Purpose: The purpose of this paper is to investigate the impact of cloud computing (CC) on supply chain management (SCM).Design/methodology/approach: The paper is conceptual and based on a literature review and conceptual analysis.Findings: Today, digital technology is the primary enabler of supply chain (SC) competitiveness. CC capabilities support competitive SC challenges through structural flexibility and responsiveness. An Internet platform based on CC and a digital ecosystem can serve as “information cross-docking” between SC stakeholders. In this way, the SC model is transformed from a traditional, linear model to a platform model with the simultaneous cooperation of all partners. Platform-based SCs will be a milestone in the evolution of SCM – here conceptualised as Supply Chain 3.0.Research limitations/implications: Currently, SCs managed holistically in cyberspace are rare in practice, and therefore empirical evidence on how digital technologies impact SC competitiveness is required in future research.Practical implications: This research generates insights that can help managers understand and develop the next generation of SCM with the use of CC, a modern and commonly available Information and Communication Technologies (ICT) tool.Originality/value: The paper presents a conceptual basis of how CC enables structural flexibility of SCs through easy, real-time resource and capacity reconfiguration. CC not only reduces cost and increases flexibility but also offers an effective solution for disruptive new business models with the potential to revolutionise current SCM thinking.

Sustainable mobility takes into account a broader approach than sustainable transport as it is a concept integrating realization of the needs of stakeholders by using remote access to the properties of desired goods and services. It realizes the need to minimize the negative impact on the environment. Sustainable mobility remains one of the most important subject and challenge influencing European competitiveness. Transport activities apply to micro and macroeconomic issues, moving between and across various sectors, is still the highest of global logistics costs. By using cloud computing model in mobility and transportation management systems managers can gain reduction of the total cost of provided services for residents; more agility, flexibility, and elasticity; quick and cost-efficient reaction to less-predictable events and changing customer (or other stakeholders) requirements; risk reduction, globally accessible services, easy and fast implementation and strong support for sustainable development. The use of cloud computing in sustainable mobility is than mobility of people and cargos with respect to energy, environment, safety and security as well as socio-economic issues by giving access to real-time data, elasticized, fast reaction to the events and their negative consequences in available, efficient and affordable manner to all interested stakeholders. Cloud computing has already been noticed by European Union and exists in different acts and regulations’ recommendations, but it is definitely insufficiently analyzed and, most important, implemented in the mobility and transportation aspects.

Companies managing supply chains are increasingly facing a decision to migrate or start operating in the digital world. Gaining competitive advantage by supply chain management means sharing the information as the evidence of trust between partners. Digital Supply Chains are based on technologies that enable increasing competitiveness mainly by delivering information in real time simultaneously to many supply chain partners. However the type and range of the information shared indicates the level of trust. Research results show that partners in supply chain were sharing information about inventory and transport activities. These are the main areas of competing by logistics and supply chain management. The aspect of partnership and cooperation was also raised in the research. Cloud computing had been willingly used in Supplier Relationship Management, Customer Relationship Management and Customer Service Management processes by the respondents.

The paper aims to confront consumers’ and businesses’ perspectives on the circular economy (CE) R-strategies' and to indicate the level of their implementation in value co-creation. The analysis are based on empirical studies conducted among companies and consumers in Poland in 2022 and 2023. The results indicate the initial stage of implementing the R-strategies among both groups. This demonstrates the continued need for their dissemination. Moreover, the actions taken by companies and consumers are only partially in line. Despite its great potential, the value co-creation process seems underestimated. The CE transition requires reconfiguring the activities carried out in companies in the offered value proposition, carrying out the company's processes and relations with external stakeholders, organising business architecture and its environment, and adjusting the company's individual functions and activities. However, before all, the companies must include consumers in planning R-strategies.

The fourth industrial revolution (4IR) introduces significant changes in various areas of economic and social life. Many of them are perceived as groundbreaking and game-changing, which is a feature of every revolution. 4IR exerts a direct impact on economic and social life through the incredible development of ICT. The paper aims to present the scope of impact of these changes on logistics and supply chain management – areas of business management that are currently of great importance for competitiveness. The role of ICT in modern logistics and supply chain management was also shown, and selected specific technologies that considerably contribute to the deepening of digital transformation in these areas of activity were discussed. Attention was drawn to the complementarity of ICT solutions at the enterprise and the economy levels. The authors came up with a concept of an intelligent (digital) supply chain as a solution that satisfies the need to strengthen supply chain’s resilience and supports the implementation of environmental sustainability strategies in line with the development of the circular economy. The authors also discuss development directions of the so-called intelligent logistics and intelligent supply chains under the conditions of 4IR.