LEADER 11169nam 2200517 450 001 9910765495503321 005 20231206113222.0 010 $a3-031-45229-1 035 $a(MiAaPQ)EBC30963244 035 $a(Au-PeEL)EBL30963244 035 $a(EXLCZ)9929021461300041 100 $a20231206d2023 uy 0 101 0 $aeng 135 $aurcnu|||||||| 181 $ctxt$2rdacontent 182 $cc$2rdamedia 183 $acr$2rdacarrier 200 00$aAdvanced Technologies and the Management of Disruptive Supply Chains $eThe Post-COVID Era /$fHassan Qudrat-Ullah and Syed Imran Ali, editors 205 $aFirst edition. 210 1$aCham, Switzerland :$cSpringer,$d[2023] 210 4$d©2023 215 $a1 online resource (264 pages) 225 1 $aUnderstanding Complex Systems Series 311 08$aPrint version: Qudrat-Ullah, Hassan Advanced Technologies and the Management of Disruptive Supply Chains Cham : Springer,c2023 320 $aIncludes bibliographical references and index. 327 $aIntro -- Preface -- Contents -- Part I Introduction -- 1 An Overview of Advanced Technologies for the Management of Disruptive Supply Chains -- 1.1 Introduction -- 1.2 Background -- 1.3 Methodology -- 1.4 Research Categories -- 1.5 Conclusion -- References -- Part II Theoretical Models for Building Resilient Supply Chains -- 2 Smart Manufacturing: A Review Toward the Improvement of Supply Chain Efficiency, Productivity, and Sustainability -- 2.1 Introduction -- 2.2 Smart Manufacturing and Agile and Flexible Supply Chain Process -- 2.3 Smart Technologies and Supply Chain Transformation -- 2.4 Methodology -- 2.5 Common Strategies for Supply Chain Efficiency, Productivity, and Sustainability -- 2.5.1 Smart Manufacturing and Supply Chain Efficiency -- 2.5.2 Smart Manufacturing and Supply Chain Productivity -- 2.5.3 Smart Manufacturing and Supply Chain Sustainability -- 2.6 Criticism of Emerging Technologies Issues Related to Data Management, Privacy, and Security -- 2.7 Post-COVID-19 Insights and Lessons -- 2.8 Post-Covid Implications -- 2.9 Conclusion -- References -- 3 Revolutionizing Supply Chain Management: A Bibliometric Analysis of Industry 4.0 and 5.0 -- 3.1 Introduction -- 3.2 Human-Machine Collaboration and Supply Chain Management -- 3.3 Movement of Industrial Revolution: From Industry 4.0 to 5.0 -- 3.4 Methodology -- 3.5 Contribution of Industry 4.0 and Industry 5.0 -- 3.5.1 Supply Chain Monitoring and Tracking -- 3.5.2 Supply Chain Transformation, Automated Production and Factory System -- 3.6 Potential Issues with Data Security and Workforce Displacement of Industrial Revolution -- 3.7 Summary Advancements of Supply Chain Through Industry 4.0 and Industry 5.0 -- 3.7.1 Industry 4.0 -- 3.7.2 Industry 5.0 -- 3.8 Conclusion -- References -- 4 Supply Chain Resilience: A Literature Review and Gap Analysis -- 4.1 Introduction. 327 $a4.2 Review of Literature -- 4.2.1 Definitions of Supply Chain Resilience -- 4.2.2 Types of Supply Chain Resilience Strategies -- 4.3 Supply Chain Resilience Measures -- 4.3.1 Approaches Used in Supply Chain Resilience -- 4.4 The Relationship Between Supply Chain Resilience and Supply Chain Performance Based on the Dynamic Capability Theory -- 4.5 Research Gaps -- 4.5.1 Gaps Related to Supply Chain Resilience -- 4.5.2 Future Implications -- 4.5.3 Conclusion -- 4.5.4 Insights and Implications Post COVID Practice -- References -- 5 Principal Lessons Learned from COVID-19: Prescriptive and Long-Lasting Strategies for Sustainable Supply Chain Improvement -- 5.1 Introduction -- 5.2 Objectives and Methodology -- 5.3 Identifying Supply Chain Bottlenecks and Possible Solutions -- 5.3.1 Demand and Supply Uncertainty -- 5.3.2 Material Shortage -- 5.3.3 Delayed in