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Supply chain risk (SCR) has been extensively explored in various sectors, yet there is a notable scarcity of SCR studies in the dairy industry. This study aims to identify the primary and distinctive risks in the dairy supply chain (DSC), propose a typological model for SCR, highlight challenges specific to the DSC and offer mitigation strategies.

We employ a systematic literature review to collect and review relevant research articles published between 2010 and 2019 to identify the main risks and mitigation strategies associated with the DSC, enabling the construction of a typological model of DSC risks.

Results of the systematic review of the SCR literature show that the main DSC risks include on-farm risk (e.g. risks originating from the farming system), off-farm risk (e.g. supply risk, demand risk and manufacturing risk) and inherent SCR (e.g. logistics risk, information risk and financial risk). Notably, we find that the farming system plays a key role in today’s agricultural supply chain operations, indicating the importance of considering on-farm risk in the entire DSC. Additionally, mitigation strategies are located in response to the identified DSC risks by the typology of DSC risks.

This paper is the first attempt to develop a typological model of SCR for the dairy industry by a systematic literature review. The findings contribute to providing a comprehensive understanding of DSC risks by bridging the gap of ignoring the on-farm risks of the DSC in the existing literature. The typology may serve as a guide in practice to develop mitigation strategies in response to DSC risks.

The study investigated the relationship between digital supply chain (DSC) and sustainable supply chain performance (SSCP) of small and medium-sized enterprises (SMEs) via the lens of supply chain integration (SCI) and information sharing (IS). This study concentrates more on the mediating role of SCI and IS in the link between DSC and SSCP that no research has mentioned before.

This research figures out how the DSC impacts the performance of the organization and the supply chain. By employing a carefully designed questionnaire to gather data, a quantitative methodology was employed. Managers at the senior and medium levels were the responders who were targeted. There are 467 valid replies gathered from the primary survey. The data results were used in the analysis using partial least squares structural equation modeling (PLS-SEM).

The findings imply that SCI’s function in the information-sharing process is crucial as it fosters cooperation, coordination and connectivity throughout the DSC. Furthermore, the study’s conclusions offer helpful information on how businesses might enhance supply chain performance through information exchange. Businesses are constantly concentrating on the role that the DSC plays as a catalyst for sustainable growth and are improving supply chain performance through SCI and information exchange.

This study highlights the gaps and unexplored themes in the existing literature, catalogs the DSC published in the main logistics journals and helps people recognize and appreciate this kind of work. It also has the potential to contribute to future research on SSCP. Moreover, the novelty research is further reinforced by the coverage of the newfound mechanism, where SCI and IS mediate the relationship between DSC and SSCP, directly and positively enhancing SSCP.

One of the fundamental objectives of adopting digital supply chain (DSC) is to uplift the performance of an organization. Although a wide variety of literature confirms the impact of DSC on performance, it is hard to explore as to which dimensions of the performance is affected by DSC and how much. This chapter undertakes discussion on the impact of DSC on the various organizational performance indicators. The chapter also denotes some major key performance indicators (KPIs) that organization can track to gauge the impact of DSC on performance. A brief discussion on the challenges related to the development, adoption, and continuation of KPIs is also appeared in the later part of the chapter. The chapter concludes by denoting that the utilization of digital technologies (DTs) such as artificial intelligence (AI), the Internet of Things (IoT), and complex analytics in DSC has prospects for enhancing the operational efficiency, transparency, and agility of a supply chain (SC). Organizations that adopt these DTs have experienced better demand forecasting, reduced time order fulfillment time, and higher levels of consumer satisfaction. Nonetheless, the successful use of DSC requires development and implantation of KPIs regularly.

The rapid global changes we are witnessing pose a pressing challenge that necessitates reevaluating conventional supply chain practices. Consequently, the integration of digital technologies into supply chain operations, often referred to as digital supply chain (DSC), has emerged as a strategic shift that aims to empower organizations to proactively seize new opportunities rather than being caught off guard by unforeseen disruptions arising from economic volatility, global pandemics and regional conflicts. Thus, this study embraces a knowledge-centric approach to explore the direct and indirect impact of knowledge management, innovation and learning capabilities on DSC adoption in an emerging economy context. Furthermore, it aims to shed light on the moderating role of environmental dynamism in this intricate interplay.

Employing a cross-sectional survey, the research data were collected from 354 managers representing Egyptian manufacturing and service firms utilizing a structured questionnaire. Data analysis was conducted using Partial Least Squares Structural Equation Modeling (PLS-SEM).

