Purpose -The purpose of this paper is twofold: to identify the supply chain risks in the automotive and electronic industries in Brazil, and to highlight the urgency of supply chain risk management (SCRM) implementation. Design/methodology/approach -It uses exploratory study methodology in the automotive and electronic industries, taking in consideration of the (SCRM) phase of initiation. Findings -There are significant practices to implement SCRM: better supply chain communication, SCRM and business continuity planning training program, and the creation of a chief risk officer position to manage the supply chain risks.Research limitations/implications -The limitation of this study comes from its small sample size. There are two simple reasons: many companies did not know SCRM and thus misinterpreted the information about SCRM.Practical implications -This case study promotes more preparedness for the two industries to manage the risks of supply chain. Originality/value -This study shows the risks that surround the supply chain in the automotive and electronic industries in Brazil and how these industries can implement SCRM in a successful way.

The purpose of this study is to explore how lean–agile operations and supplier–firm partnership can improve garment small and medium enterprise (SME) supply chain performance. This study is based on cross‐sectional survey research that provides longitudinal evidence to show how lean–agile operations and partnership strategy influence supply chain and garment SME performance. To clarify the relationships among these constructs, structural equation model (SEM) is conducted to examine the model fit and the five hypotheses. The result shows that agile supply chain and partnership strategy are critical for garment SMEs because these strategies influence their supply chain performance. However, the leanness strategy does not necessarily influence their supply chain performance. The supply chain performance and partnership strategy have a positive influence on the SME performance.

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