PurposeThis study aims to demonstrate the simultaneous effects between inventory leanness and product innovation, with market concentration being a moderator.Design/methodology/approachUsing a large panel data collected from 3071 listed manufacturing enterprises from 2004 to 2021, this research employs a simultaneous system of equations via the three-stage least square method to explore the simultaneous relationship between inventory leanness and product innovation. In addition, the moderating role of market concentration is demonstrated via one four-model system.FindingsAs its core, inventory leanness positively impacts product innovation, while product innovation negatively affects inventory leanness. Moreover, there are differential impacts of the leanness of three inventory types on product innovation. Specifically, the inventory leanness of raw material negatively affects product innovation, while the inventory leanness of work-in-process and finished goods positively affect product innovation. Further, moderation analysis highlights that market concentration is a key moderator of this relationship.Practical implicationsManagers should carefully gauge the tradeoffs between inventory leanness and product innovation. Concretely, managers ought to consider the connections between inventory types and product innovation. In addition, managers are suggested to emphasis on market strategy.Originality/valueThis paper not only contributes to the current understanding of inventory leanness by verifying the impact of inventory leanness on product innovation but also investigates the simultaneous relationship between various inventory types and product innovation. Furthermore, it empirically demonstrates the moderating effect of market concentration on the relationship between inventory leanness and product innovation.

PurposeThe tightening of environmental measures and policies in various countries around the world is forcing manufacturing companies, particularly those that make up the automotive industry, to improve their production processes, through the implementation of approaches such as lean production (LP) and Industry 4.0 (I4.0) technologies, to reduce industrial waste. However, the literature indicates that the implementation of LP and I4.0 does not always lead to an improvement in the level of operational performance (OP). Therefore, this study analyzes the effects of the implementation of LP practices and I4.0 on a green supply chain (GSC) and the operational performance of manufacturing companies in the Mexican automotive industry.Design/methodology/approachA theoretical research framework consisting of six hypotheses was developed and validated by applying partial least squares structural equation modeling (PLS-SEM) and using a sample of 460 companies from the Mexican automotive industry.FindingsThe results show that the level of OP of manufacturing companies increases substantially with the implementation of LP and I4.0 practices, as well as a GSC.Practical implicationsManagers of manufacturing companies will be able to use the results of this study to improve their production systems and to demonstrate the effects of these practices on OP.Originality/valueThis study contributes to the literature on LP and I4.0 by providing robust empirical evidence of the positive effects of implementing these approaches on the GSC and OP of manufacturing companies.

PurposeGreen supplier selection (GSS) is acknowledged as important governance in green supply chain management (GSCM). However, this paper argues that GSS is not a stand-alone GSCM governance mode that determines manufacturers' environmental performance but rather one that needs to be aligned with contractual governance, particularly contractual control and adaptation, to promote environmental performance effects. This paper adopts GSS as ex ante governance and introduces behavior and outcome controls as ex post contractual control and adaptation, respectively. Thus, this paper addresses how GSS affects environmental performance directly and indirectly through behavior and outcome controls within transaction cost economics (TCE) theory.Design/methodology/approachThis research model was tested on 300 Chinese manufacturing firms, and multiple regression analysis was used to validate our hypotheses.FindingsA direct relationship was observed between GSS and environmental performance. This direct relationship is positively mediated by behavior and outcome controls.Originality/valueThis paper develops and elucidates an integrative green supply chain process proceeding from the implementation of ex ante GSS and ex post contractual governance to the realization of environmental performance. Furthermore, this paper considers two different forms of contractual governance, specifically contractual control and adaptation, and explains how they can be implemented using behavior and outcome controls from the perspective of TCE theory.

