Susana Duarte

The Industry 4.0 addresses a radical change on business processes. Through communication technology, objects interact with each other; the physical and digital worlds merge. This makes an environment more flexible, allowing to respond faster to specific customer requirements. Therefore, businesses need to rapidly adapt to avoid being left behind. A business model is required to meet the new concepts of Industry 4.0. In addition, lean and green characteristics may align with business model elements. Understanding how these concepts interact is something that need clarification. Based on literature review, a conceptual relationship between Business Model (Canvas), Lean and green management approach and Industry 4.0 approach is presented. Lean and green management characteristics are identified to be aligned through a Business Model Canvas perspective. Also, the concepts of the Industry 4.0 can be applied in each element of the Business Model Canvas. Managers and entrepreneurs can create, design or redefine their business knowing the lean and green application and Industry 4.0 execution. This research aims to contribute to the discussion of the relationships between these concepts. To the authors’ knowledge, this work is one of the first to try to relate these concepts.

Green and lean are manufacturing management paradigms that identify new opportunities to improve the business to be more competitive. The purpose of this research is to contribute for the understanding of how to address green–lean approaches in a supply chain. The objective is to provide basic mechanisms to implement an organization’s supplychain based on an integrated green and lean approach. To attain this objective, some relevant initiatives for a green and lean transformation were considered first. Second, a multiple case study was conducted in the automotive industry to test qualitatively the several integrated green and lean initiatives and see how they are being implemented in the real world. Based on the literature review and the case study, an oriented-tool is suggested, which involves a roadmap to achieve a green–lean supply-chain transformation. The proposed roadmap can serve as the basis for further research in green and lean supply chain management, providing insights into the implementation of a green–lean approach.

Our world is facing substantial economic and social challenges due to an increasing pace of technological developments. The introduction of the Internet of Things (IoT) is ushering in a fourth industrial revolution. The vision of Industry 4.0 describes a whole new approach to business operations, and especially the production industries which is characterized by a new level of socio-technical interaction. Emphasizing the importance of intangibles management, organizations have become increasingly focused on the Intellectual Capital (IC) as the main source of value creation. From a strategic point of view, IC is linked to the ability to create and apply the potential of an organizations knowledge based capabilities, and is commonly categorized into three main components: human, structural and relational capital. The industry 4.0 is changing the way we create value which requires from organizations and individuals a rethinking of what is expected or desired from the internet-connected devices. As a phenomenon of interactions and complementarities, IC can offer a possible pathway for reconfiguring business models. The contribution of this work is mainly conceptual. The aim of this paper is to explore what has been researched so far about the importance of industry 4.0 with impact in organizational value creation and how the theory of intellectual capital can help to leverage its benefits. To achieve this objective, a comprehensive review of journal articles, conference papers, books and international reports was performed

Purpose: The purpose of this study intends to make a characterization of a shop floor management (SFM) system in the context of smart manufacturing, through smart technologies and digital shop floor (DSF) features. Design/methodology/approach: To attain the paper objective, a mixed method methodology was used. In the first stage, a theoretical background was carried out, to provide a comprehensive understanding on SFM system in a smart manufacturing perspective. Next, a case study within a survey was developed. The case study was introduced to characterize a SFM system, while the survey was made to understand the level of influence of smart manufacturing technologies and of DSF features on SFM. In total, 17 experts responded to the survey. Findings: Data analytics is the smart manufacturing technology that influences more the SFM system and its components and the cyber security technology does not influence it at all. The problem solving (PS) is the SFM component more influenced by the smart manufacturing technologies. Also, the use of real-time digital visualization tools is considered the most influential DSF feature for the SFM components and the data security protocols is the least influential one. The four SFM components more influenced by the DSF features are key performance indicator tracking, PS, work standardization and continuous improvement. Research limitations/implications: The study was applied in one multinational company from the automotive sector. Originality/value: To the best of the authors’ knowledge, this work is one of the first to try to characterize the SFM system on smart manufacturing considering smart technologies and DSF features.

Purpose: The purpose of this research work is to propose an assessment framework to evaluate businesses in terms of the implementation of a green and lean organization’s supply chain. Design/methodology/approach: A conceptual framework was developed for the assessment of green and lean implementation. The framework was designed using key criteria to identify green and lean initiatives. This led to the development of guidelines for each criterion, and the development of a scoring method. A multiple case study of five different organizations in the automotive industry was conducted to validate the conceptual framework. Findings: The study reveals that high scores are derived from a good interaction between green and lean implementation in these companies. The results confirm that the initiatives considered in the conceptual framework were appropriate to represent the green and lean assessment framework. Research limitations/implications: The case study was developed in five organizations. Validation of the model is not based on quantitative techniques. The sample size is too small. More study is need in different industry sectors. Practical implications: The proposed model can be the basis for further research on green and lean concepts, contributing to the understanding of green and lean implementation. With this assessment method, managers can evaluate their business in relation to the implementation of green and lean supply chain initiatives. Originality/value: To the author’s knowledge, this paper is the first to provide an assessment framework to evaluate an organization’s supply chain in terms of green and lean implementation.

