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Fashion markets are synonymous with rapid change and, as a result, commercial success or failure is largely determined by the organisation's flexibility and responsiveness. Responsiveness is characterised by short time-to-market, the ability to scale up (or down) quickly and the rapid incorporation of consumer preferences into the design process. I...
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... This integration is beneficial and essential for companies to ensure continuity in the face of economic, environmental, and social challenges. Resilient supply chains that emphasize sustainable practices allow companies to reduce their vulnerability to the disruption of the supply chain, such as natural disasters, political disorders, or economic slowdowns, by promoting flexibility and adaptability (Christopher et al., 2004). ...
This study explores the relationship between supply chain practices and sustainability efforts, with the understanding that logistics strategies can have profound impacts on economic growth, society, and environmental conservation. The primary objective of the research is to identify ways in which organizations can improve their supply chains to achieve more favorable sustainability outcomes by examining the relationship between the supply chain and sustainability performance. Data was collected through a questionnaire designed and distributed to 43 companies in the basic materials sector in the Kingdom of Saudi Arabia. The questionnaire data were analyzed using SPSS and Smartpls. The results indicate that supply chains in the basic materials sector in the Kingdom are operating effectively and positively, impacting the promotion of economic, social, and environmental sustainability. The insights from this study can help advance the understanding of how supply chains can drive sustainability improvements while developing a more robust economic framework for sustainability and resource management for stakeholders. by the authors; licensee Growing Science, Canada. 5 © 202
... The procurement and supply chain landscape has undergone a profound transformation due to the integration of emerging technologies. As Christopher et al. (2004) observed, technology's infusion into supply chain processes goes beyond enhancing operational efficiency; it holds the potential to create significant competitive advantages. This view aligns with the position of Fatorachian and Kazemi (2021), whose research emphasized the pivotal role of information technology in coordinating supply chain activities and reducing uncertainties. ...
This study addresses the need to understand the complex interplay between emerging technologies and the well-being of procurement and supply chain employees, considering both the positive and negative impacts on their work environment. The study adopts the quantitative research approach and data was collected through a survey among a diverse group of procurement and supply chain professionals. The data was analyzed using descriptive and inferential statistical techniques. The findings highlight a dual influence of emerging technologies on the well-being of procurement and supply chain employees. On one hand, these technologies contribute to job enrichment, providing employees with opportunities to engage in strategic decision-making, innovate, and focus on value-added tasks. On the other hand, emerging technologies introduce concerns related to job security, skill obsolescence, increased work pressure, and an erosion of interpersonal interactions. Premised on these findings, the study concluded that there is a need for a balanced approach in embracing emerging technologies within the procurement and supply chain sectors to maximize the positive effects on employee wellbeing while mitigating the negative repercussions. Thus, this study recommended amongst others that, organisations should develop comprehensive training programs to upskill employees and ensure they are proficient in utilizing emerging technologies. Also, organisations should prioritize employee mental health by providing resources, support, and a conducive work environment that balances the demands of technology integration with employee wellbeing.
... In supply chain management, the guidance of this model can help companies find a balance point [24] to meet the cost control needs of brands while ensuring the profit margins of suppliers, thereby improving the stability and efficiency of the entire supply chain. This approach is particularly suitable for the fast-changing market demands of the fast fashion industry [25], laying the foundation for the establishment of long-term cooperative relationships. ...
The fast fashion industry chain operates in a complex, multi-layered supply chain, where the dual challenges of conflicting interests and environmental pressures pose a severe test to sustainable development. This paper aims to explore how the theoretical framework of game theory can provide new solutions to the sustainability problems of the fast fashion industry chain. As a tool for studying the interaction between stakeholders, game theory can analyze the decision-making logic of all parties in competition and cooperation, and reveal potential paths for interest distribution and resource optimization. By analyzing key game theory concepts such as static games, dynamic games, repeated games, cooperative games, and Nash equilibrium, the study shows that these tools can effectively resolve conflicts, promote collaboration, and promote sustainable development in supply chain management. The study also proposes methods for designing incentive mechanisms to balance economic interests and environmental responsibilities, and provide a path to achieve win-win results for all parties and circular economy practices.
