The purpose of the study is to examine the adoption and implementation of lean thinking in food supply chains. Since the majority of food companies are small and medium food enterprises (SMEs), a lean action plan was developed taking into account the particularities of SMEs. The methodology used was a case study research of a UK tea company. An action research approach was adopted to study the lean process and diagnose the problems which occurred during lean implementation. The present study developed a lean action plan

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This study aims to examine the impact of reverse logistics capabilities on firm performance and mediating role logistics strategies. We reviewed three theories of reverse logistics capabilities: (a) Resource-based view of the firm, (b) Transaction cost economics, and (c) Institutional theory. We examined six reverse logistics capabilities: Logistics information management, close-loop capability, supply chain integration, supply chain coordination, conformity capability, and institutional incentives. We examined three reverse logistics strategies: Joint reverse logistics, manufacturer reverse logistics, third-party reverse logistics. We conducted a survey of Chinese mobile phone companies out of which we received 125 usable questionnaires with a response rate of 80%. The results of mediated hierarchical regression support the hypothesis that reverse logistics capabilities influence firm performance. Institutional factors were more significant than supply chain factors. Close-loop capability was the most significant factor. We provide managerial implications and suggestions for future research.

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The aim of this study was to assess the extent to which lean practices are applied in European hotel industry and whether or not their implementation contributes to hotel performance. Lean thinking has been applied in many industries in order to remove all types of waste. However, lean practices are not widely applied in service sector, particularly small and medium hotels across Europe, thus leaving a space for improvement.We surveyed small and medium hotels across 19 European member states by sending questionnaires to hotel managers. We evaluated 7 value stream mapping techniques: Process activity mapping, Supply chain response matrix, Production variety funnel, Quality filter mapping, Demand amplification mapping, Decision point analysis, and Physical structure. Initially, we identified two value streams: (a) Reservation value stream: reservation -transportation -check inhousekeeping -check out -transportation; and (b) Procurement value stream: establishment of a need -placing an internal order -order / purchase -delivery to the hotel -delivery to the hotel segment.Data analysis revealed that hotels do apply value stream mapping techniques in different ways.Results show high level of similarity in hotel operations regardless of hotel location. We offer managerial implications and suggestions for further research.

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Purpose Supply chains are becoming more complex and uncertain, yet existing theories are predominately based on empirical research of dyads overlooking triadic settings. This study aims to bridge the gap between supply chain theories and praxis, this study examined multi-sourcing triads in terms of coordination, collaboration and integration. Design/methodology/approach Transaction cost economics, resource-based view in conjunction with social capital theory and agency theory were used to develop a research framework. Abductive, comparative research examined four triads. The triads comprised four retailers (EU, USA, Japan and one with a global presence), one third-party logistics provider (3PL) and 103 suppliers in textiles and the clothing industry. Findings All multi-sourcing triads achieved efficient coordination via network configuration showing varying degrees of collaboration and integration. Three research propositions were developed as follows: transaction complexity and dynamics necessitate triad coordination and control by the 3PL; relational and structural embeddedness emerge when actors invest in triad-specific resources and capabilities; information, relational and structural asymmetries may trigger bridge transfer and affect triad integration and performance. Research limitations/implications Empirical research on multi-sourcing triads complements existing research on logistics and service, transitive triads to uncover how triad coordination, embeddedness and power asymmetries affect supply chain performance. Future studies should examine the interrelationships between triad embeddedness, asymmetries and relational capital. Practical implications Compared to logistics or service triads, B3B triads excel in relational and structural embeddedness and offer unique production-distribution solutions that create value to end-consumers and triad actors. Originality/value B3B triads are a unique conceptualization in supply chain management that extends the concepts of logistics triads and service triads.

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