Understanding how efficiently we use the role of resources in the organization namely natural resources in use, water, materials and energy consumption is a vital step for designing business strategies to tackle inefficiencies. Green and lean model for business sustainability will be presented and indicators for a resource efficient and green business will be discussed. Organizations must understand how resources are use and how can be used, making better decision about the use of those environmental, social, and economic resources. However the resources are not only a business concern. All organizations in a specific region should be evaluated for the knowledge of the progress on the road to sustainability. This study aims to be a preliminary study of how to use green and lean management concept as a step towards to sustainability. To the authors this is the first attempt to understand and develop a model through green and lean concepts to improve critical sustainability issues, enhancing the efficiency of the resources.

Industry 4.0 is the new paradigm of the fourth industrial revolution; it embodies a smart industry by applying advanced information and communication systems, and high technology. These advancements evolved and assisted the supply chain to become a more adaptive network creating new opportunities for supply chain competitiveness. Management paradigms as lean and green can develop improvements in the supply chain. The integrative lean and green approach eliminates non-value added activities and at the same time reduces environment impacts and risks throughout the supply chain operations. This study is motivated by the lack of evidence how the lean and green supply chain should evolve to work efficiently in Industry 4.0 environment. The purpose of this study is to investigate whether Industry 4.0 can support the implementation of the lean and green supply chain. Based on literature review, a conceptualization of the relations between Industry 4.0, supply chain management and lean and green paradigms is presented. This paper provides an understanding of how this new industrial revolution incorporated lean and green supply chain paradigms.

In response to the ongoing multidimensional change occurring in the external environment organizations are beginning to recognize management paradigms as Lean, Agile, Resilient and Green (LARG) as drivers to achieve sustainable competitive advantage. The organizations need to adapt and create new business models. A systematic approach to integrate the LARG principles in a Business Model Canvas (BMC) perspective will be a step in the process of achieving the ideal approach. It will provide a broader perspective to identify critical factors to include in the organization's business model, how and why they are related, and which are the conditions and boundaries of these relationships. Although recognizing some limitations when trying to align LARG principles and the building blocks of BMC, this research aims to contribute to the discussion on creating an ideal type of business models to be integrate the LARG paradigm.

This paper investigates how to evaluate lean and green supply chain performance through a traditional Balanced Scorecard (BSC). To attain the paper's objective, in a first stage a literature review was carried out to provide a comprehensive understanding of how lean and green can be compatible in a supply chain, how the performance should be evaluated, and how the BSC can evaluate the lean and green supply chain performance. Next, a conceptual framework was developed to investigate how lean and green initiatives can affect supply chain performance. A causal diagram was used to represent the relationships between each lean and green measure through the traditional four BSC perspectives: financial, customer, internal business process and learning and growth. It is possible to recognize that lean and green initiatives influence the linkages between performance measures. These linkages were established by anecdotal evidence derived from the literature review; they are an example of how to evaluate the organization's supply chain. The proposed diagram can be the basis for further research in lean and green supply chain performance. To the author's knowledge, this study is the first to attempt to understand how to apply BSCs to evaluate the integration of lean and green paradigms on supply chain performance.

Lean and green have moved from a trend to a business imperative to improve the supply chain. This research aims to focus on providing the basic mechanisms for a lean-green business model implementation. Based on standardized management business models, several {"}near common{"} categories were defined as key criteria for lean-green supply chain implementation including leadership, people, strategic planning, stakeholders, processes and results. The fundamental research question is how lean-green supply chain can be integrated in and compatible, using initiatives that support both, a lean and a green approach, in all selected categories. To attain the paper objective, in a first stage, a conceptual framework was proposed to define the lean-green initiatives. In a second stage, multiple case studies in automotive supply chain were performed to test qualitatively the validity of the proposed conceptual framework, testing how these initiatives are being implemented in real world. From the case study, a model is suggested, which involves a roadmap to achieve a successful lean-green implementation. The proposed model can be the basis for further research in lean-green supply chain contributing to understand in which moment the lean and green initiatives should be relevant.

Going lean and green is a trend that identifies new business opportunities for organizational improvement and for competitiveness. Besides, there are quality awards to assist organizations to improve their performance among them the Shingo Prize, the Malcom Baldrige National Quality Award, the European Foundation for Quality Management. The aim of this study is to develop a conceptual framework for lean and green business organizations. To attain the paper objective in a first stage a comparison between quality awards is developed to provide a comprehensive understanding of each framework and to explore how they assist to modeling a lean and green organization. After defining lean and green management approaches, it seeks to cross-reference between the awards frameworks and lean and green culture; a number of assessment guidelines and criteria were designed to connect and integrate lean and green principles and tools. It is proposed seven different criteria and respective criterion score to assess a lean-green business organization.

