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The purpose of this paper was to investigate what types of supply chain strategies (SCS) are implemented within luxury fashion companies, according to the drivers that regulate competitiveness in this sector (brand positioning, distribution channel, type and line of product). Moreover, the objective was to define which key performance indicators (KPIs) should be measured according to the chosen strategy, and finally to evaluate the alignment of luxury fashion companies with the proposed indicators.

The literature review was the first step performed. Thereafter, a case study was conducted and the sample, composed of six companies, was selected, a questionnaire was then developed to guide the interviews, after which the data were collected. From the data, a primary case analysis was conducted, from which cross-case patterns were also researched.

From the results obtained, it was possible to state that companies involved in the case study adopted different SCS within the same company according to the drivers that regulate the sector competitiveness. As a result, the product line was shown to be the only driver that affected both the alignment between the expected and implemented SCS, respectively, and the alignment with the selected KPIs.

The paper provides valuable insights to companies that are trying to align SCS and KPIs. The close link between these aspects had not yet been explored previously. In particular, there were no indications about the KPIs that have to be measured for a specific SCS.

Examining synergies between Lean, Industry 4.0, and Industry 5.0 principles, the aim is to showcase how Lean's focus on people enhances Industry 5.0 implementations, leading to the development of the Lean 5.0 paradigm. In addition, insights from artisanal industries, like the fashion one, are specifically collected.

First, a literature review was conducted to define a comprehensive framework to understand how Lean fits into the Human-Centric (HC) paradigm of Industry 5.0. Second, a case study was employed to give empirical insights and identify practical initiatives that brands can pursue, involving two best-in-class leather goods brands located in Italy.

A conceptual framework to pave the way for new paradigm Lean 5.0 was defined and validated through a case study. To path the way for a case study in the fashion industry, the Lean HC paradigm is detailed into domains and related categories to group practices. The empirical insights demonstrate that Lean HC actions can be effectively supported by Industry 4.0 technologies in traditional sectors like the fashion industry, shifting towards Industry 5.0.

The proposed framework and related practices can be used by companies to facilitate their transition towards Industry 5.0, leveraging on Lean Manufacturing.

The innovative contribution of the present work mainly refers to the proposed conceptual framework, encompassing Lean, HC and Industry 4.0 and introducing Lean 5.0 paradigm. The case study enriches the empirical contributions in the fashion industry.

The present research expands the debate on environmental sustainability in the wine industry. Since the literature on sustainability and wine is relatively recent, current results do not cover all the practices that can be implemented along the wine supply chain. Thus, the paper presents a classification of environmental practices specific for the wine industry, according to the increased attention that has been paid to this topic in recent years. Moreover, it investigates the adoption level of these practices with reference to Italian wine producers.

The research presents a systematic literature review including papers published in academic journals during the past 30 years and in Italian specialised magazines. This methodology is useful to provide a clear overview of sustainable practices that can be adopted along the wine supply chain. Therefore, an empirical study based on the results of an online survey shows how wineries approach environmental sustainability.

The literature review provides a definition and classification of environmental practices in the wine industry, as well as identification of those that require further attention in the literature, suggesting future research paths. The results of the online survey give an overview of the adoption level of environmental practices and highlight widespread attention to all the listed environmental practices, including those not adopted.

From a theoretical point of view, this paper fills a literature gap in terms of the definition and classification of environmental practices that cover all wine supply chain processes, also providing a useful instrument for wine companies' managers. Moreover, the results of the empirical research give an overview of the adoption level of environmental practices in one of the most relevant countries in terms of wine production and highlight widespread attention to all the listed environmental practices, including those not adopted.

The purpose of this paper is to investigate how luxury Italian fashion companies manage the replenishment process, and how they leverage supply chain (SC) to be able to match supply and demand of fashion products.

Literature review was the first step performed; then, a case study research has been conducted in order to have a comprehensive view of the real context of luxury Italian fashion companies concerning merchandise planning and replenishment processes. After the sample was individuated, a questionnaire has guided the interviews and then data have been collected. Analysing data has concerned a primary case analysis and then cross-case patterns have been searched. Finally, several variables coherent to the aim of the study have been pinpointed and a framework has been designed.

The paper provides a characterization of the luxury Italian fashion industry concerning merchandise planning constraints and the replenishment processes. To guarantee the flexibility required to match supply and demand when there is a high percentage of seasonal products in the collection, companies leverage on both downstream and upstream SC alignment.

The enhancement of performance within the fashion SC is a topic not too much examined in depth, in particular referring to the luxury fashion companies and to the Italian context. Aligning upstream and downstream activities, information sharing between vendor and retailer and securing strategic alliances with the suppliers constitute important steps to reach flexibility and reactivity and to be in step with the market needs. The paper provides valuable insights to companies that are trying to decrease their lost sales and to increase their sell-out and customer service through a review of their SC processes.

The purpose of this paper is to respond to a call for research focusing on how and by how much new Product‐Service System (PSS) development methodologies and tools can help companies moving towards product‐oriented PSS, in the oil and gas equipment manufacturers industry.

This study has been conducted using a single case study method. The single case study enabled the authors to analyze the implementation of PSS in a complex project environment, where the unit of analysis is an organization that designs, builds and delivers integrated product‐service offers. The selected case study is Nuovo Pignone S.p.a., a brand of the “GE Oil & Gas” company, that produce products and services for the oil and gas industry.

