Supply Network 5.

0: How to Improve
Human Automation in the Supply Chain
Bernardo Nicoletti
Visit to download the full and correct content document:
https://ebookmass.com/product/supply-network-5-0-how-to-improve-human-automati
on-in-the-supply-chain-bernardo-nicoletti/
Supply Network
5.0
How to Improve Human Automation
in the Supply Chain

Bernardo Nicoletti
Supply Network 5.0
 Bernardo Nicoletti

Supply Network 5.0

How to Improve Human Automation
in the Supply Chain
Bernardo Nicoletti
Business Department
Temple University
ROMA, Roma, Italy

ISBN 978-3-031-22031-9    ISBN 978-3-031-22032-6 (eBook)

https://doi.org/10.1007/978-3-031-22032-6

© The Editor(s) (if applicable) and The Author(s), under exclusive licence to Springer Nature
Switzerland AG 2023
This work is subject to copyright. All rights are solely and exclusively licensed by the Publisher, whether
the whole or part of the material is concerned, specifically the rights of translation, reprinting, reuse of
illustrations, recitation, broadcasting, reproduction on microfilms or in any other physical way, and
transmission or information storage and retrieval, electronic adaptation, computer software, or by similar
or dissimilar methodology now known or hereafter developed.
The use of general descriptive names, registered names, trademarks, service marks, etc. in this publication
does not imply, even in the absence of a specific statement, that such names are exempt from the relevant
protective laws and regulations and therefore free for general use.
The publisher, the authors, and the editors are safe to assume that the advice and information in this book
are believed to be true and accurate at the date of publication. Neither the publisher nor the authors or
the editors give a warranty, expressed or implied, with respect to the material contained herein or for any
errors or omissions that may have been made. The publisher remains neutral with regard to jurisdictional
claims in published maps and institutional affiliations.

This Palgrave Macmillan imprint is published by the registered company Springer Nature Switzerland AG.
The registered company address is: Gewerbestrasse 11, 6330 Cham, Switzerland
 Foreword

I have studied and researched: operations and supply chain management.

In the last few years, my interests have been very much in artificial intel-
ligence (AI), machine learning, sustainability, and agility. When Bernardo
asked me to write the foreword for his book on supply network 5.0, I was
perplexed. After reading some chapters of his manuscript, I found it
extremely interesting and was able to generate challenging ideas.
The supply network 5.0 approach can provide integrated Human
Automation Machine Collaboration (HAMC) solutions to address emer-
gent challenges. This approach requires a systematic consideration of a
human-centric approach, advanced solutions (like AI), sustainability, and
agility. Specifically, HAMC professionals should take a leading role in the
human-centered design of the supply network 5.0 framework by provid-
ing explainable, comprehensible AI and useful, usable AI. Supply net-
work professionals can also contribute to ethical AI design and AI
technological enhancement. This book marries very well with the lessons
to be learned and actions to be taken from my research.
The deep involvement of the HAMC community in these areas has yet
to be fully realized but is necessary and urgent. To provide full disciplin-
ary support for HAMC solutions, the work of the HMAC community
should include research on human-machine integration/teaming, user
interface (UI) modeling and HMAC design, transference of operations
theories, enhancement of existing methods, and development of HMAC
v
vi Foreword

design standards. HMAC professionals should proactively participate in

AI research and development to increase their influence, enhance AI
knowledge, and integrate methods between the two fields to promote
practical cooperation. It is crucial to research the applications of these
theories to specific segments, like supply networks, as in Bernardo’s book.
Human-automation-machine interactions, mainly based on artificial
intelligence and physical robots, are becoming a trend in the manufactur-
ing industry. However, the development of the operations also demands
effectiveness and flexibility in operations. The book by Bernardo moves
in this direction by analyzing most of these ideas in the supply network.
Enterprise management theories about the so-called Industry 5.0 orga-
nization currently face a significant funding gap. Digital transformation
has originated relevant advancements in Industry 5.0 research, which
allows discussing Industry 5.0 organizations for the first time as business
realities in which humans and automation, especially robotic process
automation systems and artificial intelligence tools, cooperate in execut-
ing operations or support decision-making in sustainable and agile ways.
This book presents an extended Supply Chain Operations Reference
(SCOR) design implementation for achieving a unified experience in
advanced solutions. It aims to enhance comprehensively current design
approaches (for instance, user-centered design, or UCD, approach) in
delivering digital solutions to supply network organizations. It considers
business process design in an integrated way; integration of design across
data, platform, devices, and applications; and finally, sustainability and
agile design that best allocates capabilities between humans, automation,
and machines.
From the point of view of the supply network solutions, the book and
the case studies presented on implementing the extended SCOR design
approach provide supporting evidence. The book contains quantitative
metrics demonstrating the return on investment regarding operational
and unified experience benefits. Implementing the Industry 5.0 design
approach requires a mindset change among operations managers and
operators. They need to approach design from an end-to-end experience
perspective, considering business processes, integration, and intelligent
design in the early stages instead of employing the traditional approach
that focuses on the interaction design portion of a solution. Additionally,
 Foreword vii

supply network professionals need to seek more opportunities for col-

laboration across different disciplines.
This book aims to determine how an Industry 5.0 organization can be
defined and its fundamental elements in the case of the supply network.
Specifically, it investigates the pillars of Industry 5.0 enterprises: automa-
tion and humans, and the core objectives and outcomes. To provide an
exhaustive overview, the book proposes a new conceptualization of the
business model of an Industry 5.0 organization based on an extended
SCOR framework. Ultimately, the study of Industry 5.0 organizations
aims to discover how they are evolving in the new normal phase due to
the disruptive events generated by the spread of the pandemic and the
new socio-political-economic environment.
I suggest reading this book from start to end or going through some
chapters, learning the proposed approach, and researching or applying its
concepts and tools. This reading will help you in your professional and
personal life.