The results unveiled that knowledge management capability (KMC) has the highest path coefficient value among all endogenous variables. It accounts for a significant portion of the variance in innovation and learning capabilities, which play pivotal roles in adopting DSC. Notably, learning capability appears to exert a more powerful influence on DSC adoption than innovation capability through direct and mediating effects. Furthermore, the findings underscore the moderating effect of environmental dynamism on the relationship between learning capability and DSC adoption. However, this moderating role is not observed in the link between innovation capability and DSC adoption.

There is a growing trend among firms to adopt DSC in response to significant environmental shifts. This study offers valuable insights for managers and policymakers, providing them with a deeper understanding of the DSC adoption process. The study’s findings assist in identifying crucial factors that boost DSC adoption and offer guidance on successfully leveraging digital technologies for managing supply chain practices. Moreover, the study offers stimulating directions for future DSC research directions.

The study contributes to the existing literature by expanding our understanding of the adoption of DSC by utilizing knowledge, innovation and learning capabilities within the context of emerging economies.

This paper aims to systematically review the literature on digital supply chain (DSC), big data (BD) and manufacturing lead time (MLT) in industrial companies.

This study provides a systematic review of the 99 research on this subject that was published between 2015 and 2022. Studies were found in the Scopus database. This review also identifies gaps in the literature, highlights conflicting results, examines prospective data sources for empirical researchers and offers suggestions for choosing promising research subjects in the future.

This study performed a thorough literature review to a developing field of inquiry in order to identify the impact of the digital supply chain, BD and manufacturing lean time, an area that has received little attention in the literature. Future pathways and ramifications are also offered based on the literature content search. The results showed that BD improves DSC performance through resilience and innovation of the DSC. MLT and DSC integration were found to be positively correlated, according to the results.

Although the production lead time is preferable to boost customer value and supply reliability, the long lead time hurts the DSC’s ability to compete. DSC integration also improves coordination and streamlines processes. The researchers suggest fostering organizational flexibility, information exchange to accomplish DSC integration and adaptable behaviors including responsiveness and alertness.

This paper has predicted digital supply chain (DSC) adoption through the role of firms' proactiveness, knowledge management capability (KMC), innovation ambidexterity and the moderating effect of environmental dynamism.

Survey data from 354 managers in manufacturing and service firms were analysed using the PLS-SEM model.

The present study's findings ascertained the significant role of innovation ambidexterity in influencing DSC adoption, given that innovation exploration's direct and mediating impacts were greater than innovation exploitation's. Firms' proactiveness had the highest path coefficient value among the endogenous variables as an indispensable source for firms to successfully embrace KMC and innovation ambidexterity. The role of firm size on DSC adoption was also significant, revealing that SMEs were more likely than larger firms to adopt DSC practices. Despite its significant effect on innovation ambidexterity, KMC surprisingly exhibited no direct influence on DSC adoption. Furthermore, the findings demonstrated the significant moderating role of environmental dynamism on the effect of KMC on innovation exploration.

This research endeavour has presented valuable insights for scholars and managers, furnishing them with a framework to facilitate decision-making processes regarding adopting DSC practices. A key insight gleaned from this study has been the remarkable value of firms' proactive behaviour and innovation ambidexterity in facilitating DSC adoption decisions. Such adoption has empowered organisations to deploy appropriate interventions and allocate resources efficiently, considering the pivotal role of innovation exploration in contrast to the relatively limited impact of innovation exploitation within this context. Managers may also underscore the significance of firm size in shaping DSC adoption decisions. Small- and medium-sized enterprises (SMEs) have been more likely to embrace DSC initiatives than their larger counterparts. The agile scale and streamlined organisational structures of SMEs often translate into faster decision-making processes, allowing for DSC adoption with relative ease. SMEs might also exhibit a greater openness to reap the benefits associated with DSC systems, such as improved operational efficiency and cost reduction.

The present study has advanced DSC adoption research by examining innovation ambidexterity, knowledge management capability and firms' proactiveness. It has also provided valuable insights for scholars and managers, presenting a framework for decision-making processes regarding DSC adoption in an emerging economy context.

The purpose of this paper is to examine the role of digital supply chain (DSC) technologies in automotive supply chain resilience (SCR) practices to improve the supply chain performance (SC-Perf.) objectives of companies operating in the automotive industry. This study also compares the results of the associated SC-Perf objectives before and after the COVID-19 pandemic outbreak lockdown situation.

The authors undertook in-depth empirical research using a questionnaire survey to explore the performance of automotive supply chains. The sample for this study consisted of practitioners from supply chain entities such as automotive original equipment manufacturers, Tier-1 component manufacturers and lead logistics providers in Asia-Pacific (AP) emerging markets. Research questions, framework and hypotheses were developed using the literature review.

