Purpose The purpose of this paper is to investigate how local supply chains prepare for and respond to the threats and opportunities presented by constitutional change, thereby building resilience. Design/methodology/approach Multiple case study analysis of 14 firms in the food sector is presented in the context of the UK’s impending exit from the European Union (Brexit). Organisations studied include farmers, processors, retailers and non-government organisations (NGOs). Data from interviews and roundtable discussions has been interpreted using the dynamic capabilities perspective, covering the sensing, seizing, and transforming stages. Findings The data highlights the importance of both vertical and horizontal collaboration between supply chain actors as they seek to anticipate the impact of the disruption and influence the future shape of the constitution. There is also evidence to suggest firms in possession of dynamic capabilities can innovate to build resilience and enhance their competitive position. Characteristics of the disruption posed by constitutional change are identified and contrast with those of many other threats more typically described in the literature. As a result, the process of building resilience is different. Research limitations/implications The study could be extended to include post-Brexit interviews to further understand the seizing and transforming stages whilst the impact of Brexit on actors that remain within the EU could also be considered. Practical implications Practitioners need to work together to influence the future shape of the constitution; and they need to reconfigure their operations and supply chains where necessary to become more resilient to the threat posed by Brexit, such as by reducing their reliance on EU funding streams and trade. The study also has policy implications. Originality/value The first study of supply chain resilience to constitutional change and a rare empirical study of resilience across multiple supply chain tiers.

PurposeThe purpose of the work presented in this paper is to capture the current state of Six Sigma as well as to document the current practices of Six Sigma through a systematic literature review so as to extend and update the previous work of Brady and Allen.Design/methodology/approachThe approach to this paper is to answer the questions such as “what is Six Sigma?”, “what are the applications of the Six Sigma?”, “what are the main enablers and barriers to its application?” and “what are the emerging trends?” These questions are used to guide the search of papers from various publication databases even if it is expected that existing literature might not be sufficiently developed to translate each question directly into a finding. The literature is then analysed and the major emerging themes are presented.FindingsSeven key findings (topics on which the views of the authors converged) and two issues (topics on which authors had differing views) have been established. These include the interpretation of Six Sigma, tools and techniques, implementation of Six Sigma, benefits, adoption, enablers and links to other disciplines.Originality/valueThe systematic literature review approach used in this paper allows emerging trends and issues in Six Sigma to be highlighted in a structured and thematic manner, enabling the future work to progress as Six Sigma continues to develop and evolve. The findings also open up new opportunities to apply Six Sigma in the fields that are not widely explored before for instance sustainability and product‐service systems.

This paper shares the conclusions of the authors with respect to a comparison of Beer’s viable systems model (VSM) and modern business process thinking. These conclusions have been arrived at as a result of extensive empirical research over the past five years. Modern business process thinking and the VSM provides the foundations for a viable business structure which maximises opportunities for managing agility. The paper provides a brief background to the research and explains VSM and modern business process thinking. It then goes on to demonstrate how VSM and modern business process thinking combine to provide a powerful structure for planning and managing today’s modern organisation in an uncertain and dynamic environment. In developing the theorythe paper also provides empirical evidence to support and demonstrate the application of the theory. The paper concludes with a summary of key messages and lessons learned

Purpose-The transfer of technical know-how is now recognised as an essential component in the globalised expansion of multinational companies. As these companies offshore or outsource their operations the success of the new facility can depend upon the ability to convey both tacit and explicit knowledge willingly during all phases of the transfer. There is a lack of clarity in current literature on the success factors for effective transfer of knowledge on production parts transfer and an absence of frameworks. This purpose of the research reported in this paper is to examine documented success factors and propose an integrated framework. Design/methodology/approach-Peer reviewed literature was used to establish dominant themes on knowledge-sharing from which interview and survey were designed and undertaken to establish motivating factors. Findings-Five key themes required for successful knowledge transfer were established for moving parts to new production facilities: willingness to share information, willingness to receive information, explicit knowledge transfer, tacit knowledge transfer and verification. These were then assembled into a Transfer of Technical Intellect framework for knowledge transfer to new facilities. Research limitations/implications-The research draws from the experience of practitioners across multiple parts transfers rather than examining a specific transfer. This work brings research not previously brought together. It draws from the literature and a significant survey of a large multi-site engineering company and future work needs to be carried out to examine the generalisability of the work. Practical implications-The proposed framework guides the tacit as well as explicit transfer of technical knowledge of production parts between facilities. Originality/value-The research identifies the key themes and motivating factors for transferring tacit product knowledge to another organisation.

Increasing demand for chemicals worldwide, depleting resources, consumer pressure, stricter legislation, and the rising cost of waste disposal are placing increasing pressure on chemical and related industries. For any organization to survive in the current arena of growing climate change laws and regulations, and increasing public influence, the issue of sustainability must be fundamental to the way it operates. A sustainable manufacturing approach will enable economic growth to be combined with environmental and social sustainability and will be realized via collaboration between a multidisciplinary community including chemists, biologists, engineers, environmental scientists, economists, experts in management, and policy makers. Hence, employees with new skills, knowledge, and experience are essential. To realize this approach, the design and development of a series of workshops encompassing systems thinking are presented here. After close consultation with industry, an annual program of interactive workshops has been designed for graduate students to go beyond examining the “greening” of chemical reactions, processes, and products, and instead embed a systems thinking approach to learning. The workshops provide a valuable insight into the issues surrounding sustainable manufacturing covering change management, commercialization, environmental impact, circular economy, legislation, and bioresources incorporating the conversion of waste into valuable products. The multidisciplinary course content incorporates industrial case studies, providing access to real business issues, and is delivered by experts from academic departments across campus and industry.