The logistics industry around the world has proliferated over recent years as a large number of business organizations have come to recognize the importance of logistics. Cost control used to be emphasized to remain competitive, but recently green logistics has gained attention with the awareness of the integration of economy and society as a whole. Nowadays, green logistics is a useful concept to improve the sustainability of logistics operations, and its related policies and theoretical research have been investigated and explored. However, the practical applications of green logistics are impeded by real-time data sharing, which is common in the logistics industry. Blockchain technology is adopted to address this challenge and enable data sharing among related stakeholders. This paper presents a reference framework for green logistics based on blockchain to reach the sustainable operations of logistics, with the integration of the Internet of Things and big data. Finally, potential benefits and limitations are analyzed when implementing this framework.

Purpose: Industry 4.0 and Lean Production are a successful match in terms of performance improvement. While we understand the combined potential, there is still poor understanding of how companies should embrace digital transformation to make it successful and sustainable, and the role that lean plays in it. In this paper, we investigate how manufacturing companies embark upon digital transformation and how being lean might affect it.Design/methodology/approach: We conducted multiple case studies with 19 manufacturing companies. We identified two clusters of companies according to their Lean maturity, and we assessed digital transformation patterns by analyzing insights coming both from cases and from the literature. Integrating cross-case analysis results, we developed a framework that shows two different digital transformation patterns according to companies’ commitment to Lean.Findings: Our findings first and foremost show the significant role of lean in driving digital transformation. We identify two patterns, namely Sustaining digital transformation pattern, characterized by the pervasive role of lean culture with small and horizontal digital changes, involvement of people and willingness to maintain continuous process improvement, and Disruptive digital transformation pattern, characterized by few and large digital steps that imply a disruptive and radical change in the company system.Practical implications: Empirical evidence supports the relevance of the proposed model and its practical usefulness. It can be used to design digital transformation, prepare properly the introduction of Industry 4.0 through a lean approach, and plan the future desired state, identifying the Industry 4.0 technologies that should be implemented.Originality/value: It is widely recognized that the relationship between Industry 4.0 and lean is significant and positive, yet little evidence was presented to back that. We aim at bringing this debate forward by providing initial empirical evidence of the significant role that lean has on digital transformation, showing how lean drives the digital transformation pattern of companies.

The construction industry is lagging behind other industries in terms of efficiency and performance. Lean-oriented supply chain management (SCM) initiatives have not yet led to significant improvements because of the peculiarities of the industry. In this regard, the construction industry is characterized by poor collaboration, conflicts, disputes, and a lack of customer focus and end-user involvement. These peculiarities make partnering in construction industry projects somewhat difficult. Practitioners, researchers, and societies at large have, therefore, called for a change in attitudes, behaviors, and procedures to increase the chances of a project’s success. First, this study performed a systematic literature review followed by eight structured interviews to understand the most important barriers that prevent the collaboration in customer–supplier relationships in construction supply chains. Second, the Decision-Making Trial and Evaluation Laboratory (DEMATEL) analysis provided a new understanding of the barriers by showing cause–effect associations among them to promote collaboration in the construction industry’s SCM. This new understanding can be used to orient more effective actions to improve the customer–supplier relationship in the construction supply chain. The main findings show that three of the four barriers that act as causes are industry-related barriers, and the main finding depends on the specific temporary configuration that characterizes a project-based industry. Among the causes, there is also an organizational barrier that highlights how a clear definition of a project’s roles and responsibilities impacts collaboration.

The paradigm shift toward Industry 4.0 is facilitating human capability, and at the center of the research are the workers—Operator 4.0—and their knowledge. For example, new advances in augmented reality and human–machine interfaces have facilitated the transfer of knowledge, creating an increasing need for labor flexibility. Such flexibility represents a managerial tool for achieving volume and mix flexibility and a strategic means of facing the uncertainty of markets and growing global competition. To cope with these phenomena, which are even more challenging in high-variety, low-volume contexts, production planning and control help companies set reliable due dates and shorten lead times. However, integrating labor flexibility into the most consolidated production planning and control mechanism for a high-variety, low-volume context—workload control—has been quite overlooked, even though the benefits have been largely demonstrated. This paper presents a mathematical model of workload control that integrates labor flexibility into the order review and release phase and simulates the impact on performance. The main results show that worker transfers occur when they are most needed and are minimized compared to when labor flexibility is at a lower level of control—shop-floor level—thus reducing lead time.