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The unpredictable distribution of globalization has directed the world economy and revealed the need to establish cooperation in all business processes. This global structure also highlights the necessity of designing an agile supply chain that is capable of continuous information sharing during end-to-end transportation for the purpose of creating sustainable connections. In this process, various strategies enhanced with contemporary information and communication technologies have been developed to create a fast and accurate data-sharing network between logistics service providers and supply chain parties. However, unlike the short-term interruptions experienced in the past, COVID-19 has caused unprecedented problems in the dynamics of most economies. In eliminating these problems, it has been seen that information communication technologies, which provide the advantage of digital visibility in normal operations, need to be redesigned with the technology of the autonomous age. To meet this requirement, Industry 4.0, a revolutionary conceptual trend that started roughly a decade ago but that has become considerably more widespread during COVID-19, has been integrated into business models as a key concept that governs intelligent transformation in the chain. This process, which is today considered a compulsory intelligent transformation rather than an alternative method, has however led to some conflicts, especially in adaptation, expertise, and security subjects. This chapter of the book evaluates, within the scope of cybersecurity and workforce in logistics services, the conflicts created by the digital solution methods that have been integrated into business models to reduce the negative effects of COVID-19.

There is a potential to improve the overall performance of SMEs and hence their competitiveness. Activity based costing (ABC) is gaining importance in organizations that are aiming for a major share in business by improving productivity and quality. However, ABC has received little attention from SMEs in spite of the fact that it has an important role to play in improving the competitiveness of SMEs. First, this paper reviews cost management practices in SMEs. Second, justification criteria for the implementation of ABC in SMEs are discussed. Third, a framework has been developed in this paper for the implementation of ABC in SMEs. Finally, some future research directions are presented in the area of ABC in SMEs.

For all small and medium enterprises (SMEs), the long‐term goal is to stay in business, grow and make profit. Especially in manufacturing SMEs must understand the dynamic changes. For SMEs to remain competitive, they must deliver products to customers at the minimum possible cost, the best possible quality, and the minimum lead time. SMEs can achieve this by implementing computer integrated manufacturing (CIM). The high investment required for CIM implementation is becoming a major hurdle for SMEs to cross. This is due to the lack of financial resources which has stalled the initiative in adopting CIM. Undoubtedly this has caused a decrease in rate of adoption of CIM in SMEs. With the triangular co‐operation of government‐industry‐university, CIM can successfully be implemented in SMEs. Considering the importance of government‐industry‐university co‐operation, a model has been developed with the help of an empirical study conducted in British SMEs to facilitate the adoption of a CIM. Finally, presemts a summary of findings and recommendations.

The purpose of this research is to develop a framework/model for the implementation of advanced manufacturing technologies (AMTs) in small and medium enterprises (SMEs).

A quantitative approach has been applied. This approach is subjective, as is the data collected and compared in detailed, and the outcome is only as good as the questions developed. The research methodology employed here is based on a literature survey, a model/framework and an empirical analysis using the data collection from the structured questionnaire from SMEs located in the Province of Sindh in Pakistan.

There is a lack of engineering orientation, in‐house expertise and organizations long‐term vision to accept new technologies. The surveyed companies are giving less importance to arranging training and education facilities either in‐house or out side of the companies to their employees. Also, there is a lack of incentives and rewards scheme inside the surveyed companies.

The framework developed in this paper and findings of the research results will provides a road‐map to the SMEs who are in a process of implementing AMT.

The revolution in information technology and the changes in political and social environments during the last two decades have created a very competitive global market. In order to remain competitive, business organizations have focused on innovative techniques for product and process designs. Owing to limited resources, small and medium enterprises (SMEs) need to work harder than large corporations in order to survive in a situation of ever‐increasing competition. Considering the importance of elements of computer‐integrated manufacturing (CIM), a framework for the implementation of CIM in SMEs has been developed with the help of a survey conducted in a randomly selected group of 24 SMEs. Also highlights the issues of human resource in the implementation of CIM in SMEs. Finally, presents future research directions.

Scarcity of resources, ecological imbalance, global warming, rising energy prices and the ever-changing need for variety have attracted the government and manufacturers for sustainable development of the industries. The integrated sustainable-green-lean-six sigma-agile manufacturing system (ISGLSAMS) provides a solid platform for meeting both the customers’ variety needs and business sustainability requirements. Many organizations opted for ISGLSAMS, but still due to various barriers organizations are not able to fully implement ISGLSAMS. The purpose of this paper is to identify the barriers to the ISGLSAMS, so that a more sustainable industrial manufacturing system and industrial symbiosis can be developed.

A literature review, from the Web of Science and Google Scholar database, has been carried out to identify the various barriers to the implementation of ISGLSAMS in the entire value chain. A total of 168 research papers have been reviewed for identifying the ISGLSAMS barriers.

This paper elaborates the concept of the ISGLSAMS, its attributes and various barriers and contributes to a better understanding and successful implementation of ISGLSAMS to meet business’ sustainability and market performance goals in the entire value chain. The paper also projects the future research framework and directions for the ISGLSAMS, integrated sustainable-green-lean-six sigma-agile (ISGLSA) product and ISGLSA supply and value chain.

