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To achieve the Sustainable Development Goals (SDGs) in the era of Logistics 4.0, machine learning (ML) techniques and simulations have emerged as highly optimized tools. This study examines the operational dynamics of a supply chain (SC) in Vietnam as a case study utilizing an ML simulation approach.

A robust fuel consumption estimation model is constructed by leveraging multiple linear regression (MLR) and artificial neural network (ANN). Subsequently, the proposed model is seamlessly integrated into a cutting-edge SC simulation framework.

This paper provides valuable insights and actionable recommendations, empowering SC practitioners to optimize operational efficiencies and fostering an avenue for further scholarly investigations and advancements in this field.

This study introduces a novel approach assessing sustainable SC performance by utilizing both traditional regression and ML models to estimate transportation costs, which are then inputted into the discrete event simulation (DES) model.

The purpose of this paper is to present a conceptual framework for integrating strategic thinking factors, organisational performance and the decision-making process.

The methodology involves a synthesis of literature and proposes a framework that explores the relationship between strategic thinking enabling factors, organisational performance and the moderating effect of decision-making styles.

The framework includes strategic thinking enabling factors (systems perspective, focused intent, intelligent opportunism, thinking in time and hypothesis-driven analysis), organisational performance and the moderating effect of decision-making styles (intuitive and rational).

This research results in a conceptual model only; it remains to be tested in actual practice. The expanded conceptual framework can serve as a basis for future empirical research and provide insights to practitioners into how to strengthen policy development in a strategic planning process.

A paradigm shift in the literature proves that strategic management and decision-making styles are vital in determining organisational performance. This paper highlights the importance of decision-making styles and develops a framework for strategic management by analysing the existing strategic management literature.

This paper aims to contribute to the discussion on integrating humans and technology in customer service within the framework of Society 5.0, which emphasizes the growing role of artificial intelligence (AI). It examines how effectively new generative AI-based chatbots can handle customer emotions and explores their impact on determining the point at which a customer–machine interaction should be transferred to a human agent to prevent customer disengagement, referred to as the Switch Point (SP).

To evaluate the capabilities of new generative AI-based chatbots in managing emotions, ChatGPT-3.5, Gemini and Copilot are tested using the Trait Emotional Intelligence Questionnaire Short-Form (TEIQue-SF). A reference framework is developed to illustrate the shift in the Switch Point (SP).

Using the four-intelligence framework (mechanical, analytical, intuitive and empathetic), this study demonstrates that, despite advancements in AI’s ability to address emotions in customer service, even the most advanced chatbots—such as ChatGPT, Gemini and Copilot—still fall short of replicating the empathetic capabilities of human intelligence (HI). The concept of artificial emotional awareness (AEA) is introduced to characterize the intuitive intelligence of new generative AI chatbots in understanding customer emotions and triggering the SP. A complementary rather than replacement perspective of HI and AI is proposed, highlighting the impact of generative AI on the SP.

This study is exploratory in nature and requires further theoretical development and empirical validation.

The study has only an exploratory character with respect to the possible real impact of the introduction of the new generative AI-based chatbots on collaborative approaches to the integration of humans and technology in Society 5.0.

Customer Relationship Management managers can use the proposed framework as a guide to adopt a dynamic approach to HI–AI collaboration in AI-driven customer service.