XXIII Symposium of Production, Logistics, and International Operations Management - SIMPOI 2022
SIMPOI 2022

The circular economy (CE) involves adhering to business models that make it possible to contribute to the circularity of materials throughout production chains. The intention is to retain value by retaining resources in supply chains, in the same or different cycles. The shorter the cycle for reintroducing the material into the same or another supply chain, the greater the value retained. Following this prerogative, the 10Rs illustrate the potential for maintaining value through refusal, reduction, reuse/resale, repair, renovation, remanufacturing, reuse with a new function/purpose, recycling, energy recovery and resource re-extraction.  For these practices to become viable in organizations, the engagement of different actors is required, as well as the integration of innovation and the premises of circularity into the strategy and operations of organizations. This requires an organizational culture aligned with the precepts of the circular economy. It also requires new non-financial metrics to measure levels of circularity and the need for management based on ethical, social and environmental values, in addition to economic values. As such, the topic proposes different topics, detailed below: Background and barriers. Practices. The transition from the linear to the circular model. Business models. Circular business alternatives. Social dimension. Product and supply chain reformulation. Modularization and cascading. Reuse of products, components and materials. CE and communication with the market. Sustainable cities and CE. Performance indicators and evaluation. Industrial ecosystems. Institutional changes and public policies for CE. Eco-design. Reduction. Reuse. Recycling. Reclassification. Renewal (renewable energies). Manufacturing costs. Skills. Leadership. Innovation. Modelling, simulation, decision models and operational research techniques for CE. Technological transitions and sustainability. Integration of CE with Industry 4.0, Digital Transformation and emerging technologies. Certification. Education for the Circular Economy. Sustainability and behaviour change.

Organizations and their supply chains have faced unprecedented challenges, such as a pandemic, multiple natural disasters, and geopolitical crises, which have further exposed vulnerabilities and highlighted the importance of resilience (Sá et al., 2020; van Hoek, 2020; Wieland and Durach, 2021). The theme "Uncertainties, Risks, and Resilience in Organizations and Supply Chains" is crucial as it explores how companies can not only survive crises but also learn and thrive in an unpredictable environment by adopting strategies tailored to their context (Freitas et al., 2024). Resilience, driven by technological innovation, effective governance, and sustainable practices, becomes a competitive advantage, and the training of managers is essential to promote resilient practices (van Hoek, 2020) and ensure long-term development (Silva et al., 2023).

This theme encompasses studies on various topics, including, among others:

• High Uncertainty Scenarios: Identification of uncertainties, vulnerabilities, risk mitigation, and improvement in decision-making processes in volatile environments (Freitas et al., 2024);
• Risk Management, Collaboration, and Supplier Monitoring: Investigations into the selection, evaluation, and collaboration with suppliers, aiming to support suppliers during disruptions, as well as risk mitigation and opportunism (van Hoek, 2020);
• Impacts of Institutions and Geopolitics: Studies on how institutional and geopolitical risks affect organizations and supply chains (Roscoe et al., 2022);
• Technological Innovation for Resilience: The role of new technologies in building resilient organizations and supply chains (Belhadi et al., 2021), as well as adaptation with existing technologies (van Hoek, 2020);
• Resilience Measures and Improvement: Evaluation of the effects of resilience on performance indicators and sustainable development (Shishodia et al., 2021);
• Sustainability and Resilience: Studies on the relationship between sustainable practices, governance, and resilience (Costa et al., 2021; Silva et al., 2023).

Projects are one of the main sources of competitiveness and learning for organizations, no matter public or private. The importance of a project can be seen in the search for solutions to climate or health crises, infrastructure development, smart and sustainable cities, as well as new products and services development. In addition, the search for adaptation of organizational processes and structures, technological renews, increased innovative capacity, transformation projects, sustainable operations, among others, generate a series of challenges and opportunities that must be addressed with appropriate project management approaches. In this context, several studies are conducted in order to understand how to best manage projects by applying competences at the individual, team and organizational levels, as well as the search for technological solutions that support them. Based on this understanding, three main tracks of studies on projects are proposed. The first of these refers to the processes used for governance and project management, whether with predictive, agile or hybrid approaches. The second track deals with competences related to people and organizations, including the competences of project managers, teams, or competences arise from relationships with customers and other stakeholders. The third track deals with technologies associated with project management, mainly the use of digital technologies such as Artificial Intelligence, Cloud Computing, Big Data, among others.

The subtopics of interest: Projects and sustainability; Megaprojects; Social projects; Governance and organizational structures; Project Management Offices - PMO; Project management approaches and methodologies; Project management tools and techniques; The project manager; Strategic project management; Project programs and portfolios; Project performance, benefits and success; International projects; Knowledge management and lessons learned in projects; Teaching and training in project management; Digital technologies of Industry 4.0 and projects; Agile and hybrid approaches; Projects in the public sector; Project-based organizations; Case studies in projects: cultural, social and humanitarian aid projects

