Analyzing the drivers of smart sustainable circular supply chain for sustainable development goals through stakeholder theory

The concept of sustainable development is becoming incomprehensible and complex in global supply networks, especially in low- and middle-income countries (LMIC) that are most affected by ever-changing industry challenges and standards. Smart technologies emerged by Industry 4.0, sustainability, and circular economy (CE) connection, which remain unexplored, can be integrated into the supply chain as a business strategy to increase collaboration and cooperation between different tiers of the supply chain to achieve sustainable development goals (SDGs) according to LMIC. Therefore, the main objective of this paper is to discover the drivers of a smart sustainable circular supply chain (SSCSC) in achieving the SDGs in LMIC through stakeholder theory. First, a systematic review is employed to identify the drivers of the SSCSC to achieve the SDGs in the LMIC incorporating existing literature on the subject. Second, the Best-Worst Method (BWM) is applied to analyze the identified drivers, and then the Technique for Order of Preference by Similarity to Ideal Solution (TOPSIS) is used to analyze the SDGs. The applicability of the solution methodology was illustrated by providing a numerical example. The results of the study are twofold: firstly, drivers are analyzed by implementation of BWM. The results of the BWM reveal that economic sustainability is the best key driver among the eight drivers in achieving the SDGs, meaning that without financial assistance and support achieving the SDGs becomes ineffective. Secondly, the TOPSIS analysis reveals that SDG 16 (peace, justice, and strong institutions) is the SDG most supported by drivers

Assessing smart circular supply chain readiness and maturity level of small and medium-sized enterprises

A Smart Circular Supply Chain (SCSC) integrates both Industry 4.0 (I4.0) and Circular Economy (CE) concepts into supply chain in response to achieving sustainable goals/agenda. The purpose of this paper is to assess SCSC readiness and maturity level of SMEs considering different stakeholders from a multi-layered perspective. For this aim, a conceptual framework was proposed and accomplished through a case study of SMEs in Turkey’s textile industry. Such integrated approach to holistically assessing SCSC readiness and maturity makes a unique contribution to the field. The highlights of this study are summarized as follows: (1) approaching readiness and maturity in transitions by focusing on systems theory; (2) identifying the dimensions of readiness and maturity in transitions to I4.0 and CE; (3) assessment of readiness and maturity level of SMEs in transition to CE and (4) assessment of readiness and maturity level of SMEs in transition to I4.0 within the supply chain

Assessing smart circular supply chain readiness and maturity level of small and medium-sized enterprises

A Smart Circular Supply Chain (SCSC) integrates both Industry 4.0 (I4.0) and Circular Economy (CE) concepts into supply chain in response to achieving sustainable goals/agenda. The purpose of this paper is to assess SCSC readiness and maturity level of SMEs considering different stakeholders from a multi-layered perspective. For this aim, a conceptual framework was proposed and accomplished through a case study of SMEs in Turkey’s textile industry. Such integrated approach to holistically assessing SCSC readiness and maturity makes a unique contribution to the field. The highlights of this study are summarized as follows: (1) approaching readiness and maturity in transitions by focusing on systems theory; (2) identifying the dimensions of readiness and maturity in transitions to I4.0 and CE; (3) assessment of readiness and maturity level of SMEs in transition to CE and (4) assessment of readiness and maturity level of SMEs in transition to I4.0 within the supply chain

The analysis of critical success factors for successful kaizen implementation during the COVID-19 pandemic: a textile industry case study

Purpose The primary objective of this research is to determine critical success factors (CSFs) that enable textile enterprises to effectively implement Kaizen, a Japanese concept of continuous development, particularly during disruptive situations. The study aims to provide insights into how Kaizen is specifically employed within the textile sector and to offer guidance for addressing future crises. Design/methodology/approach This study employs a structured approach to determine CSFs for successful Kaizen implementation in the textile industry. The Triple Helix Actors structure, comprising business, academia and government representatives, is utilized to uncover essential insights. Additionally, the Matriced Impacts Croises-Multiplication Applique and Classement (MICMAC) analysis and interpretative structural modeling (ISM) techniques are applied to evaluate the influence of CSFs. Findings The research identifies 17 CSFs for successful Kaizen implementation in the textile industry through a comprehensive literature review and expert input. These factors are organized into a hierarchical structure with 5 distinct levels. Additionally, the application of the MICMAC analysis reveals three clusters of CSFs: linkage, dependent and independent, highlighting their interdependencies and impact. Originality/value Major contribution of this study is understanding how Kaizen can be effectively utilized in the textile industry, especially during disruptive events. The combination of the Triple Helix Actors structure, MICMAC analysis and ISM provides a unique perspective on the essential factors driving successful Kaizen implementation. The identification of CSFs and their categorization into clusters offer valuable insights for practitioners, policymakers and academia seeking to enhance the resilience and sustainability of the textile industry

