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

Abstract
This study identified and characterized the factors influencing managers’ intentions to adopt collaborative robots (cobots) in manufacturing companies. Based on a conceptual framework that integrates three technology adoption theories (Diffusion of Innovation, Technology-organization-environment and Institutional theory) and following an exploratory qualitative research design, this paper identifies 39 factors influencing the intention to adopt cobots in three contexts (internal, external and technology). Twelve of these factors are new as contrasted with previous literature. The findings of this study can assist organizations in their process of adoption of cobots and in the development of managerial practices that consider the role of these factors. © 2020 Elsevier B.V.

Abstract
Purpose: To study how supply chain decision makers gather, process and use the available internal and external information when facing supply chain disruptions. Design/methodology/approach: The paper reviews relevant supply chain literature to build an information management model for disruption management. Afterwards, three case studies in the vehicle assembly sector, namely cars, trucks and aircraft wings, bring the empirical insights to the information management model. Findings: This research characterises the phases of disruption management and identifies the information companies use to recover from a variety of disruptive events. It presents an information management model to enhance supply chain visibility and support disruption management at the operational level. Moreover, it arrives at two design propositions to help companies in the redesign of their disruption discovery and recovery processes. Originality/value: This research studies how companies manage operational disruptions. The proposed information management model allows to provide visibility to support the disruption management process. Also, based on the analysis of the disruptions occurring at the operational level we propose a conceptual model to support decision makers in the recovery from daily disruptive events. © 2020, Emerald Publishing Limited.