... The last 20 years of awareness initiatives towards environmental, social, and economic issues led to more sustainable supply chain operations and management, while the great consumer demand regarding sustainability in fast-fashion underlines the necessity for implementing environmental strategies on products [6]. Furthermore, the diverse consumer lifestyle has forced fashion companies to adopt a more agile and demand-responsive approach to product design, manufacturing, and supply [7]. Product lifecycle has been significantly shortened while product variety increased, resulting in reduced forecast accuracy, more chances of inventory management, product obsolescence, or even lost sales [8]. ...
... researchers, theorists, methodologists, practitioners, and stakeholders), employing QCA to analyze this extracted information is a logical progression [65]. Having reviewed several scholarly articles related to strategic supply chain practices [7] [14], [60], business reports [32], [57], [61], annual reports from the case studies [38], [47], [50] and online sources [18], [59], [66] the core strategic orientations of Zara & Shein SCs are being compared in Table 4. ...
... Recent high-profile incidents related to modern slavery, particularly concerning cotton sourced from regions such as Xinjiang, Uzbekistan, and North Korea, have reinforced the need for traceability and transparency, particularly ensuring social sustainability in the apparel industry [52]. The apparel industry, in particular, faces considerable challenges due to its highly fragmented global supply chain, with numerous suppliers distributed across various geographic location [26,36,[53][54][55], which results in a significant lack of transparency [56][57][58]. ...
The apparel industry significantly contributes to climate change through its carbon emissions, excessive water usage, and waste accumulation, leading to environmental degradation and social issues such as modern slavery and poor working conditions. Amid increasing customer awareness and demands from international organizations for transparency, traceability has emerged as a critical concept, especially with advancements in technology. This study employs an interpretive case study approach, drawing early observations from a pilot project focused on traceability implementation within an apparel manufacturer and its chain-of-custody. This exploration is timely, as numerous similar initiatives are underway globally. Our research reveals that, even with the best technologies and intentions, achieving true transparency through traceability remains a challenge, often distancing stakeholders from meeting sustainability goals. Developing six (6) propositions along the way, we identify the fallacies of sustainable supply chain arising in relation to the notion of chain-of-custody. This study underscores the necessity of a collaborative approach among stakeholders to enhance traceability efforts and contribute meaningfully to sustainable practices in the apparel sector.
... Longstanding, research explores various approaches for demand management to accommodate multifarious efficiency and effectiveness related aspects. The most prominent approach matches product characteristics -including the product's respective demand heterogeneity with the overall system's propensity for efficiency (efficient / lean vs. agile / responsive) (Christopher et al., 2004;Christopher & Towill, 2000;Fisher, 1997). In this light, Fisher (1997) famously asked: 'What is the right supply chain for your product?' Stopping at the product level might, however, be deficient, as previous research suggested that the individuality and heterogeneity of customer demands particularly necessitate close collaboration and information sharing in supply chains (Romano & Vinelli, 2001;Simatupang & Sridharan, 2002). ...
... Through enabling stable and collaborative supplier relationships, SCMPs facilitate joint investment and innovations along the supply chains, contributing to economic sustainability. These concepts are substantiated by prior studies, such as [67][68][69][70][71]. Furthermore, in SCM theory, identifying and managing supply chain risks is vital for economic sustainability [72][73][74][75]. ...
