Purpose The Industry 4.0 phenomenon is bringing unprecedented disruptions for all traditional business models and hastening the need for a redesign and digitisation of activities. In this context, the literature concerning the digital supply chain (DSC) and its capabilities are in the early stages. To bridge this gap, the purpose of this paper is to propose a framework for digital supply chain capabilities (DSCCs). Design/methodology/approach This paper uses a narrative literature approach, based on the main Industry 4.0 elements, supply chain and the emerging literature concerning DSC disruptions, to build an integrative framework to shed light on DSCCs. Findings The study identifies seven basic capabilities that shape the DSCC framework and six main enabler technologies, derived from 13 propositions. Research limitations/implications The proposed framework can bring valuable insights for future research development, although it has not been tested yet. Practical implications Managers, practitioners and all involved in the digitalisation phenomenon can utilise the framework as a starting point for other business digitalisation projects. Originality/value This study contributes to advancing the DSC literature, providing a well-articulated discussion and a framework regarding the capabilities, as well as 13 propositions that can generate valuable insights for other studies.

PurposeThe Industry 4.0 phenomenon offers opportunities and challenges to all business models. Despite the literature advances in this field, little attention has been paid to the interplay of smart production systems (SPSs), big data analytics (BDA), cyber-physical systems (CPS), internet of things (IoT), and the potential business process management (BPM) improvements. This study aims to identify the main drivers and their implications for improved BPM.Design/methodology/approachThis study employed a narrative literature review of studies concerning smart-production-systems-related issues in the context of Industry 4.0.FindingsThe study identified 26 drivers from the literature associated with SPSs that have an impact on improved BPM. These drivers are presented in an integrative framework considering BDA, CPS, and the IoT.Research limitations/implicationsThe framework's component integration is yet not tested. However, this study offers a significant theoretical contribution by presenting drivers that can be utilised to develop constructs, exploring critical factors related to the interplay of SPSs and improved BPM, and shading light on Industry 4.0's main elements. The study also makes suggestions for further research.Practical implicationsThe proposed framework, with its 26 drivers, provides insights for practitioners and decision-makers interested in gaining an in-depth understanding of the complexities of SPSs and improved BPM.Originality/valueThis study integrates BDA, CPS, and IoT into a framework with 26 drivers associated with SPSs to improve BPM.

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The COVID-19 pandemic caused significant disruptions to global operations and supply chains. While the huge impact of the pandemic has nurtured important literature over the last couple of years, little is being said about the role of resource orchestration in supporting resilience in highly disruptive contexts. Thus, this study aims to this knowledge gap by proposing an original model to explore supply chain resilience (SCRE) antecedents, considering supply chain alertness (SCAL) as a central point to support resilience. This study focuses on the resource orchestration theory (ROT) to design a conceptual model. The partial least squares structural equation modeling (PLS-SEM) served to validate the model, exploring data from the UK supply chain decision-makers. The study reveals a number of both expected and unexpected findings. These include the evidence that supply chain disruption orientation (SCDO) has a strong positive effect on the SCAL. In addition, SCAL plays a strong positive effect in resource reconfiguration (RREC), supply chain efficiency (SCEF) and SCRE. We further identified a partial mediation effect of RREC on the relationship between SCAL and SCRE. Surprisingly, it appeared that SCAL strongly influences SCEF, while SCEF itself does not create any significant effect on SCRE. For managers and practitioners, the importance of resource orchestration as a decisive approach to adequately respond to huge disruptions is clearly highlighted by our results. Finally, this paper helps to grasp better how important resource orchestration in operations and supply chains remains for appropriate responses to high disruptions such as the COVID-19 impacts.

