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A 'counter-discourse' of speculative approaches to art historySituated at the interface of philosophy, aesthetics and art history, this collection brings together a series of creative responses to the recent speculative turn in Continental philosophy. It gives you both a genealogy of speculative art history and a provocatively experimental counter-discourse of new speculative art histories.The contributors include philosophers, art historians, architects and art practitioners who go beyond the mere complementarity of philosophy and art history. They are generous with the types of art they examine, including architecture, cinema, dance and new media, and the philosophical trajectories they engage with.Published in association with Witte de With Center for Contemporary Art, RotterdamContributorsArmen Avanessian, Free University Berlin, Germany. Erik Bordeleau, Concordia University, Montreal, Canada. Adi Efal, University of Cologne, Germany. Francis Halsall, National College of Art and Design, Dublin, IrelandFleur Courtois-l'Heureux, National Fund for Scientific Research, ULB and INSAS, Belgium. Bram Ieven, Leiden University, Netherlands. Vlad Ionescu, University of Hasselt, Belgium. Sarah Kolb, University of Art and Design in Linz and Academy of Fine Arts in Vienna, Austria.Bertrand Prévost, University of Bordeaux, France. Andrej Radman, TU Delft, Netherlands. Elisabeth von Samsonow, Academy of Fine Arts, Vienna, Austria.Lars Spuybroek, Georgia Institute of Technology, Atlanta, USA. Kerstin Thomas, Johannes Gutenberg-University in Mainz, Germany. Sjoerd van Tuinen, Erasmus University Rotterdam, Netherlands. Kamini Vellodi, Kingston University, London, UK.

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The paper presents possible solutions to small farmers in the agricultural sector in a small island setting grappling with challenges of enhancing their local industry and import substitution through a supply-demand chain framework. In 2005, Hawaiian farms produced approximately 363,200 kg of avocados. However, Hawaiian demand for these fruits required an additional 908,000 kg of avocados that were supplied through imports. At the same time, it is worth noting; almost 49% of locally produced avocados did not reach the market. These facts clearly suggest inefficiencies in the local avocado supply chain. Review of the literature on supply chain management suggests a sustainable avocado industry requires an integrated supply and demand chain management system. Hence, a modified conceptual model of supply-chain management called the Supply Demand Integrated Management (SDIM) model is proposed in this paper. Traditional supply chains contain three functional components: supply coordination, physical production and logistic management. In the new model, we propose adding R4D (Research for Development), a public good provided by the government to agricultural industries as an integral part of the supply-demand chain system. It articulates the significance of research and supply chain partnerships between small growers, industry groups, and public agencies. A well-integrated demand/supply chain in the avocado industry allows sharing of vital market information which can contribute to long-term strategic decisions that help local avocado growers increase their competitiveness against foreign imports. It also provides metrics in terms of consumer satisfaction, profitability, competitiveness, self-sufficiency, import substitution and sustainability. The SDIM model as applied to the avocado industry suggests two hypotheses relevant to the current situation. The hypotheses are: (1) There is a lack of coordination between what the farmers are growing and the chefs' (a high-end customer/buyer) preferences; (2) Forming an avocado farmer cooperative will enhance the profitability of local farmers. Survey data was collected from Hawaiian chefs and avocado farmers. Data was analysed using a Duncan multi-range test and a mathematical model, respectively, to test the hypotheses. The test revealed a lack of coordination between what the farmers are growing and buyer preferences. The results from the mathematical model suggested that formation of an avocado marketing cooperative would enhance the profitability of local farmers. Thus, the SDIM framework expands existing body of knowledge about supply chain management and provides useful information to local avocado growers that can help strengthen their supply and demand chain management.

Implementation and adoption of new technologies are gaining the result of smooth supply chain and logistics operations. Internet of things (IoT) artificial intelligence, including data mining, intensified in all fields of life, particularly in supply chain management and operations. Blockchain technology has the capability to reform the supply chain and logistics operations management. Blockchain provides digital database solutions for all transactions across supply chain and operations management. Radio frequency identification device (RFID) is also helping technology transmit electromagnetic waves to radio-compatible integrated circuits to look after and manage the entire supply chain and logistics operations management. The Fourth Industry Revolution 4.0 refers to the automation, interconnectivity, machine learning, and real-time data that help supply chain and logistics operations management in the 21st century.

