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Purpose There is great interest in blockchain in the supply chain yet there is little empirical research to support the consideration of the technology. Ferdows (2018) calls for research aimed at learning from pioneers in the field and Gartner points out that the interest in blockchain holds similarities to the interest surrounding RFID 15 years ago. As a result, there may be opportunities to leverage insights from RFID research to inform the consideration of blockchain. The purpose of this paper is to explore how the Reyes et al. (2016) framework for the implementation of RFID may inform the consideration of blockchain in the supply chain. Design/methodology/approach A two-stage approach is used to explore RFID implementation considerations from the Reyes et al. (2016) RFID implementation framework, using an initial exploration of managers interested in blockchain using a focus group and a survey and to more in depth explore three case companies pioneering blockchain. Findings Several RFID implementation considerations can inform the consideration of blockchain but there are also differences in considering blockchain. A framework is developed that details considerations found to be relevant by implementation stage. Originality/value This paper adds to the limited amount of empirical research on blockchain in the supply chain and advances research beyond the consideration of use cases into the exploration of actual implementation of blockchain in the supply chain. The decision framework developed both leverages and nuances findings from RFID research and can inform managerial decision making. It also adds to research a multi-stage approach to implementation and uncovers rich opportunity to further learn from pioneers.

Purpose There is a lot of interest in blockchain in the supply chain and several papers call it a disruptive technology. Existing research, however, is mostly conceptual and focused on use-case development and early pilots. This paper aims to report the findings from a workshop with managers aimed at empirically exploring what adoption rates and focus areas are for blockchain in the supply chain, what drives blockchain in the supply chain applications and what barriers are to the implementation of blockchain in the supply chain. Design/methodology/approach A workshop with managers was organized to empirically explore blockchain adoption levels and focus areas in the supply chain, as well as drivers and barriers of implementation. Findings Workshop participants reported that adoption of blockchain in the supply chain today is very limited but actively considered by many. Drivers for this consideration include achieving greater transparency and visibility, as well as, improving processes and reducing costs. Participants identify many barriers, including a lack of understanding of costs and benefits of blockchain in the supply chain. Interestingly, participants report less concern about the feasibility of the technology implying managerial consideration if progressing beyond the technology and into the potential adoption of it. As a result, participants may be moving beyond the hype surrounding blockchain and giving consideration to the many remaining questions. A working technology does not yet mean that there is a feasible supply chain adoption. As a result, it may be too early to tell whether blockchain will be a disruptive technology. This paper identifies several fruitful areas for further consideration by management and in research. Originality/value As there is little empirical research on blockchain in the supply chain, this paper moves beyond use-case development and the exploration of pilot cases and studies how companies may consider supply chain adoption beyond the pilot and the early development of blockchain. Although only offering an initial exploration, this paper uncovers progress being reported in industry and many areas where further consideration and research can help advance thinking and practice.

Purpose Reshoring is one of the supply chain risk management techniques suggested in literature. However, literature suggests that the decision-making involved in reshoring is complex and not fully understood. In the context of the COVID-19 pandemic, reshoring may represent a way to reduce reliance on global sources and improve resilience of their supply chains. This paper aims to explore if the pandemic is driving reshoring decisions and if the pandemic will actually lead to companies reshoring parts of their supply chain. Design/methodology/approach This paper critically engages with senior(-most) supply chain managers from three manufacturing companies as they proceed through reshoring decision-making. This enables to develop experiential knowledge about reshoring decision-making processes and their context, as well as insights into the relevance of existing knowledge about reshoring. While not a full multiple case study, the opportunity to engage directly with senior(-most) supply chain managers as they consider reshoring, enables near real-time learning. Not only is reshoring a very timely topic literature has also called for more event-based empirical research. Further to that, it is hoped that this can complement this special issue and support, in a timely manner, the many researchers that are actively studying the impact of the pandemic on supply chains. Findings Reshoring was being actively considered by all three companies during the research process in Q3 and Q4 of 2020. During this period the pandemic has not yet led to substantial implementation of reshoring, at least by the companies studied in this paper. In response to tariffs on Chinese imports, companies had been diversifying their supply base away from China, but doing so by developing alternative, global sources. Additionally, companies are using alternative risk management techniques, such as supplier collaboration, in the short to medium term. Reshoring decision-making is indeed found to be complex and requires a longer-term time horizon for decision-making and implementation. Logistical challenges and growth in demand do drive a willingness of consumers to pay a premium for locally sourced products. However, when supply normalizes these considerations might lose relevance well before reshoring decision-making and implementation can be completed. Originality/value This paper studies reshoring in a real-world setting, learning directly from insights from industry as they emerge. This paper develops four extensions to existing knowledge, develop these in frameworks and hope that this will support ongoing consideration in industry and support the many researchers that are active in this domain today. This paper also suggests several directions for further research.

Explains that postponed manufacturing applications are a combination of form, time and place postponement in which final processing of generic base products to meet customer specifications at central locations in the supply chain is followed by delivery to customers. Postponed manufacturing has been coming to the forefront as an innovative supply chain arrangement in a multitude of industries, including the food industry. As little is known about the implementation of the concept by manufacturers, the feasibility of such operating systems for the food industry warrants analysis. Aims to develop a set of operating characteristics which help determine the viability of postponed manufacturing in a decision model. Demonstrates, via case results of a wine producer, that postponed manufacturing applications can contribute to integral supply chain improvements. Case studies Postponed manufacturing: a case study in the food supply chainThe author wishes to thank Professor Walter Zinn from the University of Miami and two anonymous reviewers for their comments on earlier versions of this article.