Narrowly, Olhager J. is the most productive authors while Kalchschmidt M. and Stentoft J. are the most influential authors (H-index of 4). Furthermore, USA contributes to the highest number of publications while UK is the most influential country in terms of citations. Cranfield School of Management, UK stands as the top cited university. The analysis of the thematic evolution concludes to three main clusters: "Manufacturing and Supply chain Performance", "Six Sigma and Lean Management", and "Reshoring, Backshoring and Offshoring". This study recommends to further investigate the implications of the fourth industrial revolution and the sequels of COVID-19.
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In this paper, we examine whether the projects of the United States (U.S.) corporations have implemented initiatives to reduce the environmental footprint of their supply chains during coronavirus (COVID-19). Environmental footprint reductions could be achieved by reducing waste, reducing resource use, and reducing ecological emissions by introducing environmental management systems in the supply chains. For this aim, the project’s initiatives play a crucial role. This study has the primary purpose of examining the impact of ecological footprints on financial performance achieved by US corporations’ initiatives implemented through projects during the COVID-19 period. The final sample comprises 9997 company-year observations over the investigation period between 2010 and 2020. The results suggest that firms implementing the initiatives to reduce environmental footprint have shown a significant positive financial performance during the COVID-19 period. The results are robust to alternative specifications of informativeness and sensitivity tests controlling for time-invariant firm characteristics and alternative firms' performance measures. Our results corroborate with stakeholder theory, which implies implementing green policies will alleviate the agency issue and safeguard the shareholders' interest. Moreover, it clearly demonstrates the positive impact of environmental projects-focused organizations on the financial and environmental performance even while challenging and disrupting situations such as this unprecedented pandemic.
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PurposeThis paper aims to present a grounded and strategic discussion regarding Supply Chain 4.0 as a management system orientation for the post-COVID-19 period as well as propose some research directions thereof.Design/methodology/approachFor the development of this paper, some theoretical insights were provided based on the literature related to Supply Chain and Industry 4.0. A discussion regarding the constructs of Supply Chain 4.0 on the context of the post-COVID-19 outbreak is developed as well.FindingsThe discussion, herein, shows that the disruptive technologies might play a crucial role to become supply chains more responsive and resilient to sudden events such as COVID-19. Then a Supply Chain 4.0 is a transformational strategic orientation to be considered on the aspect of supply chain management for the post-pandemic period. Some research questions are proposed at the end of this paper with the aim to further address this subject.Research limitations/implicationsThis paper provides timely insights for researchers and practitioners which might imply on the further research deployments and practical applications although it demands future empirical studies to validate the propositions herein presented.Practical implicationsPractitioners can be benefited from this paper on having new insights and a strategic direction on regards supply chain management for the post-pandemic period with focus on a technology-driven strategy for supply chains.Originality/valueThis paper is unique because it brings an unexplored relationship between Supply Chain 4.0 and COVID-19 pandemic. It also significantly contributes to new directions and views for the supply chain management field from these challenging and difficult times of coronavirus global outbreak.