The full implementation of collaborative production networks is crucial for companies willing to respond to consumer demand strongly focused on product customisation. This chapter proposes an approach to evaluate the performance of different Supply Chain (SC) configurations in a customised production context. The model is based on discrete-event simulation and is applied to the case of supply chain in the fashion sector to support the comparison between mass and customised production. A prototype web-based interface is also developed and proposed to facilitate the use of the model not only for experts in simulation but for any user in the SC management field. 10.1 Scientific and Industrial Motivations, Goals and Objectives Empirical evidence indicates the growing application of product customization strategies thanks to the possibility to consider the customers' opinion along the production process and realize goods more in line with customer's preferences [1]. It is expected that product customization will increase in the next 10 years by about 30% [2]. Fashion industry, and in particular footwear, appears to have good possibilities in implementing product customization, since Nike and Adidas are working on materials and technologies to support this business model and also small and medium companies are becoming more and more interested in customizing their offer [3, 4]. Moreover, a customized production can be a way to restore the competitiveness of European companies, enabling them to differentiate their offer from mass-productions realized in low-wage countries. However, to realize personalized productions the application

This paper investigates how current megatrends (i.e., aging population, growing urbanization, shifts in consumer demands, geopolitical shifts, depletion of natural resources, climate change) are changing the supply chain landscape and the role of Industry 4.0 (I4.0) technologies to support alignment with these changes. Building on contingency theory, the study employs focus‐group interviews with various experts to generate new insights into fitting supply chain capabilities and enabling technologies. Data collected in the focus groups helped us to identify five supply chain capabilities as prevalent and mostly fitting the external contingencies, i.e., customer‐driven, urban‐centered, resource‐efficient, fast reactive, and human‐centered supply chain. Moreover, this study highlights and compares the potential of I4.0 technologies and their applications in supporting specific supply chain capabilities. The findings of this study can inform supply chain managers in the definition of capabilities to be enhanced at the supply chain level and contribute toward understanding the extent of I4.0 technologies in empowering supply chains to face turbulent and changing conditions.

This chapter presents a Strategic Research and Innovation Agenda for supply chain and it is the result of an intensive work jointly performed involving a wide network of stakeholders from discrete manufacturing, process industry and logistics sector to put forward a vision to strengthen European Supply Chains for the next decade. The work is based on matching visions from literature and from experts with several iterations between desk research and workshops, focus groups and interviews. The result is a detailed analysis of the supply chain strategies identified as most relevant for the next years and definition of the related research and innovation topics as future developments and steps for the full implementation of the strategies, thus proposing innovative and cutting-edge actions to be implemented based on technological development and organisational change.

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This chapter aims to identify the supply chain (SC) issues that can be considered “horizontal”, as they are cross–sectorial and faced by most companies operating both in production and distribution sectors, and to propose a set of policy recommendations that can support public and private organisations to promote and foster innovation and competitiveness of future European SCs. The definition of the Key Horizontal Issues (KHI) is the basis for developing 12 policy recommendations regarding infrastructure requirements, technological and organisational improvements and regulatory developments needed to set the stage for the European SCs for the future. Specifically, the policy recommendations entail assuring appropriate standards and legislation for European SCs; educating and training professionals for the future SCs; drafting of international agreements aiming at future European SCs; supporting and fostering incentives and funding schemes; promoting reference bodies for European SCs; and establishing infrastructure for fostering of future European SCs.