PurposeDespite the economic growth in Ghana, the manufacturing industry faces numerous challenges in their supply chains. The study aims to investigate the mediated-moderated role of supply chain technological innovation (SCTI) in the relationship between supply chain resilience (SCR) and supply chain performance (SCP) of manufacturing firms. By exploring this relationship, the study seeks to provide insights that can help manufacturing firms overcome the challenges they face and improve their overall supply chain performance.Design/methodology/approachThe quantitative research approach and explanatory research design were utilised. A sample of 345 manufacturing firms was drawn from a population of 2495 manufacturing firms in the Accra metropolis. Analysis of this study was performed using the Partial Least Squares Structural Equation Modelling (PLS-SEM).FindingsIt was revealed that SCTI positively mediates the nexus between SCR and SCP. However, we document that SCTI negatively moderates the nexus. It is instructive to advocate that a mere presence of a more enhanced SCTI is not enough to improve upon SCP of manufacturing firms, but should be a channel through which SCR can improve SCP.Practical implicationsThis study highlights the need for managers of firms to prioritise investment in technological innovation as a means of enhancing SCR and ultimately improving supply chain performance. By understanding the SCTI mediated-moderated relationship between SCR and SCP, supply chain managers, logistics managers, operation managers, as well as procurement managers can develop more effective strategies to optimise their operations. This study provides valuable insights for managers and policymakers in developing and implementing supply chain resilience strategies that take into account the important role of SCTI.Originality/valueThe originality of the study lies in exploring the mediated-moderated effect of technological innovation on the nexus between resilience and performance of supply chains in developing economies, where firms often face unique challenges such as infrastructure limitations, political instability and economic uncertainty. By investigating the interplay of SCTI between SCR and SCP, researchers can develop new insights and strategies to help navigate these challenges and achieve success.

PurposeThis paper aims to investigate the characteristics and dynamics of the organizational changes needed to facilitate the management of an Industry 4.0 transformation in manufacturing SMEs and propose an approach to manage them.Design/methodology/approachThis research focuses on a single manufacturing SME in North America, and data were collected using a research intervention method. Data were collected through observation and intervention within the SME over 27 months.FindingsThe research has shown that organizational changes are required in manufacturing SMEs to better manage their Industry 4.0 transformation projects.Research limitations/implicationsUsing the case study method limits the generalization of the results. The organizational changes observed, and their characteristics might be specific to the studied manufacturing. Although results could vary in different contexts, many manufacturing SMEs have similar characteristics to those observed in this study.Practical implicationsThis research provides preliminary evidence of an iterative organizational change management approach that manufacturing SMEs must adopt to facilitate the management of their digital transformation.Originality/valueThis research provides a better understanding of how a manufacturing SME can improve its capabilities to manage its digital transformation by introducing iterative organizational changes. From these results, a link to the organizational learning literature can be drawn and developed upon.

PurposeThis study tries to examine how supply chain (SC) absorptive capacity (AC), SC ambidexterity, SC risk mitigation and supply chain agility (SCA) affect SC efficacy (SCE) in manufacturing firms (MFs) in the Middle East region.Design/methodology/approachUsing a quantitative approach through a survey-based study, 1,004 questionnaires were distributed to the MFs that are listed in the chambers of the industries of Jordan, Egypt, Saudi Arabia and Bahrain in the Middle East region, with 239 useable and valid responses retrieved for analysis, representing a 23.8% response rate. The main respondents were chief executive managers, operations managers, managers and logistics managers from both mid and top levels. The conceptual model was tested by using a hypothesis-testing deductive approach. The findings are based on covariance-based analysis and structural equation modeling (SEM) using partial least squares-SEM (PLS-SEM) software.FindingsThis study illustrates a significant relationship between SC AC, SC ambidexterity, SC risk mitigation and SCA on SCE. Further, the findings indicate that there is a significant effect of SC risk mitigation as a mediating factor in the relationship between SC AC, and SC ambidexterity on SCE directly and indirectly, as well through a moderating effect of SCA in these relations. Finally, there is a significant direct and indirect effect of SCA in the relationship between SC AC and SC ambidexterity on SCE as a moderating factor.Originality/valueThis study presents theoretical and empirical insights that both SC risk mitigation and SCA are proper logistics features for mediating and moderating extends the literature by adding a positive role of SC AC and SC ambidextrousness in mitigating SC risks. However, this study adds up the SC literature by evidencing moderating role of SCA between the absorptive capacities, ambidexterity on SCE. Such findings of this study can provide insightful implications for managers and practitioners at different levels in and efficacy among MFs (MFs, stakeholders and policymakers regarding the importance of using the three mentioned enablers on SCE) in MFs, particularly in the Middle Eastern firms and in developing countries in general East region.