Background: Effective supply chain management (SCM) is widely considered vital for enhancing business sustainability, yet empirical evidence across industries and contexts remains limited. This paper aims to address this gap by presenting empirical findings specific to a particular industry, business size, and economic setting. Methods: The data are collected from small- and medium-sized water bottling companies in Ethiopia utilizing a Likert scale questionnaire and analyzed using SPPS version 29 using multi-variable regression analysis. Results: The findings reveal a statistically significant positive influence of supply chain management practices on economic, environmental, and social sustainability business performances. Accordingly, supply chain internal practices and customer and supplier integration impact business economic sustainability, while customer and supplier integration affect business environmental sustainability performance. Customer integration, supplier integration, and supply chain internal practices significantly influence business social sustainability performance. Conclusions: These results highlight the potential for businesses to achieve holistic sustainability goals through targeted improvements in SCM practices. The research results are consistent with most previous studies on this topic, except for a few variations that may need further investigation. The discussion highlighted the intricate links between supply chain management practices and business sustainability, underscoring the need for comprehensive further empirical studies in various contexts.
... In this light, the findings suggest that DTs provide value across all responsiveness dimensions, which is crucial as Holweg's (2005) research stresses that overall demand management responsiveness depends on coherence among these three dimensions. The interviews stressed that DT impact affects both intra-and interorganisational demand management processes, creating operations that respond quickly to needs of volume and process alteration (Lowson et al. 1999;Christopher et al. 2004). By successfully providing transparency on the micro-and meso-level (Flynn et al. 2016), generic strategies against unaccounted uncertainty, such as general inventory buffers, decrease in significance; or as phrased by Oliveira andHandfield (2023, p. 1837): 'information replaces inventory and capacity'. ...
In an era of rapidly evolving customer demands and technological advancements, organisations face mounting pressure to enhance their responsiveness. Digital Twins offer novel capabilities by providing comprehensive transparency on customer demands through dynamic and interactive links between real-world entities and their digital counterparts. As a result, Digital Twins have the potential to enable organisations to respond more swiftly and effectively to fluctuating customer demands across volume, process, and product dimensions. However, Digital Twins still lack empirical explorations and theoretical embedment, leading to conceptual ambiguity. Through a case study approach, the study integrates Digital Twins into the framework of Organisational Information Processing Theory (OIPT). Empirical evidence proposes that Digital Twins offer a spectrum of capabilities rather than a one-size-fits-all solution. The findings further emphasise the need for aligning Digital Twin sophistication levels with Information Processing Needs and Constraints, highlighting that the dynamic interplay between Digital Twin advancements, Information Processing Constraints, and Information Processing Capabilities creates a dynamic cycle of adaptation and optimisation. On the whole, the study presents four key implications: (1) Awareness about the versatile application areas of Digital Twins is created. (2) The positive impact of Digital Twins on volume, process, and product responsiveness is outlined. (3) The concept of Information Processing Constraints is introduced to OIPT. And (4) a dynamic cycle of aligning Digital Twin sophistication with Information Processing Capabilities and Constraints is suggested. Therefore, the study contributes not only to a deeper understanding of Digital Twins in demand management but also proposes a new dynamic fit perspective on OIPT.
... The value chain is composed of a network of organizations that are involved in a variety of activities that are required to bring a product or service from design to delivery to final consumers (Christopher et al., 2004). A value chain is the mesolevel perspective between individual firms and the abstracted economic sector. ...