Purpose - The purpose of this paper is to examine how different business models, embodied in awards, standards and frameworks, can contribute to modelling a lean and green approach for an organization and its supply chain. Design/methodology/approach - In total, 12 business models were studied. A literature review was conducted to provide a comprehensive understanding of each model. After defining lean and green management paradigms, a number of guidelines were developed to connect and integrate lean and green principles. Findings - The study reveals a number of categories that are common in most business models, providing adequate conditions for a lean-green transformation. The guidelines were developed to model a lean-green organization by applying specific principles and tools of a lean and green culture. Research limitations/implications - The relationships identified within and between models reflect a partial view of a lean-green transformation. The approach adopted merges the different principles, and tends to emphasize similarities and minimize differences. Practical implications - The proposed model can be the basis for further research in lean and green paradigms, contributing to understanding when an organization and its supply chain can apply the lean and green principles and tools. Originality/value - This study is the first attempt to understand, develop and integrate a lean and green organizational culture approach, based in standardized management business models.

Green and lean paradigms have been adopted by companies in order to manage their relationships with suppliers in a supply chain management context, but nearly always separately and with little understanding of their influence on company performance. This paper proposes a theoretical framework for the analysis of the influence of green and lean upstream supply chain management practices on the sustainable development of businesses. To attend this objective, a set of performance measures covering economic (operational cost, environmental cost, and inventory cost), environmental (business wastage, green image, and CO 2 emission), and social (corruption risk, supplier screening and local supplier) perspectives is proposed. An explanatory case study was conducted at a Portuguese automaker to test qualitatively the validity of the proposed theoretical framework. From the case study, a model is suggested, which encompasses the relationships between green and lean upstream supply chain practices and sustainable business development.

Going lean/green is a trend more manufacturers are beginning to recognize as important in an era of economic aus-terity and environmental responsibility. Unlike lean supply chain, which focuses on ways to improve operations and cut wastes from the customer's perspective, green initiatives look at ways to eliminate waste from the environment's perspective. Looking at operations from a ‘lean/green' perspective has benefits to not only the environment, but to manufacturers and customers as well. Based on the literature review we developed a conceptual model incorporating lean and green supply chain into a performance measurement system, using the balanced scorecard approach.

Purpose - This paper aims to explore the divergences and commitments between the lean, agile, resilient and green paradigms while investigating the effect of paradigms’ practices within supply chain attributes. Design/methodology/approach - A conceptual model with lean, agile, resilient and green practices and supply chain management attributes is proposed. Causal diagrams were used to represent the relationships between paradigm practices and supply chain attributes. The four diagrams were aggregated to build the conceptual model. Findings - The conceptual model allows for the identification of synergies and divergences resulting from the paradigms practices implementation. The synergies between paradigms are related to “information frequency” and “integration level” increasing as well as reduction of “production lead time” and “transportation lead time”. However, other supply chain attributes such as “capacity surplus”, “inventory level” and “replenishment frequency” are affected in opposite directions by some paradigms creating divergences. Research limitations/implications - The model relationships were established using an anecdotal approach derived from the literature review, reflecting only a partial view of supply chain dynamics. More research related to other supply chain attributes and/or paradigm practices, and validation of the proposed relationships is suggested. Practical implications - The proposed model can be the basis for further research in lean, agile, resilient and green paradigms, contributing to a more sustainable and competitive lean supply chain with the necessary agility toward a quick response, resiliency to disruptions, and harmonization with the ecologic and environmental aspects. Originality/value - To the authors’ knowledge this paper is the first to provide an understanding about the tradeoffs among lean, agile, resilient and green supply chain paradigms.

This paper intends to determine whether the lean, agile, resilient and green paradigms are applied and combined in the actual environment of supply-chain management. A structured literature review on the state of the art was carried out, thus providing a comprehensive understanding on supply-chain management. A classification scheme of supply-chain paradigms was developed where five databases were used to find how these paradigms were being integrated. The research developed provided the confirmation that papers combining more than two paradigms were rare. To date, academicians have not studied the merging of these paradigms in supply-chain management at significant depth.

There are new business paradigms as lean and green to develop improvements on the supply chain performance. The performance evaluation has become an important subject getting competitive advantages in organizations and their supply chains. To get a balanced performance measurement system a balanced scorecard (BSC) may be develop. This study is motivated by the lack of evidence on the supply chain performance measurement; it pretends to explore the effect of lean and green supply chain through a BSC framework. To achieve this purpose a four perspectives BSC was developed based on cause-and-effect relationships. To identify how to develop the BSC for incorporating lean and green supply chain performance, a brief literature review is presented. This paper proposes a conceptual model to explore how lean and green supply chain performance may be studied, using a BSC perspective.