The increase in the complexity of supply chains requires greater efforts to align the activities of all its members in order to improve the creation of value of their products or services offered to customers. In general, the information is asymmetric; each member has its own objective and limitations that may be in conflict with other members. Operations managements face the challenge of coordinating activities in such a way that the supply chain as a whole remains competitive, while each member improves by cooperating. This document aims to offer a systematic review of the collaborative planning in the last decade on the mechanisms of coordination in mathematical programming models that allow us to position existing concepts and identify areas where more research is needed.

Pressure from stakeholders for sustainable development is forcing top management to reconsider its supply chain management. This form of sustainability must consider the risks, insecurities, and lack of proximity caused by any event on the global economy. Organizations must identify and manage the risks of every link in the chain, while pursuing sustainable development. Corporate social responsibility (CSR) and sustainable development must be the result of a deliberate and coordinated response by the entire organization. A suitable segmentation of suppliers allows development strategies to be prioritized. This article presents the steps that should be followed in supply chain management, the identification of risks, and the new leadership of purchasing management to develop a sustainable supply chain. To this end, some of the key industrial actions reported in the literature are outlined, and two case studies are presented to identify the steps for the segmentation and dynamic development of suppliers. This article provides reflections on the responsibilities of senior management in the new era of sustainable development and presents guidance on how to coordinate sustainable development in the supply chain.

The supply chain management requires increasingly proposals for the production programming planning that brings together its special singularities. Solving coexisting products and alternative processes or by-products must be allowed by the mathematical programming models. The generic materials and operations planning (GMOP) formulation allows operating with different materials and process lists. The paper presents a procedure to solve the versatile GMOP model by the Lagrange Relaxation. The subgradient update method of the lagrangian multiplier is compared with a linear update method. Obtaining lower bound faster compared to the linear method is allowed by the subgradient method, but the linear method provides better solutions after certain iterations.

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1. Background. The Orange economy includes creative and cultural activities; and it has aroused great interest, both for research on growth and for public agencies and institutions, which have highlighted its capacity as an economic engine and a generator of sustainable growth. Despite this widely disseminated argument, empirical evidence is scarce. 2. Methods. This paper aims to resolve that, based on an analysis of Orange economy companies in two Spanish regions—the Valencian and Galician Autonomous Communities—for the period between 2000 and 2019. Based on the SABI® database, which contains data from the annual accounts that companies must submit to Mercantile Registry, company’s data have been grouped into three large subgroups and within activity branches. 3. Results. The Orange economy revenues and earnings have contributed at a higher growth rate than of the economy as a whole. It has achieved higher profitability ratios on a lasting basis over time. Although, there are differences between the various activities included in this sector 4. Conclusions. The Orange economy can be considered as an engine and a generator of sustained growth over time. Furthermore, results obtained show that the Orange economy is a sector that is resilient against crisis.