The case study research confirms most of the statement reported in the state of the art, i.e. the oil and gas industries do not use a methodology to develop new PSS. Moreover, a new methodology for this specific sector seems not to be necessary, while a correct approach in the new PSS development process definition and the application of some tools of the existing methods could improve the servitization process performances of such companies.

The paper focuses on the product‐oriented PSS, where the ownership of the product is transferred to customer, and where manufacturer offers additional services directly related to the product through the use of contractual services.

This work adds a contribution in the use of a methodology for the development of a new PSS in the oil and gas industry servitization process.

Product lifecycle management (PLM) is an enterprise-wide strategy gaining prominence across manufacturing. The fashion industry is a late adopter of PLM, yet within global fashion and textile organisations PLM is now becoming a mainstream approach to optimize core processes. This literature review analyses the latest academic research to establish a broad basis of understanding of PLM in the sector and identify potential future research directions.

A systematic literature review was conducted to investigate the current state and main perspectives of research on PLM in the textiles and apparel sector. The paper adopts the three features (managerial, technological and collaborative) of the definition of PLM by Corallo et al. (2013) as the analytic framework for the 27 papers to illustrate how PLM is framed and conceptualised in the RFA sector.

PLM is at an interesting phase as it evolves from classical PLM 1.0 to connected PLM 2.0. The evolution of PLM from its PDM origins as an IT tool to a critical component of the strategy for digital transformation is reported. The strategic role of suppliers is noted as a critical success factor. Key inhibitors relating to PLM adoption and optimization in the sector are identified as limited holistic and theoretical perspective of PLM coupled with a deficiency in relevant industry skills. It is argued that the transformational potential of PLM 2.0 may not be fully realised without a more coordinated development effort through industrial and academic collaboration.

The limitations of this study are that it is a literature review of academic papers in the RFA sector papers within the timescale 2000–2018. PLM 1.0 has dominated in this time period however the potential trajectory of connected PLM 2.0 is beginning to emerge.

The results from this paper indicate that there is a lack of research on PLM in the sector and concludes by suggesting promising future research possibilities: further empirical and case studies on organisations implementing a PLM strategy; studies reporting on the contribution of PLM to address the challenges of sustainability, traceability and transparency in the industry and inter-industry collaborations; studies with knowledge management theories specifically applied to the textile and apparel sector; and the opportunity for academic and industry collaboration on the development of PLM to meet these needs.

To the best of the author's knowledge, no systematic literature review on this topic has previously been published in academic journals. Given levels of investment in PLM platforms in the sector, both practitioners in companies and the academic community might find the review and agenda for future research useful.

Organisations are investing in systems such as product lifecycle management (PLM) to support product development, collaboration across complex supply chains and to provide a framework for digital transformation. Graduates of apparel programmes would benefit from a knowledge of PLM to help realise the opportunities that PLM offers. The purpose of this paper is to report on an educational research project that used PLM as a context for practice-based learning and as a mechanism to update the learning experience and stimulate the development of future practice.

This paper reports on the experiences, critical reflections and data from an action research study to establish a learning community through an educational partnership for PLM software within an undergraduate fashion business course. The cohort of the first year of the intervention (n = 28) is the main study population.

The findings indicate that PLM provided a stimulating learning context supportive of a detailed understanding of current industry practice, critical and innovative thinking and the development of a professional identity.

The opportunity for the development of both industry and educational practice is outlined.

A general introduction to PLM provides important information to support and advance Fashion Industry 4.0. Educational partnerships can reduce barriers to the integration of advanced technologies into the higher education curriculum.

Applications of PLM are under researched in textiles and apparel. The paper contributes to the broadening of the knowledge base of PLM and its potential to achieve strategic transformation of the sector.

This exploratory study aims to identify and prioritize key sustainable innovation challenges faced by family-owned businesses in the wine ecosystem. It also explores whether the criticality of these challenges differed pre- and post-COVID-19 by comparing the prioritization of these challenges at these two times.

Three methodologies were used. First, a systematic literature review identified the key sustainable innovation challenges in the wine ecosystem, which were then summarized into macro-categories (macro-challenges). Second, a panel of experts validated these challenges. Finally, the best-worst method was used using 40 qualitative interviews to prioritize the most critical challenges in two alternative scenarios to explore potential changes in challenge criticality following COVID-19.

This study provides evidence that the primary challenge to sustainable innovation (i.e. constraints on businesses because of limited financial resources) was the same pre- and post-COVID-19. In contrast, although the challenge associated with knowledge sharing was identified as a key strategy of wine ecosystem actors, particularly in recent years, it was the least critical factor at both times.

This exploratory study extends the conceptual boundaries of sustainable innovation by introducing it to the wine ecosystem. It establishes a practical agenda for small and medium-sized enterprises to enable managers who are constrained by limited resources to prioritize challenges. This agenda outlines a path to identifying competitive strategies. This path can also be followed by a range of stakeholders within this ecosystem to achieve resilience and define medium-to-long-term strategies. Furthermore, policymakers and governments can follow this path to formulate more targeted investment management plans and policies, thereby supporting sustainable economic growth in this key sector for many countries.