Dear Colleagues,

Notes:

*SIMPOI – Symposium of Production Management, Logistics and International Operations

** ENANPAD – Meeting of the Brazilian Association of Postgraduate and Research in Business Administration

1) Presentation:

Operations management is a broad area that refers to the systematic design, direction and control of processes that transform inputs into services and products for internal and external customers/consumers. From a broad point of view, we can state that operations and supply chain management underpin all departments and functions in an organisation (Krajewski and Malhotra, 2005).

New trends in operations management and supply chain management are constantly arising. These areas are very dynamic and incorporate new paradigms, strategies, tools and technologies, and innovation is essential and determinative.

Considering that services and products are produced through a series of interrelated business activities, it is expected that the value of each activity in a process can be aggregated with the value of preceding activities. The processes, in turn, should add value for customers throughout the supply chain (Krajewski and Malhotra, 2005). An integrated perspective of value creation has economic, technical and non-economic dimensions, and mainly the areas of marketing, operations management, and supply chain management are integrated into this context (Minerbo & Brito, 2021).

Studies related to increasing productivity and quality in operations management become essential for discussing strategy and operational management in supply chains (Mukherjee, Mitchell & Talbot, 2000). Operations and supply chain management are constantly subject to disruptions and vulnerabilities. Thus, it becomes crucial to study and propose mitigation strategies that neutralise potentially adverse consequences. Identifying and trying to mitigate risks through risk management strategies is critical for supply chains (Chopra & Sodhi, 2004). Through the use of intelligent assets, digital transformation has been identified as responsible for major changes in the organisational and social sphere of supply chains and should be studied (Majchrzak et al., 2016; Rossi, Bianchini & Guarnieri 2020). Submissions detailing investigations on how operations management must go beyond its traditional perspective of efficiency and productivity and consider sustainability aspects are welcome (Al-Odeh & Smallwood, 2012). In addition, studies related to models anchored in the circular economy, contributing to the circularity of materials throughout production chains and retaining value through the retention of resources in supply chains in the same or different cycles, are also expected (Howard, Hopkinson, & Miemczyk, 2019; Cerqueira-Streit, Endo, Guarnieri & Batista, 2021). Project governance and management using predictive and agile approaches can be a source of value in supply chains and deserves attention (Gaudenzi & Christopher, 2016).

References:

Al-Odeh, M., & Smallwood, J. (2012). Sustainable supply chain management: Literature review, trends, and framework. International Journal of Computational Engineering & Management, 15(1), 85–90.

Cerqueira-Streit, J. A., Endo, G. Y., Guarnieri, P., & Batista, L. (2021). Sustainable Supply Chain Management in the Route for a Circular Economy: An Integrative Literature Review. Logistics, 5(4), 81.

Chopra, S., & Sodhi, M. S. (2004). Supply-chain breakdown. MIT Sloan Management Review, 46(1), 53–61.

Gaudenzi, B., & Christopher, M. (2016). Achieving supply chain ‘Leagility’ through a project management orientation. International Journal of Logistics Research and Applications, 19(1), 3–18.

Howard, M., Hopkinson, P., & Miemczyk, J. (2019). The regenerative supply chain: a framework for developing circular economy indicators. International Journal of Production Research, 57(23), 7300–7318.

Krajewski, L. J., Malhotra, M., Malhotra, N., Ritzman, L., & Krajewski, L. (2015). Operations management. Pearson Education, Limited.

Mentzer, J. T., Stank, T. P., & Esper, T. L. (2008). Supply chain management and its relationship to logistics, marketing, production, and operations management. Journal of business logistics, 29(1), 31–46.

Minerbo, C., & Brito, L. A. L. (2021). An integrated perspective of value creation and capture: a systematic literature review. Journal of Business & Industrial Marketing.

Mukherjee, A., Mitchell, W., & Talbot, F. B. (2000). The impact of new manufacturing requirements on production line productivity and quality at a focused factory. Journal of Operations Management, 18(2), 139–168.

Rossi, J., Bianchini, A., & Guarnieri, P. (2020). Circular Economy model enhanced by intelligent assets from Industry 4.0: The proposition of an innovative tool to analyse case studies. Sustainability, 12(17), 7147.

2) Aim of the Special issue and how the subject relates to the journal scope:

This Special issue aims to provide a space for discussing the emerging challenges and opportunities of creating value in operations management and supply chain management. This Special Issue welcomes submissions of original research articles, review papers, case studies, communications, and perspective papers. We consider interesting manuscripts from or outside Simpoi and Enanpad.

3) Suggest themes:

In this Special Issue, original research articles and reviews are welcome. Research areas may include (but not limited to) the following:

• Operations management and supply chain management from a circular economy perspective
• Digital transformation and sustainable management in organisations
• Project management: processes, people and technologies
• Sustainable operations management
• Agricultural and extractive supply chains
• Risk management and resilience in organisations and supply chains
• Service operations management
• Strategy and operations management

We look forward to receiving your contributions.

Prof. Dr. Patricia Guarnieri
Prof. Dr. Márcio Cardoso Machado
Prof. Dr. Andrew Finger
Dr. Juliana Bonomi Santos
Guest Editors

Manuscript Submission Information

Manuscripts should be submitted online at www.mdpi.com by registering and logging in to this website. Once you are registered, click here to go to the submission form. Manuscripts can be submitted until the deadline. All submissions that pass pre-check are peer-reviewed. Accepted papers will be published continuously in the journal (as soon as accepted) and will be listed together on the special issue website. Research articles, review articles as well as short communications are invited. For planned papers, a title and short abstract (about 100 words) can be sent to the Editorial Office for announcement on this website.

Submitted manuscripts should not have been published previously, nor be under consideration for publication elsewhere (except conference proceedings papers). All manuscripts are thoroughly refereed through a single-blind peer-review process. A guide for authors and other relevant information for submission of manuscripts is available on the Instructions for Authors page. Logistics is an international peer-reviewed open access quarterly journal published by MDPI.

Please visit the Instructions for Authors page before submitting a manuscript. The Article Processing Charge (APC) for publication in this open access journal is 1400 CHF (Swiss Francs). Submitted papers should be well formatted and use good English. Authors may use MDPI's English editing service prior to publication or during author revisions.

• operations management
• production management
• logistics
• supply chain management
• services
• sustainability
• risk management
• value creation
• circular economy
• project management