Abstract
Purpose This paper aims to investigate supply chain (SC) strategies, analyzing the adoption of lean, agile, leagile and traditional SC strategies with respect to product characteristics, environmental uncertainty, business performance and innovation performance. Design/methodology/approach The paper presents an empirical analysis carried out on a sample of 329 companies. Cluster analysis was applied, based on lean and agile SC characteristics, to identify patterns among different SC strategies. One-way analysis of variance of different constructs by types of SC clusters was conducted to test the research hypotheses. Findings Cluster analysis indicates that the companies studied adopt four types of SC strategies - lean, agile, leagile and traditional. The differences between the clusters are identified and discussed, highlighting that companies adopting a leagile SC strategy present the highest performance, while those that adopt a traditional SC present the lowest; companies adopting an agile SC compete in the most complex and dynamic environments, while companies with a lean SC present a clear predominance of functional rather than innovative products. Originality/value Based on the analysis of the relationship between constructs that have not been addressed previously, the paper adds to the knowledge regarding the role of SC strategies, as well as the antecedents and consequences of their adoption. The results may support managers in the difficult task of choosing the "right" SC strategy.

Abstract
The purpose of this paper is to study how the fit between innovation capabilities and supply chain (SC) strategies affects business performance. An empirical study based on a sample of 329 companies from Portugal and Brazil was performed to test a theoretical model based on the resource-based view. Linear and hierarchical regression analyses are conducted to test the hypotheses. The different combinations of core and supplementary innovation capabilities and lean and agile SC strategies are empirically tested and discussed. Data reveal that core and supplementary innovation capabilities positively impact on business performance and that SC strategies moderate the relationship between innovation capabilities and business performance. The analysis also shows that the combination of an agile SC strategy and supplementary innovation capabilities offers the greatest opportunities to improve business performance. The results of this study could help managers to choose the most appropriate SC strategy, thus contributing to increasing the impact of innovation capabilities on business performance. This study contributes to the knowledge concerning the consequences of adopting different innovation capabilities and SC strategies on business performance.

Abstract
Although the relationship between supply chain (SC) and innovation has attracted attention from researchers in recent years, the relationship between innovation capabilities and SC strategies is a subject that has not yet been explored extensively. The main objective of this paper is to examine how SC strategies affect the relationship between innovation capabilities and business performance. The paper, characterised as a conceptual paper with the aim of contributing to theory building, is based on the concept of fit and on the principles of the contingency theory and the resource-based view. Further, a literature review and a theoretical discussion, a theoretical model and a set of research propositions are presented. The theoretical rationale shows the potential for improvement in performance through the relationship between innovation and SC and can be used to boost empirical research on the topic. Copyright © 2020 Inderscience Enterprises Ltd.

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.

Abstract
Purpose This paper investigates the effect of the fit between supply and demand uncertainty (SDU) and supply chain responsiveness (SCR) (SC fit) on business and innovation performance in Brazilian companies. Design/methodology/approach The study presented an analysis carried out on an empirical study based on a sample of 150 manufacturing companies. Business and innovation performance of companies with different types of SC fit ( high-high and low-low fits) and misfit (positive and negative) are compared and discussed. Findings The results indicated that SC fit had a positive effect on both business and innovation performance. Further analyses suggested that companies with SC fit present similar business performance, independent of the level of SDU that characterizes the environment where they compete, while companies in environments with higher levels of uncertainty tend to present superior innovation performance. Companies with positive and negative misfit present similar performance. Originality/value An analysis of the literature showed that there is no consensus when it comes to the definitions and measurements of SC fit. The paper investigates the effects of SC fit on business and innovation performance, while previous empirical studies have mainly addressed its impact on financial performance. Moreover, this study compares the effects of two types of fit and two types of misfit and assesses SC fit in Brazilian manufacturing companies, analyzing the context of an under-researched reality.

Abstract
Small and medium-sized enterprises (SMEs) in Europe are conscious that their competitive position depends on their success to embrace digitalisation challenges. However, some decision-makers in companies discard digital transformation because they do not understand how it can be incorporated into their businesses. Therefore, academia, research centres, and technological clusters are responsible for building the infrastructures and providing the support and the training that will progressively change this mindset. This paper aims to report an experience on designing a training program to train the trainers under the digital transformation topic. To define strategies to understand better the companies (and professionals) needs and motivations and the requisites to deliver the training course, the focus group methodology was applied. In this paper, we present a training program methodology and structure that intend to respond to industrial requests and, in this way to accelerate the digital transformation of companies, especially SMEs.