Abstract
While Industry 4.0 promises large technological improvements, firms face multiple challenges in its adoption. Current literature has made significant efforts to identify the barriers which are common to most companies but fails to identify their interrelationships and their implications for practitioners. We use interpretive structural modelling (ISM) methodology to identify these barriers and their interrelationships, combined with matrix impact of cross multiplication applied to classification (MICMAC) analysis to identify the root barriers, in the context of the Portuguese manufacturing industry. We categorize these barriers using the Technology -Organization-Environment framework. We conclude that barriers related to standardization and lack of off -the-shelf solutions are considered root barriers. Our results differ from other studies that regard barriers related to legal and contractual uncertainty with the highest driving power and lowest dependence power. Also, we find that organizational barriers have the highest dependency and lowest driving power, contradicting studies on the topic. We provide recommendations for managers and policymakers in three areas: Standardization Dissemination, Infrastructure Development, and Digital Strategy.

Abstract
This paper focuses on the identification of collaborative strategies and practices adopted by companies of the fashion industry in the management of customized offerings (both products and services) along their supply chain (SC). A multiple case study approach is applied and four companies (both medium and large) were interviewed. The cross-case analysis enabled mapping the cases following two dimensions: type of market asking for the customization (B2B vs. B2C) and scope of customization (products vs. services). The analysis highlights the practices and processes related to the customization, the enabling technologies adopted, and the actors involved by a focal company in the collaboration (both in upstream and downstream networks) to offer the product or service that meet customer needs.

Abstract
AbstractExtreme disruptive events, such as the volcano eruption in Iceland, the Japanese tsunami, and the COVID-19 pandemic, as well as constant changes in customers’ needs and expectations, have forced supply chains to continuously adapt to new environments. Consequently, it is paramount to understand the supply chain characteristics for possible future scenarios, in order to know how to respond to threats and take advantage of the opportunities that the next years will bring. This chapter focuses on describing the characteristics of the supply chain in each of the six macro-scenarios presented in Sardesai et al. (2020b), as final stage of the scenario building methodology. Supply chains for each scenario are characterized in eight dimensions: Products and Services, Supply Chain Paradigm, Sourcing and Distribution, Technology Level, Supply Chain Configuration, Manufacturing Systems, Sales Channel, and Sustainability.

Abstract
AbstractThis chapter aims to identify the supply chain (SC) issues that can be considered “horizontal”, as they are cross–sectorial and faced by most companies operating both in production and distribution sectors, and to propose a set of policy recommendations that can support public and private organisations to promote and foster innovation and competitiveness of future European SCs. The definition of the Key Horizontal Issues (KHI) is the basis for developing 12 policy recommendations regarding infrastructure requirements, technological and organisational improvements and regulatory developments needed to set the stage for the European SCs for the future. Specifically, the policy recommendations entail assuring appropriate standards and legislation for European SCs; educating and training professionals for the future SCs; drafting of international agreements aiming at future European SCs; supporting and fostering incentives and funding schemes; promoting reference bodies for European SCs; and establishing infrastructure for fostering of future European SCs.

Abstract
AbstractDigital technologies have gained ground among companies, researchers and policy makers in recent years due to their growing relevance to current and future supply chains. Technologies such as robotics, artificial intelligence, autonomous transport systems, data science, and additive manufacturing are gradually becoming part of people’s and companies’ daily lives and are changing the manufacturing, process industry and logistics sectors. Although recent attempts have been made to understand the implications of these technologies on supply chain management, the relevance of the different technologies in future scenarios is still unknown. Using a technology scouting approach, the most important enabling technologies for supply chains until 2030 are identified and selected and their implications on future supply chains are evaluated using an assessment methodology with different evaluation criteria.