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Supply chain effectiveness and general societal prosperity, as well as economic and ecological productivity will be highly affected in the next decades, entailing challenges for the supply chain and logistics sector. Thereby this sector plays a significant role within the transformation process of economic systems, yet the capacities of it remain up till now underestimated. This paper suggests a holistic approach to assess transformation potential of the supply chain and logistics sector towards more sustainable economic systems while defining innovative business strategies to meet future macroeconomic developments. This is achieved through an integrated assessment of production and consumption systems, considering the interests of the key stakeholders. Moreover, the paper combines advanced methods to develop future macroeconomic scenarios and to assess the strategic business opportunities of the supply chain and logistics sector addressing societal developments, e.g. new consumption patterns. The analysis relies on modern theories of Environmental and Ecological Economics, contributing to transformation theories. Moreover, the innovative role of supply chain and logistics management in achieving sustainable macroeconomic goals at regional and international levels is addressed. The results of the scenario analysis show that the innovation potential is the highest if the consumers exert pressure on the industry and the global governance policy sets favorable conditions for the supply chain/logistics sector to implement innovative and sustainable strategies. To address this scenario, the logistics service providers should extend their business portfolios, becoming a "lead sustainability service provider" (6 PL). If both governmental regulations and consumer requirements for sustainability are at a low level, the innovation rate in the sector can slightly increase, if the logistics service providers focus solely on economic performance indicators, such as cost and time efficiency, by applying new technologies or management methods. This scenario represents a realistic case, since the logistics providers are forced to innovate their business models to a certain extent, due to high competition in the sector. Based on the findings, a strategy roadmap of the supply chains and logistics sector is developed in the sense of a transformative force to address future potential macroeconomic changes, providing managerial implications and policy recommendations.

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Objective: Mutations in TP53 lead to loss of function (LOF) or gain of function (GOF) of the corresponding protein p53 and produce a different effect on the tumor. Our goal was to determine the spectrum of somatic TP53 variants in BRCA1/2 associated high-grade serous ovarian cancer (HGSOC). Methods: The population under study comprised of HGSOCs with pathogenic variants in BRCA1 ( n = 78) or BRCA2 ( n = 21). Only chemo-naive and platinum-sensitive patients were included in this study. The case group of the IARC database ( n = 1249) with HGSOC not stratified by BRCA status was used as a reference. A custom NGS panel was used for sequencing TP53 and mutational hot-spots of other genes, and p53 expression was evaluated by immunohistochemistry for 68 cases of HGSOCs. Results: Somatic TP53 variants (95) or inhibition of wild-type p53 expression (3) were observed in 98 cases. The sample with normal p53 had CDKNA1 variants. The frequency of truncating variants was significantly higher than in the reference cohort (30.3 vs. 21.0%, p = 0.01). Most of the samples (41/68) demonstrated low (or absent) expression of p53, and 17 samples overexpressed p53. LOH was typical for TP53 nonsense variants (14/15). In total, 68/95 samples were LOH positive and showed LOH in all tumorous cells, thus indicating the driver effect of TP53 mutations. Three specimens had KRAS, BAX, APC , and CTNNB1 subclones variants. Conclusion: High frequency of TP53 truncating variants, the low expression of mutant p53, and low incidence of oncogene mutations show potential GOF properties of p53 to be poorly represented in BRCA1/2 associated HGSOC.

For years, the freight forwarding industry has been facing high levels of global competition. Accelerating this development, new and digital competitors are entering the market, striving to make freight logistics even faster, cheaper, and more predictable. Digitalization processes change traditional logistics businesses, leading to more efficient, flexible, and de-centrally organized logistics services. Sea freight operations, in particular, have the potential to better fulfill customer-specific requirements in competitive and complex environments by integrating digital technologies. Therefore, it is essential to understand how automating informational processes, such as freight brokering, affect business models in the logistics service industry. The present study qualitatively analyzed the case of FreightHub, a fourth-party logistics (4PL) sea freight agency, and compared its business model with traditional third-party logistics (3PL) business models. Applying a digital business model conceptualization, the present paper presents an extended framework for digital sea freight business models. In this line, the study contributes to theory and practice by refining business model research in the maritime transportation context, and providing managerial implications about the opportunities and threats of a digital transition in this industry.

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