Timely Deliveries -- 5.3.4 Lack of Visibility -- 5.3.5 Port Congestion -- 5.3.6 Disruptive Food/essentials Supply Chain -- 5.3.7 Shortage of Personal Protective Equipment -- 5.3.8 Driver Shortages -- 5.3.9 Semiconductor Shortage for the Automobile Industry -- 5.3.10 Russia-Ukraine War and Risks to Global Supply Chains -- 5.3.11 Disruptive Vaccine Supply Chain -- 5.3.12 Shortages of Critical Supplies and Components -- 5.3.13 Lack of Resilience -- 5.3.14 Lithium-Ion Battery Crisis -- 5.3.15 Global Shipping Container Shortage -- 5.3.16 Last-Mile Delivery Challenges -- 5.3.17 Inadequate Contingency Planning -- 5.3.18 Lack of Traceability and Transparency -- 5.3.19 Labor Shortage -- 5.3.20 High Freight and Container Handling Cost -- 5.4 Recommendations from Contemporary Literature (2020-2023) -- 5.4.1 Improve Supply and Demand Imbalance -- 5.4.2 Improve and Invest in Sustainability -- 5.4.3 Develop a Crisis Management Plan -- 5.4.4 Improve Supply Chain Visibility -- 5.4.5 Enhance Supply Chain Agility. 327 $a5.4.6 Diversify Supplier Base -- 5.4.7 Emphasize Employee Health and Safety -- 5.4.8 Employee-Friendly HR Policy -- 5.4.9 Counter Strategies on Semiconductor Shortage -- 5.4.10 Building Future Resilience Based on the War Situation -- 5.4.11 Efficient Supply Chain Traceability -- 5.4.12 Implement a Risk Management Strategy -- 5.4.13 Achieve Supply Chain Resilience -- 5.4.14 Improve Transparency and Collaboration Through Technology -- 5.4.15 Enhance Supply Chain Visibility -- 5.4.16 Innovative Solutions in Last-Mile Delivery -- 5.4.17 Develop Robust Contingency Plans -- 5.4.18 Invest and Adopt New Technology -- 5.4.19 Ensuring Available Labor for Normal Operations -- 5.4.20 Minimize Freight and Container Handling Costs -- 5.5 Principal Recommendations with Instances -- 5.5.1 Invest in Technology -- 5.5.2 Diversify Supplier Base Using Multiple Sources -- 5.5.3 Enhance Supply Chain Agility -- 5.5.4 Emphasize Efficient HR Policy Related to Employee Health and Safety -- 5.5.5 Develop a Crisis Management Plan -- 5.5.6 Focus on Sustainability and Continuous Improvement -- 5.6 Concluding Remarks -- References -- Part III Building Sustainable Supply Chains with Advanced Technologies -- 6 Impact of Digitalisation in Developing Procurement and Supply Chain Resilience in the Post Pandemic Era-A Study of the Global Manufacturing Sector -- 6.1 Introduction -- 6.2 SLR Methodology -- 6.2.1 Planning -- 6.2.2 Searching -- 6.2.3 Screening -- 6.2.4 Extraction and Synthesis -- 6.2.5 Reporting -- 6.3 Descriptive Findings -- 6.3.1 Chronological Distribution -- 6.3.2 Geographical Distribution -- 6.3.3 Sector Distribution -- 6.3.4 Classification by Document Type -- 6.3.5 Classification by Research Methods -- 6.4 Thematic Findings and Discussion -- 6.4.1 Theme 1: Key Factors That Influence the Impact of Global Pandemics on PSCR. 327 $a6.4.2 Theme 2: Major Risks and Challenges Caused by Global Pandemics on the PSCR -- 6.4.3 Theme 3: Good Practices That Can Be Adopted in Managing the Impact of Global Pandemics on the PSCR -- 6.4.4 Insights and Implications for Post-Covid Practice: Theme 4: Actions That Can Be Taken to Develop and Control PSCR in the Post Pandemic Era -- 6.5 Conclusion -- References -- 7 Obstacles in Disruption and Adoption of Green Supply Chain Management (GSCM) Practices by Manufacturing Industries -- 7.1 Introduction -- 7.1.1 Background of the Study -- 7.2 Literature Review -- 7.2.1 Green Supply Chain Management (GSCM) -- 7.2.2 Conceptual Background of Green Supply Chain