The study contributes to a better understanding of ISGLSAMS’ barriers. The government, stakeholders and policymakers may plan the policy, road map and strategies to overcome the ISGLSAMS’ barriers. In-depth knowledge of subclauses of ISGLSAMS’ barriers will help the practitioners to overcome the ISGLSAMS’ barriers strategically. By overcoming the ISGLSAMS barriers, a more sustainable 7 Rs based market focused manufacturing system can be designed. This will also increase the opportunities to enhance the industrial ecology, industrial symbiosis and better recovery of the product, process and supply chain residual value. This will reduce the waste to the ecosystem.

This work has been carried out in search of a more sustainable manufacturing system, i.e. ISGLSAMS (which is 7 Rs based, i.e. 6 Rs of sustainability with 7th R, reconfiguration) to meet the customer variety needs along with sustainability in the ever-changing customer market. This study adds value to the practitioners to identify and prioritize the ISGLSAMS’ industry-specific barriers and design the solution for the more sustainable development of (1) industries, (2) the industrial symbiosis system and (3) the ISGLSA product, process, system and supply value chain with minimum resource consumption and environmental impact. The research also contributes to the (a) ISGLSAMS (b) ISGLSA supply chain (c) reconfigurable, sustainable and modular products and (d) redesign, recovery and refurbishing of the product to increase the product life cycle.

The quality of information sharing is of the utmost importance for supply chains (SCs). The purpose of this paper is to improve understanding of the human attitude: willingness to share, its antecedents and its role in improving information sharing quality.

Based on information sharing theory, a theoretical model and research hypotheses are developed. Data from 387 respondents were collected to test the hypotheses and model fit using structural equation modelling and mediation analysis. The impact of social-psychological factors and information technology (IT) infrastructure capability on willingness to share information and, consequently, its effect on information sharing quality were analysed using IBM SPSS Statistics, PROCESS and AMOS.

The statistical analysis showed a good model fit. Trust is the most important antecedent for willingness to share, while the impacts of commitment and reciprocity are also significant. Interestingly, power is not a significant antecedent of willingness. Life satisfaction is a significant precursor to willingness to share information, whereas surprisingly overall job satisfaction does not play a significant role.

Cross-sectional data were used and the scope was limited to SCs.

Managers should be aware that trust, commitment and reciprocity with their SC partners influence the willingness to share information with varying effects. Access to proper IT capabilities increases willingness as does the life satisfaction. SC individuals who are happy with life are more willing. Interestingly, high power might get the sharer to share information albeit unwillingly.

The model provides a social-psychological understanding of the antecedents of human willingness to share information, which is crucial to sharing quality information. Overall, the social-psychological and IT factors model based on information sharing theory is statistically valid for the SC context.

The warehouse is the interface area for production lines, market, customers and suppliers, and the business environment in general. Goods inwards (GI), constituting part of the warehouse activities, is the department responsible for booking‐in the incoming parts from external suppliers. After the production process is improved, the resources in the warehouse are balanced to link the internal/ external transfer of physical items. With a broader view of the GI activities, and a look into its future, the actual problems may become clear, understandable, and hence easy to solve. The aim of this paper is to study the problem areas in GI and provide solutions to increase the performance of warehousing operations. First, a conceptual framework has been developed to improve the effectiveness of warehousing operations. Second, a case study has been conducted with the help of the model to minimize the through‐put time in warehousing operations. Finally, a summary of findings and recommendations are presented.

In present day manufacturing organizations, performance measurements play an important role in providing strategic directions and developing corresponding operational policies and methods. One such method is the activity‐based costing (ABC) method which calculates the cost of activities and helps in making decisions on product mix and price for improving the utilization of resources and minimizing the cost of production. Even now some manufacturing organizations employ traditional costing methods depending upon their market forces and characteristics. One of the most important decisions to be made is about the type of costing system that would be suitable for an organization. The role of direct labour in current manufacturing environments has diminished, but at the same time the level of support services has increased. Traditional methods of cost calculation do not take into account this increased complexity and still allocate overhead costs by their diminishing labour base or even do not take into account overhead costs. Hence, there is a need for a more accurate product costing method, viz. ABC. Discusses the application of ABC and some case experiences (for commercial reasons, the original identity of the companies is concealed) with the objective to provide information on whether the system would be applicable and under what circumstances it is better suited for improving the overall operational effectiveness of an organization.

Performance measurement in the implementation of information systems is under‐developed for, under‐researched in, small and medium‐sized enterprises (SMEs). This article aims to develop a framework for IS that measures and evaluates IS performance from the following six perspectives: operational efficiency of the IS function, down time of IS, responsiveness of IS, timeliness of information, accuracy of information, overall competitive position.

This research is exploratory in nature, a survey methodology is used for study and the focus of study is cross‐sectional. The objective of the study was to become more familiar through survey and information collected at one point in time. The methodology was based on a questionnaire survey and personal interviews.

Empirical analysis from 147 Indian SMEs suggests that IS performance measurement framework can be the foundation for SMEs' strategic growth in the era of globalization. These findings provide SMEs the opportunity to compare their IS performance against other firms of similar size.

The target of the study is the SMEs operational in the western part of India and hence it has the limitation in terms of the scope. However, the overall results are encouraging with 70 percent response rate in the survey and underline the need for more such studies. The results have implications for all managers responsible for IS, in any SME in the era of globalization.

The paper presents a framework for IS performance measurement for SMEs. Findings reported in the paper provide SMEs the utility of IS‐related practices and its performance measurement in day‐to‐day business operations.