The operations management literature presents inadequate comprehensive understanding on information management strategies of mitigating supply chain disruption risks. By using control theory modelling and simulation, this study compares the disruption mitigation effects of three information management strategies. From the aspect of stability, the existing stability boundaries are revised by a new method in a two-echelon case. It shows that supply chains (SC) with popular information management strategies are not evidently more stable than traditional ones. From the aspect of disruption recovery time, an innovative two-echelon swiftest response problem under these information management strategies is formulated and solved. Results show that a collaborative planning, forecasting and replenishment (CPFR) SC with complete SC information performs the best. However, in a later operational risk mitigation test, an information sharing (IS) SC with partial information has the smallest bullwhip effect. From the aspect of demand amplification and frequency response, an innovative frequency–response plot of order amplification is proposed in a time-continuous SC with moving average forecasts. It implies the best frequency response for concurrently mitigating both operational and disruption risks coming from a CPFR SC. But for a certain SC structure there is still a balance between mitigating bullwhip effect and quick response. Moreover, it also implies that anti-bullwhip should exist in a certain condition, as realised in our numerical experiments.

In China, dockless bike-sharing programs (DBSPs) have changed people’s travel modes, alleviated urban traffic congestion, and reduced carbon emissions. However, a number of DBSPs have experienced financial crises since 2018. This means that research on DBSPs must be considered not only in terms of the environment and technology, but also in the operation of the program. In this paper, we modeled the DBSP operations in a certain area using a system dynamics simulation approach. The main purpose was to explore the dynamics of the program’s operation process and evaluate possible improvement strategies for maximizing the revenue of the overall DBSP. Specifically, the analysis focused on the economic profits of DBSPs in an environment of competition and government regulation. The research findings revealed that the dockless bike-sharing industry has great economic profits, but in the current environment, the market needs to be regulated by the local government. If a DBSP does not introduce new technologies or find new profit channels, it will be difficult to develop sustainably by only relying on riding profits. In addition, we provide a case study of Mobike’s operations in Beijing to support these findings and validate the developed model. Finally, we discuss Mobike’s possible improvement strategies.

Enterprises in low-carbon supply chains have been exploring blockchain technology in order to make carbon data transparent. However, there is still some opaque information in the market, such as the value-added service efficiency. How do supply chain members make decisions between information sharing and blockchain adoption? This study considers blockchain adoption and information sharing in a low-carbon supply chain with a single manufacturer and a single retailer. The retailer has private information about value-added services and decides how to share it with the manufacturer. We examine six combined strategies comprised of blockchain scenarios and information sharing formats (no sharing, voluntary sharing, and mandatory sharing). The results indicate that supply chain members prefer blockchain technology under no sharing and voluntary sharing. Under mandatory sharing, supply chain members have incentives to participate in blockchain when the value-added service efficiency exceeds a threshold value. While the manufacturer prefers to obtain the value-added service information, the retailer decides to share information depending on the value-added service efficiency. Besides, supply chain members’ attitude toward the sharing contract also depends on the value-added service efficiency.

Dockless bike-sharing programs (DBSPs) are typical representatives of the new era of the internet economy. These schemes alleviate urban traffic congestion, reduce carbon emissions, and change people’s preferred travel modes, but they also suffer from a series of problems related to unsustainability. The sustainability performance of a DBSP is closely related to its influencing factors, which can be used to understand the main challenges of the program and consider what useful measures should be taken to overcome these issues. Therefore, it is essential to investigate the related factors that are critical to the sustainability of DBSPs from a systems-level perspective. In this paper, we explored publicly available data sources (i.e., literature, institutional reports, and announcements) to determine the intrinsic influencing factors and understand their interactions and feedback relationships. A taxonomy of the key challenges with respect to the fundamental pillars of DBSP sustainability (i.e., environment, society, and economy) was provided. System dynamics methodology was employed to map the critical factors and links in order to analyze the key challenges in facilitating the sustainability of DBSPs. Based on this approach, we put forward proposals to mitigate the severe challenges for governments and DBSP operators. The findings provide a theoretical basis and guiding role to develop improvement strategies for DBSP sustainability.

Remanufacturing has been regarded as a key to the sustainable development of enterprises. However, collection strategies affect the remanufacturing and recycling of used products. Blockchain can ensure the authenticity of disclosed information and improve the consumer’s trust in remanufactured products. Inspired by this, this paper develops a game-theoretic model to examine the selection of different recycling strategies in the remanufacturing supply chain considering blockchain adoption and uncertain demand. Incumbent collector 1 provides the manufacturer with used product 1 for remanufacturing product 1. For product 2, the manufacturer has two different collection strategies: in-house collection by the manufacturer or external collection by collector 2. The collectors act as the channel leader, and the manufacturer, who has private demand information, is the follower. Results show that collectors are incentivized to participate in the blockchain. If there is no blockchain, collector 1 prefers external collection. In the case of blockchain, the manufacturer prefers external collection when the demand variance is low. The manufacturer’s decision on the in-house collection and external collection depends on the coefficient of collection investment costs.