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

The circular economy (CE) presupposes adherence to business models that contribute to the circularity of materials along production chains. The intention is to retain value by retaining resources in supply chains, in the same cycle or in different cycles. The shorter the cycle for reintroducing material into the same supply chain or another, the greater the retained value. Following this prerogative, the 10Rs illustrate the potential for retaining the value of resources, through the practices of refusal, reduction, reuse/resale, repair, renovation, remanufacturing, reuse with new function/purpose, recycling, energy recovery and re-extraction of resources. For these practices to become viable and possible in organizations, the engagement of different actors is required, the integration of innovation and the assumptions of circularity in the strategy and operations of organizations. This requires an organizational culture aligned with the precepts of the circular economy. In addition to demanding new non-financial metrics to measure circularity levels, the need for management based on ethical, social and environmental values. Thus, the proposed theme is subdivided into different topics for CE, detailed below: Background and barriers. Practices. Transition from linear to circular model. Business models. Circular commercial alternatives. Social dimension. Reformulation of products and supply chains. Modularization and use in cascade. Reuse of products, components and materials. EC and communication with the market. Sustainable cities and EC. Performance and evaluation indicators. Industrial ecosystems. Institutional changes and Public Policies towards CE. Eco-design. Reduction. Reuse. Recycling. Reclassification. Renovation (renewable energies). Manufacturing cost. Skills. Leadership. Innovation. Modeling, simulation, decision models and operational research techniques for CE. Technological and sustainability transitions. Integration of EC with Industry 4.0, Digital Transformation and emerging technologies.

 Digital Transformation (DT), through the use of digital technologies has been pointed as the responsible for the major changes in the organizational and social context (Majchrzak et al., 2016; Vial, 2019). In the organizational context, companies should seek to reshape their business model through the use of digital technologies, focusing on innovation, operational improvements and cost reduction (Chanias, Myers & Hess, 2019; Hess et al., 2016). To succeed in the DT journey, organizations has to incorporate in their strategies, aspects related to digital technologies, planning and i4.0 systems (Mokgohloa, Kanakana-Katumba, & Maladzhi, 2020).

Digital transformation plays a significant role in sustainable development and impacts the way organizations manage their sustanability. To accelerate progress towards the 17 Sustainable Development Goals (SDGs) of the UN 2030 agenda (UN, 2015) it is crucial to use the full potential of these transformations, with an active digital cooperation and interactions among researchers and policymakers.

Sustainable management organize the entire innovation process to achieve sustainability, waste reduction, social responsibility and a competitive advantage through learning and continuous development, embracing goals and strategies that are fully integrated to the objectives and strategies of the organization (HADEN; OYLER; HUMPHREYS, 2009).

In this sense, this theme proposal, in the area of Operations Management, aims to discuss the contribution and impact of digital transformation in the sustainable management of organizations. Work contributions are welcomed in the following topics, but not limited to these:

• Process automation (5G, process scanning, robotization);
• New technologies in sustainable operations (artificial intelligence, IOT, Machine learning, industry 4.0);         
• Sustainable supply chain (integration systems, telemetry, fleet monitoring, routing and sustainable distribution);
• Circular Economy Reverse Logistics

The "Project management: processes, people and technologies" track includes studies, research and academic work related to the unit of analysis called "project", which can be defined as a temporary effort to create an unique product, service or result, developed within an organization or a set of organizations, with time constraints, resources and a defined scope. Its importance can be highlighted by the need of organizations, public or private, to properly implement their projects in order to fulfill the strategic objectives that gave rise to them. Based on this understanding, we proposed three project studies strands. The first refers to the processes used for project governance and management, both with predictive and agile methodologies. The second strand is about people, including project managers, teams, customers and other stakeholders. The third one deals with technologies associated with project management.

The subtopics of interest are as follows: Projects as temporary organizations; Project management methodologies; Project management tools and techniques; The project manager; Strategic project management; Maturity in project management; Programs and project portfolios; Project performance, benefits and success; International projects; Megaprojects; Governance and organizational structures for projects; Project offices; Knowledge management and Lessons learned in projects; Teaching and training in project management; Industry 4.0 technologies and projects; Agile and hybrid approaches; Projects in the public sector; Project-based organizations; Cases in projects: cultural, social, environmental, humanitarian aid projects; Historic projects; and Sustainability and project management

Operations management has faced new demands that go beyond its traditional perspective on efficiency and productivity, including environmental, social and governance guidelines. The Covid-19 pandemic consolidated and fostered this demand (Patrucco and Kähkönen, 2021), as well as adverse weather conditions, port closings, exchange rate fluctuations and political instability (Sarkis et al., 2020) that substantially affect operations.

Allied to this, digitization (Bai et al., 2021) directly impacts the literature on sustainable operations and dialogues with themes already consolidated. For example, a fresh look at ethics among supply chain members (Beske and Seuring, 2014); the deepening of social issues (Yawar and Seuring, 2017; Morais and Silvestre, 2018); the demand for more transparent management frameworks (Marques et al. 2021); barriers to sustainability in operations and supply chains, such as corruption (Silvestre et al., 2018; Silvestre, Viana and Monteiro, 2020); and the tensions and paradoxes of sustainability (Pagell et al., 2020; Govidan et al., 2021;).