The research was held in “Alto Molise,” a mountain area embedded in a small region of southern Italy, focusing on the dairy value chain of the “caciocavallo cheese,” historically rooted in the socio-ecological system of the mountain reference landscape. The local production system connects the environmental setting (i.e., permanent grasslands and meadows), livestock farming skills (linked to the pastoral heritage like traditional transhumance practice), the production of dairy goods (still partially made with craft techniques), and socio-cultural heritage (e.g., mountain farming and artisan culture). In particular, the focal value chain of caciocavallo cheese in Alto Molise involves local natural and socio-cultural resources, it is also linked to other value chains (such as tourism and meat production), and its development can contrast socio-environmental depletion of the territorial capital in Alto Molise, according to the different business models operating in the value chain. This chain is organized around the cheesemakers who hold a market power compared to others, even though the breeders are the ones to rely on the uniqueness of the natural resource units. This form of governance leads to high value creation but with a low efficiency of value distribution. Indeed, the market structure and power relations for each stage of the chain process resulted in oligopsony for milk production and milk collection, while the milk processing has the characteristic of monopolistic competition. The analysis resulted in a strong weakness of the farmers, which may threaten the very economic sustainability of the value chain. In order to represent the situation, the research identified three ideal types of business models to outline their interaction with the socio-ecological system at different stages of the value chain (production, processing, retailing, and consumption) and their impact on territorial capitals and on the resilience of mountain rural communities, including adaptation to climate change and reverse depopulation: model A—Network variant: cheesemakers use only local raw milk establishing fair economic and social collaboration with local breeders; Model B—Market variant: cheesemakers use pasteurized milk produced in the area, in Italy or in the UE for a more “industrialized” production process, model C—Autonomy variant: breeders/milk producers are also cheesemakers in this case. At the production level, the environmental capital and the socio-cultural capital and intangible cultural heritage enter the value chain mainly through business models A and C. Business model B allows this connection and valorization only based on the specialization and dairy enterprise reputation, connects with territorial capital of the production stage of experiential tourism and meat value chains, and the actors as processors and family businesses, but not on the territorial capital of the production stage as landscape based on the interaction of agriculture with the natural habitats. This implies a shift in the production model toward a more industrialized one with raw materials from outside the area and stable farming models with common permanent grassland and meadows less engaged in the chain.
... The value chain is composed of a network of organizations that are involved in a variety of activities that are required to bring a product or service from design to delivery to final consumers (Christopher et al., 2004). A value chain is the mesolevel perspective between individual firms and the abstracted economic sector. ...
The research was held in “Alto Molise,” a mountain area embedded in a small region
of southern Italy, focusing on the dairy value chain of the “caciocavallo cheese,”
historically rooted in the socio-ecological system of the mountain reference
landscape. The local production system connects the environmental setting (i.e.,
permanent grasslands and meadows), livestock farming skills (linked to the pastoral
heritage like traditional transhumance practice), the production of dairy goods (still
partially made with craft techniques), and socio-cultural heritage (e.g., mountain
farming and artisan culture). In particular, the focal value chain of caciocavallo
cheese in Alto Molise involves local natural and socio-cultural resources, it is
also linked to other value chains (such as tourism and meat production), and
its development can contrast socio-environmental depletion of the territorial
capital in Alto Molise, according to the different business models operating in the
value chain. This chain is organized around the cheesemakers who hold a market
power compared to others, even though the breeders are the ones to rely on the
uniqueness of the natural resource units. This form of governance leads to high
value creation but with a low efficiency of value distribution. Indeed, the market
structure and power relations for each stage of the chain process resulted in
oligopsony for milk production and milk collection, while the milk processing has
the characteristic of monopolistic competition. The analysis resulted in a strong
weakness of the farmers, which may threaten the very economic sustainability of
the value chain. In order to represent the situation, the research identified three
ideal types of business models to outline their interaction with the socio-ecological
system at different stages of the value chain (production, processing, retailing,
and consumption) and their impact on territorial capitals and on the resilience of
mountain rural communities, including adaptation to climate change and reverse
depopulation: model A—Network variant: cheesemakers use only local raw milk
establishing fair economic and social collaboration with local breeders; Model
B—Market variant: cheesemakers use pasteurized milk produced in the area,
in Italy or in the UE for a more “industrialized” production process, model C—
Autonomy variant: breeders/milk producers are also cheesemakers in this case. At
the production level, the environmental capital and the socio-cultural capital and
intangible cultural heritage enter the value chain mainly through business models
A and C. Business model B allows this connection and valorization only based on
the specialization and dairy enterprise reputation, connects with territorial capital
of the production stage of experiential tourism and meat value chains, and the
actors as processors and family businesses, but not on the territorial capital of
the production stage as landscape based on the interaction of agriculture with the natural habitats. This implies a shift in the production model toward a more industrialized one with raw materials from outside the area and stable farming models with common permanent grassland and meadows less engaged in the chain.