Purpose The purpose of this paper is to present a conceptual framework for performance measurement (PM) for the integration of supply chain management (SCM) and quality management (QM). Design/methodology/approach A systematic literature review on SCM and QM was conducted to develop key performance measures related to six areas of integration between QM and SCM: leadership; continuous improvement and innovation; sustainability performance; stakeholders; information system; and management and strategic planning. Findings Supported by the literature concerning to supply chain quality management (SCQM) integration, a set of nine propositions about performance measures, that contribute to the integration of SCQM, were developed. Originality/value This study contributes to QM practices within a supply chain environment from an integrated perspective. Additionally, the propositions have significant implications from both managerial and theoretical perspectives. This study also extends the concept of supply chain quality integration by focusing on key aspects of PM that may help to improve the overall performance of the supply chain.

The authors describe the technique and results of laparoscopic antegrade sphincterotomy. The procedure was performed in 42 selected cases of choledocholithiasis. The indications for attempting laparoscopic antegrade sphincterotomy included impacted stones in the papilla, multiple common bile duct stones, one or more common hepatic or intrahepatic stones, dilated common bile duct requiring a drainage procedure, suspicion of papillary stenosis, whenever numerous fragments are found after lithotripsy, and as an adjunct procedure when the surgeon cannot completely remove all the stones in the bile ducts. No major complications or mortality was observed. One patient had a selflimited drop in the hematocrit and four patients presented with transitory mild hyperamylasemia that returned to normal levels in 72 hours. Laparoscopic antegrade sphincterotomy added an average of 17 minutes to the laparoscopic operation. The mean postoperative stay was 1.4 days. The results of this study conclude that laparoscopic antegrade sphincterotomy is an option of great therapeutic value for selected cases when drainage of the biliary tract concomitant to the treatment of choledocholithiasis is necessary. Copyright© 1997 by W B. Saunders CompanyGurrently, laparoscopic cholecystectomy is the procedure of choice in the treatment of patients with symptomatic cholelithiasis.' For those 10 to 15 patients with suspected or proven choledocholithiasis in association, the best treatment remains a challenge for the laparoscopic surgeon.2The controversy in choosing the appropriate approach for patients with cholelithiasis and common bile duct stones (CBD) is related to the clinical presentation and associated disease processes, presence of complications, difficulty in obtaining a precise preoperative diagnosis, and availability of equipment, as well as expertise of the surgical team. Many treatment modalities have been proposed, including conversion to open surgery, pre or postoperative endoscopic retrograde cholangiopancreatgraph (ERCP), intraoperative endoscopy with endoscopic sphincterotomy (ES), and laparoscopic common bile duct exploration. Current evaluation of the results of ERCP and ES for CBD stones demonstrates a 90% to 95% success rate and 5% to 10% incidence of major complications. Mortality is less than 1%. The development of late complications such as papillary stenosis, recurrent CBD stones, and cholangitis ranges from 5% to 10%.3-6 Intraoperative ERCP and sphincterotomy during laparoscopic cholecystectomy has the advantage of treating both gallbladder and CBD stones in a single procedure, technical feasibility, and probably a lower incidence of pancreati tiS.7 The disadvantages include the need of special equipment in the operative room, presence of an experienced endoscopist, the supine position of the patient, and abdominal distension mandated by the laparoscopic procedure.Laparoscopic common bile duct exploration, both transcystic and through a choledochotomy, is currently associated with a high success rate and low morbidit...

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Purpose Circular economy is an emerging concept which requires insights from a variety of disciplines, especially from sustainable operations management. Therefore, the purpose of this paper is to verify how formal and informal instruments of governance influence the induction of green practices in a green network located in Brazil, with implications for the circular economy. Design/methodology/approach Based on a review of the supply chain (SC), green supply chain management, and governance literature, proposals are made regarding the influence of governance instruments in inducing green practices. To investigate these propositions, a qualitative research was conducted using a single exemplary case study of a cosmetics supply network. Findings The authors present original research findings which have both expected and unexpected implications for the circular economy, due to the fact that the data analysis showed that the formal (contracts and environmental norms) and informal (trust and cooperation) instruments of governance positively influence the induction of green practices within the supply network. Originality/value This study contributes to supply network and governance theory by providing insights for better understanding of how governance instruments can induce green practices in a supply network, and it provides practical implications for SC managers, by showing the importance of considering different governance instruments. Implications for the circular economy are made.