Through an international business risk management lens, the widespread and catalytic implications of the 2020 COVID-19 pandemic on the supply chains (SCs) of fashion multinational corporations (MNC) are analyzed to contribute to existing research on supply chain management (SCM). While a movement towards agile, networked supply chain models had been in consideration for many firms prior to the outbreak, the pandemic highlights issues inherent in supply chains that employ concentrated production. We examined the current state of fashion supply chains, risks that have arisen historically and recently, and existing risk mitigation methods. We found that while lean supply chain management is primarily favored for its cost and waste reduction advantages, the structure is limited by the lack of supply chain transparency that results as well as the increasing demand volatility observed even before the COVID-19 outbreak. Although this problem might exist in the agile supply chain, agile supply chains combat this by focusing on enhancing communication and buyer-supplier relationships to improve information exchange. However, this structure also entails an associated increase in inventory and inventory costs. The COVID-19 pandemic has caused supply and demand disruptions which have resonating effects on supply chain activities and management, indicating a need to build flexibility to mitigate epidemic and demand risks. To address this, several strategies that firms can adopt to control for such risks are outlined and key areas for further research are identified which consider parties both upstream and downstream of the fashion supply chain.

PurposeThe purpose of this paper is to describe the development and teaching of graduate courses providing in‐depth experiential learning employing commercial supply chain management software. The benefits of teaching such courses are described, the challenges in offering such courses are identified, and some solutions to overcome the challenges are offered.Design/methodology/approachThe experiences of the authors in developing and teaching supply chain management courses utilizing commercial software provided a basis for discussing the benefits and challenges associated with teaching students the management of modern supply chains using commercial decision‐support software.FindingsIncorporating commercial software in university programs presents a myriad of challenges and therefore is rarely done. However, providing students with in‐depth knowledge of commercial logistics and supply chain management software improves their understanding of supply chain issues and provides a key differentiator in the marketplace. Modeling real‐world supply chains using commercial software enhances student's education by providing relevant experiential exposure to real‐world problems and decision‐support tools.Originality/valueThe observations of the authors in developing and teaching courses in supply chain management utilizing commercial software afford a unique viewpoint and roadmap for others regarding teaching supply chain management in academic environments.

Nowadays, when the market is developing itself dynamically and the customer requirements are higher and higher, traditional way of supply chain management is not enough. Complexity of supply chain is still increasing, because of globalization - companies spread their geographical range in order to find better sources of raw materials, half finished products and finished products. What is more they also want to gain access to new markets and acquire new customers. And last but not least, companies want to strengthen their competitive position and increase income. All these challenges make that companies are forced to change way of functioning and management of supply chain. Supply chain visibility is a key to success, which provides speed, reliability and flexibility. In the response for all these needs more and more often Supply Chain Control Towers are launched. It is kind of center of supply chain management. Thanks to appropriate technology company has an access to all important data in real time - it guarantee visibility, which is such important. What is more, it also help to make all crucial decision, both short and long term. This article present Supply Chain Control Tower conception and show opportunities, how to apply this idea in retail company.

Coordination of different and often contradicting interests of individual supply chain members is one of the important issues in supply chain management because the individual members can not succeed without success of the supply chain and vice versa. This paper investigates a supply chain dynamic production planning problem with emphasis on coordination. A planning problem is formally described using a supply chain kernel, which defines supply chain configuration, management policies, available resources and objectives both at supply chain or macro and supply chain member or micro levels. The coordinated model is solved in order to balance decisions made at the macro and micro levels and members' profitability is used as the coordination criterion. The coordinated model is used to determine inventory levels and production capacity across the supply chain. Application of the coordinated model distributes costs burden uniformly among supply chain members and preserves overall efficiency of the supply chain. Influence of the demand series uncertainty is investigated. The production planning model is a part of the integrated supply chain decision modeling system, which is shared among the supply chain members across the Internet.

КОМПЛЕМЕНТАРНІСТЬ СТРАТЕГІЙ МАРКЕТИНГУ ТА ЛОГІСТИКИ В ЛАНЦЮГУ ПОСТАВОК ТОВАРІВ ПОВСЯКДЕННОГО ПОПИТУ