The research outcome from analysis of the data the authors collected from an emerging market context, specifically the automotive sector, emphasizes the role of DSC technologies and encourages the firm’s SCR practices which, in turn, supports the SC-Perf objectives. The DSC technologies competency moderates the SCR and SC-Perf objectives relation, and the moderation effect is higher for post-COVID-19 pandemic outbreak lockdown situation than at prior state.

The scope of the study is restricted to the automotive firms in the AP region. The data were collected from a representative sample of the population through a questionnaire survey. The small size of the sample incurs a certain level of subjectivity.

This research provides practical insights for practitioners and academicians on DSC technologies’ influence in SCR practices to improve the firm’s SC-Perf. This research shares the literature insights on use of DSC technologies across the sector to allow the automotive firm to reassess the existing operational practices.

The paper adds insights on introducing or implementing DSC technologies across AP automotive firms to increase the operations’ performance by improving SCR practices and sustainability.

A digital supply chain (DSC) positively enhances circular economy (CE) practices. However, what factors and conditions lead to the implementation of DSC for transitioning toward CE is not yet clear. Therefore, this study aims at identifying and subsequently analyzing the antecedents of DSC for CE.

The study identifies major antecedents of DSC for CE to achieve sustainability objectives through literature review and expert opinions. In this study, 19 potential antecedents of DSCs for CE are established from the literature and suggestions from industry professionals. A trapezoidal fuzzy Decision-Making Trial and Evaluation Laboratory (DEMATEL) approach is applied quantitatively to investigate the antecedents identified.

Conducted in the context of Indian automobile manufacturing industry, the findings of the study reflect that advanced information sharing arrangement, effective government policies for DSC and CE implementation and digitalizing the supply chains are the top three potential antecedents of DSC for a CE.

In the existing literature, few studies are specific to investigating the DSC and CE paradigm. The present study will help organizations develop a practical and integrated strategic approach that will foster DSC through improved knowledge of CE.

This study investigates the enablers and challenges of digital supply chains (DSCs) adoption and develops a digital supply chain maturity (DSCM) model as a basis for developing guidelines for DSC adoption in the digital transformation journey.

The research involves a systematic literature review (SLR) of Industry 4.0 (I4) adoption in supply chain (SC) practices to identify key enablers and associated maturity levels. The literature search of published articles during the 1997–2020 period and subsequent screening resulted in 64 articles. A DSCM model was developed using the categorization of important enablers and associated levels transitioning from the traditional SC to the DSC ecosystem.

Four broader categories of DSC enablers and challenges were identified from the content analysis of SLR. Digital strategy alongside I4 technologies and human capital were prominent in DSC adoption as I4 technologies and human capital depend on other enablers such as dynamic capabilities (DCs). Lack of infrastructure and financial constraints to implementing I4 were significant challenges in the DSC adoption.

The proposed DSCM model provides a holistic view of enablers and maturity levels from traditional SC to DSC adoption. However, the DSCM model needs to be empirically validated and streamlined further using inputs from practitioners.

The proposed DSCM model can be used as a framework to guide practitioners in assessing maturity and developing implementation plans for successful DSC adoption.

This research introduces a novel DSC maturity model through a holistic view of enablers and maturity levels from traditional SC to DSC adoption.

The purpose of this paper is to study interactions between water‐based polymer isocyanate (WPI) adhesive and bamboo by means of differential scanning calorimetry (DSC).

The method of adapting new reference substance replacing aluminium was used due to the special characteristic of WPI adhesive when studying reactions between WPI adhesive and bamboo.

The methods of changing reference substance could counteract effect of water in the sample on DSC measurement. The results of DSC analysis showed that hardener of WPI adhesive can react with water and also with ‐OH in bamboo and matrix of WPI adhesives. That is to say that a competition exists between urethane formation (covalent bonding of isocyanate with hydroxyl groups in bamboo and matrix in WPI adhesive) and urea formation (isocyanate consumption due to the reaction with water) during the operation of glued bamboo products.

The method of changing reference substance can be used for other DSC samples in which water cannot be conveniently removed, but this method requires that weight of reference substance to be exactly the same as the sample used in DSC measurement. So accuracy of weighing was very important in this DSC measurement.

The method developed in this paper provides a simple and practical solution to studying interactions between WPI adhesive and bamboo by means of DSC.

Changing reference substance was brought forward as a new method of counteracting effect of water in the sample on DSC measurement. The understanding gained through this study could help improve bonding properties of glued bamboo products.