Purpose

In successfully meeting city and metropolitan growth, sustainable development is compulsory. Sustainability is a must-focus for any project, particularly for large and mega rail infrastructure. This paper aims to investigate to what degree social, environmental and economic factors influence the government when planning sustainable rail infrastructure projects. To respond to such a matter, this paper focuses on two Australian mega-rail projects: the South West Rail Link (SWRL) and the Mernda Rail Extension (MRE).

Design/methodology/approach

As the basis of an experimental evaluation framework strengths, weaknesses, opportunities and threats (SWOT) and factor analysis were used. These two methods were specifically selected as comparative tools for SWRL and SWRL projects, to measure their overall sustainability effect.

Findings

Using factor analysis, in the MRE, the factors of network capacity, accessibility, employment and urban planning were seen frequently throughout the case study. However, politics and economic growth had lower frequencies throughout this case study. This difference between the high-weighted factors is likely a key element that determined the SWRL to be more sustainable than the MRE. The SWOT analysis showed the strengths the MRE had over the SWRL such as resource use and waste management, and natural habitat preservation. These two analyses have shown that overall, calculating the sustainability levels of a project can be subjective, based on the conditions surrounding various analysis techniques.

Originality/value

This paper first introduces SWRL and MRE projects followed by a discussion about their overall sustainable development. Both projects go beyond the traditional megaprojects' goal of improving economic growth by developing and enhancing infrastructure. Globally, for such projects, sustainability measures are now considered alongside the goal of economic growth. Second, SWOT and factor analysis are undertaken to further evaluate the complexity of such projects. This includes their overall sustainable development vision alignment with environmental, economic and social factors.

Purpose

The objective of this article is to analyze the integration between the internal functions related to demand and supply processes. The studied object was an agribusiness company that uses digital technologies to operate its inbound logistics.

Design/methodology/approach

A case study was conducted in a global agribusiness company that went through a restructuring process with the implementation of a shared service center. In-depth interviews were conducted with employees from the demand and supply areas. The analysis involved description of cross-functional integration processes from the areas of demand and supply, the identification of technologies from Industry 4.0 present in the activities of those areas and their role in the integration process.

Findings

The analysis revealed the mediating role of technology in cross-functional integration, the presence of new integration factors and their impact on process performance. A framework was developed that describes the relationship between technology and integration factors, their impacts, and the implications for theory and practice.Practical implicationsRegarding this study, the focal company migrated its activities, which were previously isolated and dispersed across branches, to a centralized shared services unit. This research contributes by providing managers with elements to support their investment decisions in technologies that facilitate the integration process, mainly in the areas of planning and execution. It also contributes to the planning of processes, helping managers who are implementing or migrating activities and areas to new management structures.

Originality/value

This paper brings two new assumptions that may guide future investigations about cross-functional integration and its effects on demand and supply integration (DSI): (1) Digital technologies are able to support cross-functional integration in order to provide information integrity, team alignment, agile and assertive decision making within supply and demand processes; (2) Cross-functional integration, mediated by digital technologies, can generate agility and accuracy of information in the demand and supply processes. This accuracy and agility provide improvements in demand and supply process performance metrics, such as predictability, assertiveness, standardization, productivity and response time.

This research concerns how cross-functional integration can support a project management office (PMO) in achieving its goals in the execution of investment projects. A case study was accomplished in a large state-owned Brazilian enterprise that produces and transmits electric power. The results showed several factors that generate cross-functional integration, such as communication and group spirit support. These factors can generate the following impacts: enhanced control over process development; effectiveness of processes/projects; and standardisation of processes. Research also conceptualised the role of integration inhibitors that end up negatively influencing the joint performance of functional areas, decreasing the support that cross-function integration provides for the operation of a PMO. Moreover, another concept of cross-functional integration that emerged from the case is related to controversies that are integration initiatives generating positive results in parts of the process, but generate dysfunctions in other hierarchical levels or stages of the process.

Purpose

This study presents a systematic literature review (SLR) of the interdisciplinary literature on drones in last-mile delivery (LMD) to extrapolate pertinent insights from and into the logistics management field.

Design/methodology/approach

Rooting their analytical categories in the LMD literature, the authors performed a deductive, theory refinement SLR on 307 interdisciplinary journal articles published during 2015–2022 to integrate this emergent phenomenon into the field.FindingsThe authors derived the potentials, challenges and solutions of drone deliveries in relation to 12 LMD criteria dispersed across four stakeholder groups: senders, receivers, regulators and societies. Relationships between these criteria were also identified.

Research limitations/implications

This review contributes to logistics management by offering a current, nuanced and multifaceted discussion of drones' potential to improve the LMD process together with the challenges and solutions involved.

Practical implications

The authors provide logistics managers with a holistic roadmap to help them make informed decisions about adopting drones in their delivery systems. Regulators and society members also gain insights into the prospects, requirements and repercussions of drone deliveries.

Originality/value

This is one of the first SLRs on drone applications in LMD from a logistics management perspective.

