Abstract
The purpose of this study is to investigate Second Generation Ethanol’s (SGE) production cycle in order to understand the level of SGE’s technological intensity in the integrated cycle. The suggested methodology comprises of a review of literature surrounding the requirements and indexes of technological intensity. A wide selection of database and review of specialized literature have been described to demonstrate the proposed discussion and conclusions. It has been observed that SGE puts forward a higher level of technological intensity in relation to First Generation Ethanol (FGE).

Abstract
The Industry 4.0 (i4.0) paradigm was conceived bearing smart machines enabling capabilities, mostly through real-time communication both between smart equipment on a shop floor and decision-aiding software at the business level. This interoperability is achieved mostly through a reference architecture specifically designed for i4.0, which is aimed at devising the information architecture with real-time capabilities. From such architectures, the Reference Architectural Model for Industrie 4.0 (RAMI 4.0) is considered the preferred approach for implementation purposes, especially within Small and Medium Enterprises (SMEs). Nevertheless, the implementation of RAMI 4.0 is surrounded with great challenges when considering the current industrial landscape, which requires retrofitting of existing equipment and the various communication needs. Through three different case studies conducted within footwear and cork industries, this research proposes a RAMI 4.0 SME implementation methodology that considers the initial stages of equipment preparation to enable smart communications and capabilities. The result is a methodological route aimed for SMEs’ implementation of smart machines, based on RAMI 4.0, which considers both the technological aspects as well as the business requirements. © 2020, Springer Nature Switzerland AG.

Abstract
The modern digital era is characterized by a plethora of emerging technologies, methodologies and techniques that are employed in the manufacturing industries with intent to improve productivity, to optimize processes and to reduce operational costs. Yet, algorithms and methodological approaches for improvement of energy consumption and environmental impact are not integrated with the current operational and planning tools used by manufacturing companies. One possible reason for this is the difficulty in bridging the gap between the most advanced energy related ICT tools, developed within the scope of the industry 4.0 era, and the legacy systems that support most manufacturing operational and planning processes. Consequently, this paper proposes a conceptual architecture model for a digital energy management platform, which is comprised of an IIoT-based platform, strongly supported by energy digital twin for interoperability and integrated with AI-based energy data-driven services. This conceptual architecture model enables companies to analyse their energy consumption behaviour, which allows for the understanding of the synergies among the variables that affect the energy demand, and to integrate this energy intelligence with their legacy systems in order to achieve a more sustainable energy demand. © 2020 The Authors. Published by Elsevier Ltd. This is an open access article under the CC BY-NC-ND license (https://creativecommons.org/licenses/by-nc-nd/4.0/) Peer-review under responsibility of the scientific committee of the FAIM 2021.

Abstract
This paper focuses on the identification of collaborative strategies and practices adopted by companies of the fashion industry in the management of customized offerings (both products and services) along their supply chain (SC). A multiple case study approach is applied and four companies (both medium and large) were interviewed. The cross-case analysis enabled mapping the cases following two dimensions: type of market asking for the customization (B2B vs. B2C) and scope of customization (products vs. services). The analysis highlights the practices and processes related to the customization, the enabling technologies adopted, and the actors involved by a focal company in the collaboration (both in upstream and downstream networks) to offer the product or service that meet customer needs.

Abstract
AbstractExtreme disruptive events, such as the volcano eruption in Iceland, the Japanese tsunami, and the COVID-19 pandemic, as well as constant changes in customers’ needs and expectations, have forced supply chains to continuously adapt to new environments. Consequently, it is paramount to understand the supply chain characteristics for possible future scenarios, in order to know how to respond to threats and take advantage of the opportunities that the next years will bring. This chapter focuses on describing the characteristics of the supply chain in each of the six macro-scenarios presented in Sardesai et al. (2020b), as final stage of the scenario building methodology. Supply chains for each scenario are characterized in eight dimensions: Products and Services, Supply Chain Paradigm, Sourcing and Distribution, Technology Level, Supply Chain Configuration, Manufacturing Systems, Sales Channel, and Sustainability.

Abstract
AbstractThis 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.