Operations strategies seek to align themselves with the organization's strategies in order to maximize performance criteria. Logistics is one of these operations with a major impact on organizations, with its processes anchored mainly in transport activities, stock definition, the use of order information and definitions of locations and facilities. In this way, its strategies and forms of management condition the positioning of companies in supply networks in terms of their performance, their ability to respond and their participation in the formation of successful or unsuccessful network partnerships. Similarly, research related to increasing productivity and quality in operations management becomes important for the discussion of strategy and operational management. Issues related to manufacturing strategies, where the design and implementation of systems and processes aimed at increasing and improving productivity and quality are based on the use of new technologies. Issues related to creating value in production processes by eliminating waste using lean manufacturing tools and techniques, as well as controlling variability in production based on the six sigma methodology and implementing quality management systems. Articles on strategy and operations management, as well as on the principles and techniques of operational excellence, are also of interest. The topic of production operations management is open to a variety of research methods, including modeling, qualitative and quantitative studies. 
Potential topics for submission may include (but are not limited to): 
- Operations Strategy (e.g., Core competencies, capabilities, Operational Performance, Sustainability)
- PCP, Lean, Six Sigma and Industry 4.0 
- Drivers, facilitators, barriers and challenges of quality management systems.
- Logistics and supply chain operations. 
- Integration of Management Systems (e.g. ISO 9001, ISO 14001 and OHSAS 18001).

The theme proposes to discuss the management of operations in the production chains of small businesses, productive arrangements and socio-technical networks in the agricultural, forestry and extractive contexts, based on their inclusive and sustainable value and supply chains, innovations and social technologies, sustainability, conservation units and the context of the biome in which they are located. From this perspective, we are interested in the operations of primary-based products in local, regional or global, sustainable and innovative contexts. Competition, cooperation and other forms of relationship are considered in the management of operations, production, adding value, marketing and logistics. The theme addresses the role of green finance and low-carbon finance in promoting sustainable practices within extractive and agricultural supply chains. This theme welcomes studies that articulate concepts such as payment for ecosystem services and environmental valuation in order to expand studies on sustainable value creation.
Topics for submission could be related to:
- Impacts of the economic and financial management of the supply network on relationships between suppliers and customers
- Reverse logistics, sustainable production practices and adding value with services
- Small businesses, environmental certifications and the impact of regulations
- Sustainable extractivism and food security, insertion in regional, national and global markets;
- Cooperation, co-production and collaboration between economic agents in productive arrangements
- Governance structures, transaction costs, public policies and socio-environmental impacts
- Environmental and climatic changes in the production and profitability of rural producers
- Innovation/technology/social business, interdisciplinarity, transformative and sustainable education.
- Green finance and investment in sustainable chains
- Creating sustainable value by including payment for environmental services and the opportunity cost of traditional communities for keeping the forest standing.

The traditional view of supply chains as rigid systems is being replaced by a more dynamic and holistic approach that recognizes their fluidity and interdependence with planetary phenomena (Wieland et al., 2021). This change is driving interdisciplinary and engaged studies in the field of supply chain operations and management, climate change, and social inequality.
To meet climate targets, it will be necessary to substantially adapt industrial systems, with low-carbon practices and carbon removal technologies (Matos et al., 2024). On the social front, discussions such as the use of technologies for traceability and transparency in the supply chain and whether or not they are sufficient to prevent practices such as modern slavery (Marques, Morais, and Terra, 2024) are also highlighted. Thus, important discussions on how to recover existing damage, minimize future effects, and generate positive impacts are gaining ground. The concept of regenerative supply chains goes beyond traditional sustainability, focusing on the restoration and renewal of natural and social systems impacted by economic activities (Gualandris et al., 2024). One emerging proposal is the transformative OGCS strategy, considering the ability to radically transform system structures and processes in response to changes or disruptions (Wieland et al., 2023). The theme “Sustainable Operations Management and Regenerative Supply Chains” addresses, among other related topics:

Climate change and operations and supply chain management
Regenerative and Sustainable Supply Chains
Transformative approaches and strategies for OGCS
Reduction and neutralization of emissions in supply chains
Methods and criteria for selection and socio-environmental monitoring of suppliers
Traceability and Transparency in the supply chain for sustainability
Sustainability indicators in operations
Technologies 4.0 for sustainable operations
Socio-environmental certifications - motivations, implementation and results (e.g. Fair-trade)
Sustainable development goals and the contribution of sustainable operations

Although the literature on social sustainability in supply chains has grown in recent years, social aspects remain underrepresented in the literature (Yawar & Seuring, 2017; Carter et al., 2020; Gonvidan et al., 2021; Miguel & Lago, 2024). Mani and Gunasekaran (2018, p. 151) state that adopting social sustainability in supply chains depends on "products and process aspects throughout the supply chain that invariably affect the safety, health, and well-being of people." Managing social aspects in organizations and supply chains prevents decisions and the adoption of practices that are not socially and ethically acceptable (Yawar and Seuring, 2017).

However, the collapse of the Rana Plaza building in Bangladesh and the scandal of slave labor in wineries in southern Brazil show that social issues are still a challenge for supply chains. These challenges remain open to increase our understanding of how social sustainability becomes part of supply chains. Aiming to emphasize social sustainability research, this theme aligns with responsible and ethical supply chains and operations. It is expected to expand research opportunities by providing a specific space for studies on social sustainability. This track includes, but is not limited to:

- Sustainable development goals and their contribution to society;

- Health and safety of supply chain workers;

- Human rights in operations and supply chains;

- Diversity, equity, and inclusion in the supply chain;

- Working conditions and supply chains;

- Gender in operations and supply chains;

- Justice in operations and supply chains;

- Role of technology in the social sustainability of supply chains;

- Corruption in supply chain operations.