Assessing Smart Circular Supply Chain readiness and maturity level of small and medium-sized enterprises

A Smart Circular Supply Chain (SCSC) integrates both Industry 4.0 (I4.0) and Circular Economy (CE) concepts into supply chain in response to achieving sustainable goals/agenda. The purpose of this paper is to assess SCSC readiness and maturity level of SMEs considering different stakeholders from a multi-layered perspective. For this aim, a conceptual framework was proposed and accomplished through a case study of SMEs in Turkey’s textile industry. Such integrated approach to holistically assessing SCSC readiness and maturity makes a unique contribution to the field. The highlights of this study are summarized as follows: (1) approaching readiness and maturity in transitions by focusing on systems theory; (2) identifying the dimensions of readiness and maturity in transitions to I4.0 and CE; (3) assessment of readiness and maturity level of SMEs in transition to CE and (4) assessment of readiness and maturity level of SMEs in transition to I4.0 within the supply chain

The Effects of Globalization to Supply Chain Resilience: Outsourcing Techniques as Interventionism, Protectionism and Regionalization Strategies

Globalization may cause companies to broaden their customer bases, operate internationally, and serve more customers. However, it also entails dangers, including shifting circumstances, disruptions, and elevated prices. To address these issues, outsourcing has evolved, lowering outputs and service costs. To mitigate these risks, businesses employ strategies such as interventionism, protectionism, and regionalization. By investigating and simulating the interplay of outsourcing approaches to equip businesses with supply chain resilience (SCRES), this study aims to close the knowledge gap between the existing knowledge and global supply chain (GSC) risk management practices. To choose the best alternative for our case study company, we analyzed four distinct outsourcing techniques, namely offshoring, reshoring, nearshoring, and farshoring; furthermore, we investigated the outsourcing elements typically taken into account to achieve resilience. The results indicated that the reshoring method would be the most promising one for this company, under specific circumstances, in terms of attaining resilience in the manufacturing industry

The Effects of Globalization to Supply Chain Resilience: Outsourcing Techniques as Interventionism, Protectionism and Regionalization Strategies

Globalization may cause companies to broaden their customer bases, operate internationally, and serve more customers. However, it also entails dangers, including shifting circumstances, disruptions, and elevated prices. To address these issues, outsourcing has evolved, lowering outputs and service costs. To mitigate these risks, businesses employ strategies such as interventionism, protectionism, and regionalization. By investigating and simulating the interplay of outsourcing approaches to equip businesses with supply chain resilience (SCRES), this study aims to close the knowledge gap between the existing knowledge and global supply chain (GSC) risk management practices. To choose the best alternative for our case study company, we analyzed four distinct outsourcing techniques, namely offshoring, reshoring, nearshoring, and farshoring; furthermore, we investigated the outsourcing elements typically taken into account to achieve resilience. The results indicated that the reshoring method would be the most promising one for this company, under specific circumstances, in terms of attaining resilience in the manufacturing industry

The analysis of critical success factors for successful kaizen implementation during the COVID-19 pandemic: a textile industry case study: data

Purpose – The primary objective of this research is to determine critical success factors (CSFs) that enable textile enterprises to effectively implement Kaizen, a Japanese concept of continuous development, particularly during disruptive situations. The study aims to provide insights into how Kaizen is specifically employed within the textile sector and to offer guidance for addressing future crises.  Design/methodology/approach – This study employs a structured approach to determine CSFs for successful Kaizen implementation in the textile industry. The Triple Helix Actors structure, comprising business, academia and government representatives, is utilized to uncover essential insights. Additionally, the Matriced Impacts Croises-Multiplication Applique and Classement (MICMAC) analysis and interpretative structural modeling (ISM) techniques are applied to evaluate the influence of CSFs. Findings – The research identifies 17 CSFs for successful Kaizen implementation in the textile industry through a comprehensive literature review and expert input. These factors are organized into a hierarchical structure with 5 distinct levels. Additionally, the application of the MICMAC analysis reveals three clusters of CSFs: linkage, dependent and independent, highlighting their interdependencies and impact.  Originality/value – Major contribution of this study is understanding how Kaizen can be effectively utilized in the textile industry, especially during disruptive events. The combination of the Triple Helix Actors structure, MICMAC analysis and ISM provides a unique perspective on the essential factors driving successful Kaizen implementation. The identification of CSFs and their categorization into clusters offer valuable insights for practitioners, policymakers and academia seeking to enhance the resilience and sustainability of the textile industry. </p