Management (GSCM) -- 7.2.3 Factors Impeding the Adoption of Green Supply Chain Management (GSCM) in Karachi -- 7.2.4 Analyze Current Supplier Partnerships -- 7.2.5 Evaluation Methods -- 7.2.6 ESG Possibilities Expand with the Addition of New Suppliers -- 7.2.7 Downstream, There Are Direct Routes to "Greening" That Matter -- 7.2.8 The Effects of Global Warming -- 7.2.9 Green Supply Chain Management -- 7.2.10 Multi-tiered GSCM Practices -- 7.2.11 Customers' Demands and Vendors' Ability -- 7.2.12 For What Reasons Do Businesses Choose Eco-friendly Supply Chains? -- 7.2.13 Strategic Human Resource Management: Why It Matters -- 7.2.14 When Putting Your SHRM Strategy into Action -- 7.2.15 Sustainable Consumption and Production -- 7.2.16 Profitable Endeavors -- 7.3 Methodology for the Book Chapter -- 7.3.1 Approach for the Book Chapter -- 7.3.2 Themes -- 7.3.3 Practical Implications of GSCM in the Manufacturing Sector of Karachi -- 7.4 Implications of the Book Chapter -- 7.4.1 Recommendations -- 7.4.2 Model Representation of Barriers to GSCM Practices in Organization -- 7.4.3 Insights and Implications Post-Covid Practice -- 7.4.4 Advantages of GSCM -- 7.5 Conclusion -- References. 327 $a8 Improving Supply Chain Resilience with a Control Tower Approach Beyond Covid-19 -- 8.1 Introduction -- 8.2 Literature Review -- 8.2.1 Resilience and Disruption Management -- 8.2.2 Visibility Through Control Towers -- 8.2.3 Quick Action Through Effective Business Processes -- 8.3 Methodology -- 8.4 Analysis and Findings -- 8.4.1 The Functionality of the Control Tower -- 8.4.2 Implementation -- 8.4.3 Forms of Analytics -- 8.4.4 Challenges -- 8.5 Discussion -- 8.5.1 The Functionality of the Control Tower -- 8.5.2 Implementation -- 8.5.3 Forms of Analytics -- 8.5.4 Challenges -- 8.6 Summary and Discussion -- 8.6.1 Insights and Implications Post-Covid Practice -- 8.6.2 Limitations and Future Research -- References -- 9 Phenomenological Study of Pharmaceutical Supply Chain in Pakistan: Innovative Approaches to Minimize Operational Inefficiencies -- 9.1 Introduction -- 9.2 Theoretical Background -- 9.3 Methodology -- 9.3.1 Context -- 9.3.2 Development of Semi-structured Interviews -- 9.3.3 Qualitative Data Collection -- 9.3.4 Data Analysis -- 9.4 Higher End Qualitative Analysis -- 9.4.1 Findings -- 9.4.2 Government Regulations -- 9.4.3 Product Expertise -- 9.4.4 Continuous Forecasting -- 9.4.5 Technological Advancement -- 9.5 Conclusion -- 9.5.1 Insights and Implications Post-Covid Practice -- 9.5.2 Limitations -- References -- 10 Supply Chain Resilience During Pandemic Disruption: Evidence from the Healthcare Sector of Pakistan -- 10.1 Introduction -- 10.1.1 Book Chapter Overview -- 10.2 Theoretical Background -- 10.2.1 Supply Chain Resilience -- 10.2.2 Strategies to Overcome Supply Chain Resilience -- 10.2.3 Theoretical Perspective-Resource Based View -- 10.3 Methodology -- 10.3.1 Data Collection -- 10.3.2 Sampling and Sample Size -- 10.3.3 Thematic Analysis -- 10.4 Data Analysis -- 10.4.1 Discussion -- 10.4.2 Findings. 327 $a10.4.3 Flexible Supply Chain Strategies. 410 0$aUnderstanding complex systems. 606 $aBusiness logistics$xManagement 606 $aCOVID-19 Pandemic, 2020-$xInfluence 615 0$aBusiness logistics$xManagement. 615 0$aCOVID-19 Pandemic, 2020-$xInfluence. 676 $a658.7 702 $aQudrat-Ullah$b H$g(Hassan), 702 $aAli$b Syed Imran 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910765495503321 996 $aAdvanced Technologies and the Management of Disruptive Supply Chains$93653209 997 $aUNINA