PurposeCircular economy denotes future sustainability that allows optimum utilization of resources. In the present era of technology, plenty of innovations are happening across the world, and digital manufacturing is one of such innovations. However, there are several barriers which are impeding adoption of digital manufacturing in circular economy environment. The study explores the barriers of digital manufacturing initiatives in a circular economy and develops a methodological model to prioritize the identified challenges for automotive parts manufacturing industry.Design/methodology/approachSeven categories of challenges namely process, human resources, financial, collaboration, technological, security and leadership challenges were identified from literature and further validated with subsequent discussions with experts from the industry. The study is conducted in two phases, where in the first phase, the Decision-Making Trial and Evaluation Laboratory (DEMATEL) technique is used to define the priority and importance of seven categories of challenges. In second phase, the barriers are ranked using a Fuzzy Performance Important Index (FPII), taking into account contextual factors associated with the challenges and linked barriers, to determine the extent to which they impede the adoption of digital manufacturing in the sample automotive parts manufacturing company.FindingsThe “risk of data security and information privacy in connection with use of external data and protecting customer data” appeared as the most significant barrier to digital manufacturing in circular economy. Furthermore, technological challenges emerged as the most significant category of challenges followed by financial challenges in adoption of digital manufacturing in circular economy.Practical implicationsIdentification of the identified barriers and understanding the interrelationships will lead to easier adoption of digital manufacturing in circular economy.Originality/valueDespite all the potential benefits of implementing Industry 4.0 technologies in manufacturing industries, the adoption thereof is still in nascent phase with significant challenges yet to be overcome to accelerate the pace of adoption. Hence, this study explores the barriers preventing companies from adopting and benefiting from digital manufacturing initiatives and develops a methodological model.

The COVID-19 pandemic has resulted in major disruptions to businesses, supply chains and economies alike. The negative effects of the pandemic are yet to be fully realised. In this study, we aimed to reflect on and explore strategies for supply chain sustainability in the face of business downturn caused by the COVID-19 pandemic. The focus of this study is the heavy engineering industry in South Africa as it relies on a global supply chain network. The paper begins with a brief introduction of negative effects of COVID-19 on supply chains followed by the research questions that drives this study. We used a literature review to select the critical success factors which were further refined using experts' opinion. These factors subsequently, were used as input to an interpretive structural modeling (ISM) technique. The ISM model yielded some interesting findings that can aid organizations in building resilient supply chains that are sustainable in nature. We conclude that organizations need to develop a culture of collaboration; since greater collaboration among value chain members is required to create a more resilient supply chain.

To assess the trend associations between South Africa's economic growth using various economic growth indicators (EGIs) with adult obesity prevalence over a specified period of time. Data for obesity levels reported were obtained from national surveys conducted in South African adults in 1998, 2003 and 2012. EGIs incorporated in the current analysis were obtained from the World Bank and IHS Global insight databases. Obesity prevalence is presented by gender, urbanisation level and ethnicity. EGIs congruent to the time points where obesity data are available are presented. Unadjusted time trend plots were applied to assess associations between obesity prevalence and EGIs by gender, urbanisation level and ethnicity. Females present higher levels of obesity relative to males for all time points. For both males and females, an overall increase in prevalence was observed in both rural and urban settings over-time, with urban dwellers presenting higher obesity levels. An overall increase in Gross Domestic Product (GDP) per capita and Household Final Consumption Expenditure (HFCE) per capita was observed. The Gini coefficient for all ethnicities except the White population increased between 1998 and 2003 but declined by 2012. Overtime per capita GDP and HFCE increased with increasing obesity prevalence in both genders. The trend association between the Gini coefficient for all ethnicities and obesity prevalence was similar for both genders in that as the Gini coefficient increased obesity prevalence declined, and when the coefficient decreased obesity prevalence increased. Trend associations exist between South Africa's economic growth and adult obesity.

Background: Whilst there are separate streams of established research on lean, green and best practice initiatives, the intersection of these three strategic principles has not been addressed extensively in the past.Objectives: In this study a framework to integrate lean, green and best practice principles into an integrated business model was developed as a strategy for businesses to develop sustainable competitive advantages.Method: A descriptive case study was conducted on Toyota South Africa Motors (TSAM) to understand whether a clear link between the company’s environmental approach, lean principles and established best practice culture could be determined. In addition, the case study tested the view that the implementation of these three principles concurrently resulted in improved business results.Results: The main findings of the study revealed that TSAM’s commitment to lean, green and best practice business principles contributed and was directly linked to its business success in terms of sales and market position.Conclusion: It is recommended that businesses implement an integrated lean, green and best practice business model as a strategy to reduce costs and sustainably enhance profitably and competitiveness.