Thus, considering the themes mentioned, the following topics stand out:

• relationship between social and environmental responsibility, SDGs and results;
• supply chain transparency;
• suppliers selection;
• performance and sustainability indicators;
• digital transformation and innovative technologies for sustainable operations;
• social issues;
• assessment of product life cycle, product impacts and business models of the new circular economy;
• development of sustainable products/services, sustainable transport, eco-design, eco-innovation and management of solid waste and bioeconomy products;
• climate crisis and operations management;
• socio-environmental certifications – motivations, implementation and results;
• corruption in operations and supply chain
• tensions and paradoxes in sustainability management in operations and supply chain

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 context, based on its inclusive value chain and supply, social innovations and technologies, sustainability and the situation of the biome in which they are inserted. In this perspective, there is an interest in the operations of primary products in local, regional or global contexts, sustainable and innovative, as well as certifications, risks and resilience. Competition, competition, cooperation and other forms of relationship are considered in the management of operations, production, value addition, marketing and logistics.

Topics for submission can be related to:

- Impacts of economic and financial management of the supply network on relationships between suppliers and customers;

- Reverse logistics, sustainable production practices and value addition;

- Small businesses and certification in primary base chains;

- Sustainable extractivism and food security, insertion in global markets;

- Cooperation, co-production and collaboration between economic agents of productive arrangements, Interconnected systems, integrated solutions, healthy life

- Governance structures, transaction costs, public policies and social and environmental impacts on primary-based production chains;

- Environmental and climatic changes in the production and profitability of producers of wood and non-wood forest products;

- Nexus FEW (food, energy and water security); biomass energy, socio-technical networks, biodiversity, Brazilian biomes, extractive and sustainable productive arrangements;

- Innovation/technology/social business, interdisciplinarity, transformative and sustainable education.

Turbulences in global and local markets offer innovative opportunities to improve our field of knowledge. Our objective is to discuss and seek solutions to current challenges, especially concerning operations management and the supply chain, through the debate on ways to tackle major disruptions, promote agile responses and reduce the vulnerabilities in different industries. This objective can be achieved by adapting existing technologies and/ or adopting new ones, innovations in organizations and the supply chain, improvements in governance mechanisms, etc. Thus, we hope to receive research that can benefit the adaptation or creation of more resilient environments, which provide for the strengthening of organizations and their production chains about economic, social, environmental, technological and governance aspects.

Questions and topics regarding how to improve risk management and resilience in organizations and supply chains may include, among others:

• How the adoption of different types of technologies influences the response and recovery capacity allowing the reactions of organizations and their supply chains to become fast and reliable?;
• How do adapting existing technologies by different participants in the supply chain (suppliers, manufacturers, distributors, retailers, service providers, and others) improve the response, recovery and learning capabilities of operations and supply chains?;
• How to manage the various effects (bullwhip effects, cascade, among others) caused by demand forecasts and disruptions in production and logistics processes?;
• How do decision-making techniques and tools under risk conditions promote trust and agility in managers' reactions (e.g., risk matrix, supply chain risk maturity models, simulations, etc.)?

The importance of services goes beyond traditional service sectors (eg healthcare, hospitality, transport, etc.) as many industrial companies have invested in a wider range of services to increase their competitive advantage. Thus, service research grew and gained specific journals, such as Journal of Service Research, Journal of Services Management, Journal of Service Theory and Practice, Service Science and The Services Industries Journal. In operations management, researchers explore the nuances of service operations. Moreover, there are the challenges posed by innovations and new technologies (for example, IoT, artificial intelligence and robotics) that have been transforming operations in general and changing ways of providing services. This theme explores aspects related to service operations management, innovation and the relationship between both concepts. We are interested in studies in organizations that operate in the Business-to-business (B2B) and Business-to-consumers/users (B2C) markets, in the public or private sphere.

We encourage submission of papers related to different topics, including:

- service experience management
- quality management, productivity and performance in services
- co-creation, co-production and customer participation in service operations
- logistics and supplies for services
- service recovery
- Process, product and service innovation
- Development of new products and services
- Innovation-oriented capabilities
- Applications of new technologies to industry and services
- infusion into services, servitization, digital servitization and product-service systems
- new technologies in service operations and self-service technology
- knowledge-intensive business services (KIBS) and business-to-business (B2B) services operations
- management models adapted to public services

Researches related to increasing productivity and quality in operations management becomes essential for discussing strategy and operational management. In this sense, the topic will discuss manufacturing strategies, where projects and implementation of systems and processes aimed at increasing and improving productivity and quality start from using new technologies. Issues related to the creation of value in production processes from eliminating waste using lean manufacturing tools and techniques and the control of production variability, based on the six sigma methodology, can be examples of research results in productivity to be discussed on this topic. The theme will discuss subjects related to incorporating quality into products, processes, and services. In this way, research on implementing Quality Management Systems and integrated management systems can be the object of interest to Productivity and Quality. We accept articles on operations strategy, management, and operational excellence principles and techniques. The topic of productive operations management is open to several research methods, including modeling, qualitative and quantitative studies.
Potential topics for submission may include (but are not limited to):
• Operations Strategy
• PCP, Lean, Six Sigma and Industry 4.0
• Drivers, facilitators, barriers, and challenges of quality management systems.
• Capturing the impact of collaborative relationships in data-driven quality management systems.
• Strategies for the involvement of human resources within organizations for digital quality management systems
• Logistics and supply chain operations.
• Integration of Management Systems (e.g., ISO 9001, ISO 14001, and OHSAS 18001).