Programme > Sessions spéciales

Sessions spéciales confirmées : (page en construction)

Blockchain, emerging technologies and operations

Organizers: Wilfrid Azan (université de lyon II, Coactis)

Contact : wilfrid.azan@univ-lyon2.fr

Description: Knowledge and practices in organizations are supposed to make the governance of organizations evolve (Bajolle, Godé, 2021). These new legal, economic and management grammars of this digital world that is being built remain to be explored and written, while at the same time their technological effects are beginning to be felt (Lebraty and Lobre, 2021). The underlying spatial and temporal configurations of organizations have changed significantly. This leads to the creation of new organizational models adapted to new materialities (Thomas & Cooreen, 2016). The emergent technologies transform entire industries, such as banking, insurance, or the Internet of Things (IoT) and parallel ecosystems and production systems emerge.

Short Food Supply Chain: Challenges and Perspectives

Organizers: Sophie CROS, Marie-Laure BARON, Mohamed CHARHBILI, Claire CAPO (Université Le Havre Normandie)

Contact : mohamed.charhbili@univ-lehavre.fr

Description: The rise in environmental awareness worldwide and environmental regulatory obligations leads to major shifts in production, distribution and consumption patterns and the emergence of Short Food Supply Chains (SFSCs). Marsden et al. (2000) and Renting et al. (2003) popularized the concept of Short Food Supply Chains (SFSCs) as a substitute for “alternative food networks” in response to the need for more specific conceptualizations. An overall state of the art which deals with the various fields of application of short food supply chain was carried out by Paciarotti and Torregiani (2021). Besides obvious environmental factors, other drivers contribute to the ongoing change that remain little understood: new organisational patterns notably, but not only in logistics, innovative governance and business models. These all call for a re- evaluation of the players, roles and drivers behind the changes observed as well as of the public policies and consequences. How do producers and consumers interact? Do all consumers prefer to purchase within SFSCs? How are SFSCs innovative? How are SFSCs sustainable? What is the performance of SFSCs in term of sustainability and performance leverages? Who are the new intermediaries, what purpose do they serve and how do they serve it, who benefits from SFSCs? How do the traditional intermediaries (supermarkets) shift to the new fashion and make such a shift credible? How are SFSC governed, who gets involved? What are the types of governmental measures used to foster the development of SFSC and how efficient are they? How does production meet demand? What consequences for international trade? Do SFSC really induce social benefits? The session’s objective is to bring together researchers and practitioners from the fields of logistics and management to discuss, share and explore challenges, perspectives and the most promising SFSC applications in Agrifood. Papers could be either in French or in English, but depending on conference participants, presentations in English might be welcomed.

 See full description of the special session  here.

Towards industry 5.0 tools implementation in digital supply chains

Organizer: Jabir Arif, Associate Professor of Logistics & Supply Chain Management, Sidi Mohamed Ben Abdellah University, FEZ

Contact: jabir.arif@usmba.ac.ma

Description: The idea that the robot can completely replace humans is already outdated. Now, the future lies in the combination of humans and collaborative robots. We are talking about cobotics. Industry 5.0 (I5.0) is therefore the alliance of the "cobot" and the human to allow the industry to reach its highest potential: mass production thanks to the robot, which serves as a multifunctional tool for the human operator who for his part, he adds his knowledge and creativity, freed from daunting tasks. It is this union that will transform the industry of today into the industry "5.0" of the future.

See full description of the special session  here.

Data-Based approaches and Artificial Intelligence in Logistics 4.0

Organizers:

Samia CHEHBI-GAMOURA - Humanis (EM Business School of Strasbourg)

Lyes BENYOUCEF - LIS (Aix Marseille University)

Contact: samia.gamoura@em-strasbourg.e

Description: Despite this increasing digitalization and availability of rich-Data environments in logistics, Data-based approaches, including Data Mining, Business Intelligence, Big Data Analytics, OLAP, and particularly Artificial Intelligence, are still emerging in the research community. They constitute, in fact, the key levers for the next new generation of logistics, so-called "Logistics 4.0".
Artificial Intelligence (AI) is one of the most promising and coveted Data-based approaches that are powering innovation in logistics systems today. Optimization, scheduling, planning, and predictive algorithms are today in constant growth. They cover several emerging systems such as intelligent container systems, warehousing 4.0, smart automated vehicles, robotized picking systems, intelligent pallets systems, Innovative inventory management, transport 4.0, and so forth. That engenders new opportunities but also generates new unexpected challenges for both academics and industrials. 
For that reason, the objective of this special session is to invite academics to present and discuss the way the data-based approaches and Artificial Intelligence are affecting the new logistics generation, "Logistics 4.0."

See full description of the special session  here.

Supply Chain Risk Management

Organizers:

François Marmier, Strasbourg University - CNRS ICUBE

Deniaud Ioana, Strasbourg University - CNRS BETA

Ivana Rasovska, Strasbourg University- CNRS ICUBE

Contact: marmier@unistra.fr

Description: Faced with an economic, social, industrial fast-changing environment, supply chain companies must develop ways to maintain competitive position and attempt to gain market share. This necessitates the regular deployment of innovative approaches both at the level of developed products and technologies, in the design, manufacturing, marketing, distribution processes even changes to the organizational structure of a company should be considered.

Under such conditions new situations can quickly become difficult to control. Thus, in this highly changing and fluctuating environment managers must make decisions both at an operational and strategic level. One of the difficulties in making decisions is the presence of risks and imperfect or imprecise information, ...

Novelty, lack of knowledge and experience are sources of uncertainty and risk. Decision- making can often be categorized as strategic. Examples are found in the implementation of products or services as well as in developing technologies. This is extremely difficult given the traditional tools and methods. The actions to be taken for the control of an industrial plant in crisis can also be difficult. This complexity increases if one attempts to take into account ongoing events as they happen.

See full description of the special session  here.