Supply chain management must adopt different and more innovative strategies that support a better response to customer needs in an uncertain environment. Supply chains must be more agile and be more capable of coping with disturbances, meaning that supply chains must be more resilient. The simultaneous deployment of agile and resilient approaches will enhance supply chain performance and competitiveness. Accordingly, the main objective of this paper is to propose a conceptual framework for the analysis of relationships between agile and resilient approaches, supply chain competitiveness and performance. Operational and economic performance measures are proposed to facilitate the monitoring of the influence of these practices on supply chain performance. The influence of the proposed agile and resilient practices on supply chain competitiveness is also examined in terms of time to market, product quality and customer service.

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Abstract:Recently the circular economy has increasingly received attention worldwide due to the recognition that the security of the supply of resources and environmental sustainability are crucial for the prosperity of all the countries and businesses. G20 countries are stimulating the development of frameworks that enhance the circular economy and generally more sustainable production and consumption modes. In this context, this paper aims to suggest an index to assess the sustainability and the circularity of manufacturing companies. With this tenet, a Sustainable Circular Index (SCI) is proposed based on a five-phase framework. This index could support managers in assessing their level of sustainability and circularity and in implementing some practices that could improve the performances of their companies regarding these two topics. This index represents an important benchmarking tool for manufacturing companies to assess their sustainable and circular behavior and represents a guideline for managers.

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Purpose – Companies need to excel in many areas to achieve a competitive advantage. This, together with pressure imposed by regulators and customers regarding sustainability concerns, leads companies to address sustainability in an integrated fashion across all management processes. The purpose of this paper is to suggest a model for the assessment of the environmental performance of a supply chain, based on four perspectives used in the balanced scorecard. Performance indicators are proposed based on the literature, as well as on the ISO 14031 and GRI standards, and were validated by a panel of experts. Design/methodology/approach – Based on a literature review on models for environmental performance management a novel model to assess the environmental performance of the supply chains (Env_BSC_4_SCPM) is proposed. Data collected from the first tier suppliers of an automotive industry case study are used to test the proposed model. Findings – The model developed was tested in a case study company, showing it ability to benchmark the company first tiers suppliers and products. The model is also useful as a decision support tool to define actions to be taken in order to improve the global environment performance of the supply chain. Research limitations/implications – The proposed model was developed to evaluate the environmental performance of supply chains. Nevertheless, the case study only takes account of the first tier suppliers, due to difficulties associated to data collecting for the other elements in the supply chain. Widening the frontiers, the next phase may include the application of this model to second, third and lower tier suppliers, as well as the final customer. Improvements in the model could also include the construction of a composite index to measure the environmental supply chain performance. Practical implications – The paper provides a model that can be used by practitioners to evaluate the environmental performance of their supply chain and to decide on actions to be taken to improve it. Originality/value – As stated by several authors, there has been limited research conducted in the field of environmental evaluation of supply chains. This paper proposes a novel model for the environmental performance of the supply chain and tests it using industrial empirical data.

Purpose: The objective of this paper is to assess the level of sustainability of the UK automotive supply chain considering simultaneously the three dimensions of sustainability (economic, social and environmental) representing the Triple Bottom Line (TBL) approach.Design/methodology/approach: The assessment of the automotive SC’ sustainability is based on the framework proposed by Salvado, Azevedo, Matias and Ferreira (2011) and uses the Simple Additive Weighting (SAW) method to aggregate economic, environmental and social indicators into a unique index. A case study on the UK automotive industry is used and the data do perform this study is collected from the sustainability reports of the UK’ automotive companies.Findings and Originality/value: The proposed framework represents an important benchmarking tool, offering managers the possibility for assessing the sustainability behaviour of its supply chain and compare it with other supply chains. Once identified the dimension of sustainability where the company or the supply chain is worst performer managers can work closer to their supply chain’ partners in order to improve the performance of those dimension of sustainability.Research limitations/implications: One limitation of the suggested approach is related to the ambiguity of the sustainability’ indicators selection and the definition of weights for each sustainability dimension.Practical implications: The assessment of the SC sustainability by using the suggested framework to compute a SC sustainability index offers managers an opportunity for assessing the level of sustainability of each individual company and the corresponding SC in a very easy way. It also represents an opportunity for improving company performance. In this way managers can use the information on the sustainability index to help adjust their company's behaviour and improve their economic, social and environmental performance.Originality/value: The proposed framework represents a contribution in the area of index construction and a valuable component of organizational management systems and monitoring programs.

Purpose – The purpose of this paper is to suggest a lean, agile, resilient, and green (LARG) index as a benchmarking tool to assess the leanness, agility, resilience and the greenness of the automotive companies and corresponding supply chain (SC). Design/methodology/approach – The proposed index incorporates LARG supply chain management paradigms and corresponding practices being both weighted according to their importance for the automotive SC sustainability. The Delphi technique is used to obtain the weights for each SC paradigm and a linear aggregated method is proposed. A case study approach related to the automotive SC is chosen to illustrate the LARG index application. Findings – The case study results confirmed the usefulness and ease of application of LARG index in a real world SC. The application of the suggested index to a set of companies, and consequently to their SC, makes possible to identify: the better and worst performer company in each paradigm, the LARG practices with higher levels of application among the companies, the LARG index for each company and also for the corresponding SC. This becomes an important benchmarking tool since comparative analysis regarding the LARG behaviours are possible to perform with the suggested index. Research limitations/implications – More LARG practices could be considered to improve the robustness of the index. Future studies should be conducted across more companies for improving the effectiveness of the approach, and more members should be included in the panel of Delphi technique for enhancing the validity of the suggested approach. Practical implications – SC companies will be able to assess their performance in terms of leanness, agility, resilience and greenness. A study like this could encourage all automotive companies to benchmark their organizations as regards their competitors, the best in class, and also the industry average. Originality/value – This paper contributes to the literature by introducing a new index for measuring the leanness, agility, resilience and greenness of companies and SCs. This index can be used by managers as a benchmarking tool to identify their LARG behaviour and compare it with their SC partners and seek for improvement.