The purpose of this article is to investigate whether the wide scope of supply chain collaboration including both customers and suppliers (Upstream–downstream External Collaboration) determines the greening of innovation more significantly than the scope limited only to suppliers (Upstream External Collaboration) or customers (Downstream External Collaboration). This goal was achieved as part of extensive research on the impact of relational capital on the innovativeness of high-tech companies in Poland. The results of the research were analysed using fuzzy conversion scales and descriptive statistics based on triangular fuzzy numbers. The application of the achievements of the fuzzy sets theory made it possible to test the hypotheses presented in the article with the use of fuzzy analysis of variance (fuzzy ANOVA). The findings confirm that the subjective scope of collaboration in the supply chain is important for greening innovation. Companies that cooperate with both suppliers and customers (Upstream–downstream External Collaboration) declared a greater tendency to green their innovations than those that cooperate with only one group of partners. The research findings contribute to the literature on the role of collaboration in the ecological responsibility and environmental performance of supply chain partners. The conclusions may have practical implications for the design and implementation of strategies in sustainable supply chain management. The study provides important lessons for SC managers facing the challenge of sustainable management during and after the COVID-19 outbreak.

Research background: The climate crisis is one of the greatest challenges the world is facing in the 21st century. The global response to this problem must comprise transitions in land and ecosystems, energy, urban, infrastructure, and industrial systems and a transformation in enterprise and risk management. With the global pressure to fight climate change and achieve the Sustainable Development Goals, the innovative potential of Industry 4.0 technologies (blockchain, Big Data analytics, the Internet of Things, cloud computing, artificial intelligence, 3D additive manufacturing and technology platforms) has been subject to enormous interest among researchers and practitioners. Additionally, the COVID-19 pandemic has accelerated technology investment and digital transformation in many business areas, potentially including sustainability risk management. Purpose of the article: The purpose of this paper is to explore the scope of Industry 4.0 technology implementation in sustainability risk management and its financial impact. Methods: Based on the survey research, the authors verified if enterprises implementing Industry 4.0 technologies during the last five years are benefiting from their investment depending on the number of technologies. Due to the ordinal measurement scale of the analyzed variables, the verification of hypotheses was carried out using the Mann-Whitney U test. Findings & value added: In the opinion of the managers surveyed, the number of Industry 4.0 technologies implemented in the sustainability risk management process does not affect the enterprise’s aggregate Financial Performance Indicator, individual financial indicators (ROA, ROE, OPM, NPM and FLR) and the enterprise’s ability to manage financial risk. This study contributes to the literature on the technological transformation of the sustainability risk management process and its financial importance. The design and implementation of sustainable development strategies imply a long-term perspective, including the achievement of risk management effects in this area. The implementation of one technology, let alone two or more, is a difficult and time-consuming management challenge before synergy effects are achieved in an integrated technological eco-system.

This study aims to investigate the significance of organizational ambidexterity (OA) in creating supply chain resilience (SCRES) during and after the COVID-19 pandemic. The methodological triangulation is applied in this study. A literature review, semi-structured online interviews and insights from open webinars serve as the sources of data. A framework, based on three pillars: validation, positioning and evaluation of business practices, is used for data analysis. The dependencies between OA activities and SCRES strategies are presented. The authors discuss their evolution during and in the post-pandemic period and outline the SCM trends in a strategic perspective. This paper investigates a pathway for closing the gap between OA theory and industry practice to create SCRES during and post-COVID-19 outbreak. This article starts the discussion on creating SCRES through OA. Future quantitative and qualitative research should explore the applicability of OA to enhance SCRES in a dynamic environment. Understanding the critical connection between exploitation and exploration practices and how OA influences SCRES provides valuable insight into the subject to supply chain managers supporting them in pursuing their roles successfully in the times of crisis. This study is focused on two concepts, OA and SCRES, of critical importance for how practitioners manage supply chains in the times of crisis. The resilience of supply chains to crises is crucial for the well-being of societies.

Compostable packaging is one of the innovative alternatives to conventional packaging. This is also an opportunity in view of the current energy crisis and rising oil prices, firstly, because compostable packaging is produced only from renewable resources, and secondly, it can feed both the composting process and biogas plants. According to the CE principles, it is vital to effectively close product life cycles. Therefore, this paper is aimed at expounding the triggering role of social innovations co-created by stakeholders for improving compostable packaging waste management in accordance with the CE concept. The research procedure consisted of four integrated research phases. A qualitive study was undertaken by conducting 29 in-depth interviews and 3 Social Innovation Labs, engaging 67 bio-packaging market stakeholders, which are national and international companies (e.g., manufacturing, distributing), institutions and other organisations from the social, public and private sectors. The results show that one of the key problems for the development of the CE compostable packaging market is the low level of compostable waste packaging management. Its detailed analysis showed that this problem is associated with several barriers and their numerous causes. According to stakeholders, this can be effectively minimised by applying three social innovations that when combined stimulate all elements of waste management, moving it to a higher level of development.

The e-commerce market has been developing very rapidly and changing traditional distribution systems. The development of online channels is matched by a similar evolution of companies’ logistics systems. As a consequence, logistics processes management now significantly influences e-customer service quality, which has emerged as a competitive advantage. The main goal of this paper is to identify e-commerce business models, modern distribution channels and management tools that would facilitate a continuous improvement in e-customer logistics service. Based on the literature and interviews with e-commerce services providers, we provide a plethora of good and best practices useful for managers in the rapidly developing and highly competitive e-commerce business.

At the beginning of the 21st century, we continuously observe shifts in supply chains configurations caused by differentiate trends in turbulent environment. The remarkable number of companies restructure supply chains in search for competitiveness and innovation on global market. On the one hand, some labour-intensive industries are moving out of China to the next low-cost countries, on the other hand, some high-tech and innovative manufacturing companies are returning to the developed countries. The scientific purpose of the article is to set out the potential impact of reshoring on value creation in supply chains and to outline research opportunities in this field. Literature review and results of the questionnaire-survey on the Total Cost of Acquisition analysis are guidelines for considerations. Based on the analysis of reshoring drivers and benefits, it is clear that this strategy might have positive influence on the value creation in international and global supply chains management considering three dimensions of the value: economic, social and environmental from perspective of different stakeholders.