The practice of ‘Design for Supply Chain’ (DfSC) aims at integrating strategic sourcing into manufacturers’ new product development (NPD) processes. The literature on this topic, however, mainly focuses on contexts involving high-volume, standardised products, while the engineer-to-order (ETO) context has received only limited attention. As argued in this paper, this constitutes a gap in the literature since the findings from high-volume, standardised contexts may not be directly applicable to the ETO context. To support this claim, a case study approach is used to explore DfSC in two ETO manufacturers. This paper terms this practice ‘Engineer for Supply Chain’ (EfSC) and identifies four dimensions that it comprises: (1) consideration of strategic sourcing in NPD, (2) representation of the sourcing function in NPD, (3) collaboration between the R&D and sourcing functions, and (4) adoption of methods for considering strategic sourcing in NPD. Although these dimensions partly overlap with the literature on DfSC, the characteristics of EfSC differ—most notably by requiring the consideration of strategic sourcing before the product design stage of NPD, as well as procedures that encourage this consideration. Finally, the study identifies relationships among the dimensions and develops a holistic four-step process for engaging with EfSC.

In the recent years there has been an increased interest towards relocating manufacturing back to Europe. Consequently, it becomes important to develop evaluation models of manufacturing location. We use secondary data to establish model for European Union 27 (EU-27) countries. Findings reveal in pairwise model comparison, that larger European countries seem to be the best locations in general (France, Germany, Italy, and Spain), however, few smaller countries perform high as well (like Ireland, Sweden, Luxemburg and Finland). In general, small member countries have the lowest performance. Typically, these are weak in population and severance pay terms. Lower-performing countries often also miss the larger role of medical and pharmaceutical industry within exports. Results were compared to classical rank-based evaluation. We did find some differences, and it could be said that larger countries lost their higher status, but Ireland and Sweden were still in highest ranks.

Sustainable public procurement (SPP) has been incorporating sustainability issues into commercial relationships between governments and businesses. SPP implementation can be undertaken with the support of organisational changes. Research has highlighted the role of stakeholders' collaboration in driving changes for SPP. However, there is limited understanding of the forces fostering and blocking the implementation of collaboration. This paper analyses drivers for and barriers to implementing collaboration in SPP, based on semi-structured interviews with SPP practitioners from different world regions (Brazil and Sweden). This paper provides a catalogue of forces influencing organisational changes towards collaboration in SPP (categorised into internal, connecting-protagonist, connecting-supporting and external), including 23 drivers, 40 barriers and 24 strategies to overcome such barriers. This paper also proposes an understanding of how organisational changes for collaboration are interconnected with changes for implementing SPP. Organisational changes for SPP must be understood as multiple and composite instead of single and monolithic.

Purpose

This study aims to investigate the manufacturing reshoring decision-making content from an Eclectic Paradigm perspective.

Design/methodology/approach

Data were collected through a six-step systematic literature review on factors influencing manufacturing reshoring decision-making. The review is based on 100 peer-reviewed journal papers discussing reshoring decision-making contents published from 2009 to 2022.

Findings

In total, 80 decision factors were extracted and then categorized into resource-seeking (8%), market-seeking (11%), efficiency-seeking (41%) and strategic asset-seeking (16%) advantages. Additionally, 24% of these were identified as hybrid, which means that they were classified into multiple categories. Some decision factors were further identified as reshoring influencing factors (i.e. drivers, enablers and barriers).

Research limitations/implications

Scholars need to consider what other theories can be used or developed to identify and evaluate the decision factors (determinants) of manufacturing reshoring as well as how currently adopted theory can be further advanced to create clearer and comprehensive theoretical frameworks.

Practical implications

This research underscores the importance of developing clearer and more comprehensive theoretical frameworks. For practitioners, understanding the multifaceted nature of decision factors could enhance strategic decision-making regarding reshoring initiatives.

Originality/value

To the best of the authors’ knowledge, this is the first study to investigate the value and practicality of the Eclectic Paradigm in categorizing factors in manufacturing reshoring decision-making content and presents in-depth theoretical classifications. In addition, it bridges the gap between decision factors and influencing factors in the decision-making content research realm.Keywords

Purpose

This study aims to explore and theorize value gaps within value chain management (VCM) by extending the service quality gap model to the context of global manufacturing value chains.

Design/methodology/approach

Drawing upon a case study of a small, family-owned Swedish furniture wholesaler, Alpha, this research adapts the service quality gap model and integrates it into the VCM framework. The investigation examines the value creation and delivery processes across a network of actors, highlighting how various gaps emerge at different stages of the value chain.

Findings

The study identifies and describes several value gaps, including those related to consumer understanding, manufacturing capabilities and coordination across the value chain. Value creation gaps arise from poor communication about consumer needs and product features, whereas value delivery gaps are mainly tied to manufacturing capacity and material restrictions. These gaps can result in misalignment between consumer expectations and the delivered value.

Research limitations/implications

Although this study provides insights into the emergence of value gaps, further research is needed to determine the magnitude and reduction strategies for these gaps. In addition, understanding how consumers evaluate new products remains a critical area for investigation.

Practical implications

The research highlights the significance of a coordinated approach to managing value creation and delivery processes. It underscores the need for companies to capture accurate consumer data, consider manufacturing capabilities and engage in effective coordination with various actors in the value chain.

Social implications

By addressing value gaps, companies can enhance consumer satisfaction and minimize potential dissatisfaction caused by misalignment between consumer expectations and delivered value. This, in turn, can lead to improved relationships with consumers and other actors within the value chain.

Originality/value

This research offers a novel perspective on value gaps in VCM, extending the service quality gap model to the realm of manufacturing. It underscores the importance of managing both value creation and delivery processes for enhancing competitive advantage in a global market.