PurposeThe purpose of this paper is to review existing smart manufacturing (SM) maturity models' dimensions and maturity levels to assess their applicability and drawbacks. There are many maturity models available but many of them have not been validated or do not provide a useful guide or tool for applications. This gap creates the need for a review of the existing maturity model's applicability.Design/methodology/approachNineteen peer-reviewed maturity models related to “Digital Transformation,” “Industry 4.0” or “Smart Manufacturing” were selected based on a systematic literature review and five consulting firm models were selected based on the author's industry knowledge. The chosen models were analyzed to determine 10 categories of dimensions. Then they are assessed on a 1–5 scale for how applicable they are in the 10 categories of dimensions.FindingsThe five “consulting firm” models have a first-mover advantage, are more widely used in industry and are more applicable, but some require payment, and they lack published details and validation. The 19 “peer reviewed” models are not as widely used, lack awareness in the industry and are not as easy to apply because of no web tool for self-assessment, but they are improving. The categories defined to characterize the models and facilitate comparisons for users include “Information Technology (IT) and Cyber-Physical System (CPS) and Data,” “Strategy and Organization,” “Supply Chain and Logistics,” “Products and Services,” “Culture and Employees,” “Technology and Capabilities,” “Customer and Market,” “Cybersecurity and Risk,” “Leadership and Management” and “Governance and Compliance.” The analyzed maturity models were particularly weak in the areas of cybersecurity, leadership and governance.Practical implicationsResearchers and practitioners can use this review with consideration of their specific needs to determine if a maturity model is applicable or if a new model needs to be developed. The review can also aid in the development of maturity models through the discussion of each of the dimension categories.Originality/valueCompared to existing reviews of SM maturity models, this research determines comprehensive dimension categories and focuses on applicability and drawbacks.

PurposeCloud Manufacturing (CM) is the manufacturing version of Cloud Computing and aims to increase flexibility in the provision of manufacturing services. On-demand manufacturing services can be requested by users to the cloud and this enables the concept of Manufacturing-as-a-Service (MaaS). Given the considerable number of prototypes and proofs of concept addressed in literature, this work seeks real CM platforms to study them from a business perspective, in order to discover what MaaS concretely means today and how these platforms are operating.Design/methodology/approachSince the number of real applications of this paradigm is very limited (if the authors exclude prototypes), the research approach is qualitative. The paper presents a multiple-case analysis of 6 different platforms operating in the manufacturing field today. It is based on empirical data and inductively researches differences among them (e.g. stakeholders, operational flows, capabilities offered and scalability level).FindingsMaaS has come true in some contexts, and today it is following two different deployment models: open or closed to the provider side. The open architecture is inspired by a truly open platform which allows any company to be part of the pool of service providers, while the closed architecture is limited to a single service provider of the manufacturing services, as it happens in most cloud computing services.Originality/valueThe research shoots a picture of what MaaS offers today in term of capabilities, what are the deployment models and finally suggests a framework to assess different levels of development of MaaS platforms.

PurposeTotal Productive Maintenance (TPM) could act as a practical approach to offer sustainability deliverables in manufacturing firms aligning with the natural resource-based view (NRBV) theory's strategic capabilities: pollution prevention, product stewardship and sustainable development. Also, the emergence of Blockchain Technology (BCT) and Circular Economy (CE) are proven to deliver sustainable outcomes in the past literature. Therefore, the present research examines the relationship between BCT and CE and TPM's direct and mediation effect through the lens of NRBV theory.Design/methodology/approachThe current study proposes a conceptual framework to examine the relationship between BCT, CE and TPM and validates the framework through the Partial Least Squares Structural Equation Modeling. Responses from 316 Indian manufacturing firms were collected to conduct the analysis.FindingsThe investigation outcomes indicate that BCT positively influences CE and TPM and that TPM has a significant positive impact on CE under the premises of NRBV theory. The results also suggest that TPM partially mediates the relationship between BCT and CE.Research limitations/implicationsThis research fills a gap in the literature by investigating the effect of BCT and TPM on CE within the framework of the NRBV theory. It explores the link between BCT, TPM and CE under the NRBV theory's strategic capabilities and TPM mediation.Practical implicationsThe positive influence of TPM and BCT on CE could initiate the amalgamation of BCT-TPM, improving the longevity of production equipment and products and speeding up the implementation of CE practices.Originality/valueThis research fills a gap in the literature by investigating the effect of BCT and TPM on CE within the framework of the NRBV theory. It explores the link between BCT, TPM and CE under the NRBV theory's strategic capabilities along with TPM mediation.