Fox School of Business Subodha Kumar

Temple University
Philadelphia, PA, USA
November 20, 2022
 Abstract

The book focuses on some robust solutions to successfully support orga-

nizations engaging in an entire industry 5.0 transformation of their sup-
ply network.
This book contains different sections. The first two mainly address
theoretical aspects of analyzing modern supply networks and selecting
the ASCM SCOR framework as a preferred reference model, with a clear
focus on the concept of industry 5.0 in business and its most enhancing
solutions.
The book further develops practical elements with a dedicated analysis
of the proposed solutions for supporting supply network 5.0.
After an in-depth study of the ASCM SCOR framework process tax-
onomy, the book analyzes the technological mix and its most clear effects
on value creation, efficiency, and economy. The book also analyzes SCOR
processes’ relationships and support to the supply network 5.0 solutions.
In conclusion, such proposals are sufficient to support supply network
5.0 transformation in its operational aspects.
There is an investigation of some significant real-world implications of
the supply network 5.0 implementation along with the book. The book
describes how supply network 5.0 implements human, automation,
machine collaboration, sustainability, and resilience. The analysis includes
many business cases that successfully implement supply network 5.0
solutions.
ix
x Abstract

The book’s conclusive sections highlight the most relevant results with
a supply network 5.0. The analysis is based on thoroughly integrating the
model presented and the exposed cases. The results highlight a tremen-
dous value in effectiveness, efficiency, and economic enhancements. The
results present some possible matters of concern connected with a supply
network 5.0 organizational transformation and how to remediate them.
 Contents

1 I ntroduction  1
1.1 Research Background   1
1.2 Changing from Supply Chain to Supply Network   2
1.3 Supply Network 5.0 Framework   5
The General Model of the Supply Network    5
A Human-Automation-Machine Integrated Supply
Network 5.0   9
A Sustainable Supply Network 5.0   11
A Resilient Supply Network 5.0   12
1.4 Research Methodology  12
1.5 The Chapters  13
References 15

2 S
 COR Model 19
2.1 Introduction  19
2.2 Supply Network Architecture  21
2.3 Supply Chain Operations Reference Model (SCOR)  22
2.4 The SCOR Components  26
Plan  26
Source  27

xi
xii Contents

Make  28
Deliver  30
Return  30
Enable  31
2.5 Extended SCOR Model  31
Define  32
Protect  36
2.6 Performance of a Supply Network Based on SCOR  36
2.7 Conclusions  38
References 38

3 Industrial
 Revolutions and Supply Network 5.0 43
3.1 Introduction  43
3.2 Industrial Revolutions  47
First Industrial Revolution: Supply Network 1.0   48
Second Industrial Revolution: Supply Network 2.0   48
Third Industrial Revolution: Supply Network 3.0   49
Fourth Industrial Revolution: Supply Network 4.0   50
3.3 Industry 5.0  53
3.4 Supply Network Transformation  57
Fifth Industrial Revolution: Supply Network 5.0   57
Digital Transformation and Progress in Supply Networks   58
The Supply Network 5.0 Organization and its
Enhancing Solutions  67
3.5 Conclusions  88
References 90

4 Supply
 Network 5.0 Human Automation Machine
Collaboration103
4.1 Introduction 103
4.2 Human-Automation-Machine Collaboration Project 105
HAMC Stages  106
ML Models for HAMC, a Generative Approach  107
Transparency and Trust/Workload Equilibrium in
HAMC Systems  108
HAMC for SNM  109
 Contents xiii

4.3 Models of Human Automation-Machine Collaboration 113

Proactive Human-Automation Collaboration  114
Inter-collaboration Cognition  115
Temporal Collaboration  117
Self-organizing Teamwork  117
4.4 Persons 118
Challenges of Human Automation-Machine
Collaboration 123
Education and Support to Persons in Human
Automation Machine Collaboration  126
4.5 Conclusions 129
References130

5 Supply
 Network 5.0 Sustainability139
5.1 Introduction 139
5.2 Sustainable Supply Network Management 140
Sustainability and the SCOR Model  142
UN Supply Network Sustainability Report  147
5.3 Green Supply Network and SCOR Model 149
Green Supply Network and SCOR  151
5.4 Green Supply Network Management 155
Green Supply Network Management Model  156
Circular Economy  175
Responsible Automation  176
5.5 Conclusions 179
References180

6 Supply
 Network 5. Resilience and Agility191
6.1 Introduction 191
6.2 Supply Network Resilience 192
Types of Resilience  193
Supply Network Risks  194
Taxonomy of Costs Connected with Global Supply
Network 198
A Model for Risks and Opportunities in the Supply
Network 5.0  201
xiv Contents

Tools for Managers to Manage Procurement Risks  204

Supply Network 5.0 Risk Management Techniques  205
Design of a Resilient Supply Network 5.0  207
Building Sustainable Resilience  208
Results of Supply Network Resilience  209
6.3 Supply Network Agility 215
Agility 216
Agile Management in Supply Networks 5.0  217
6.4 Emergency Management 218
6.5 Conclusions 220
References221

7 Supply
 Network 5.0 Life Cycle227
7.1 Introduction 227
7.2 SCOR Architecture and Supply network 5.0228
Define 228
Deliver 229
Plan 240
Source 244
Make 247
Return 252
Enable 253
Protect 257
7.3 Digital Supply Network Coverage of SCOR
Sub-processes272
7.4 Conclusions 273
References274

8 Supply
 Network 5.0 Project287
8.1 Introduction 287
Innovation Processes  288
8.2 Innovation Methods 289
Design Thinking  290
Lean and Automate Supply Network 5.0 Transformation  293
 Contents xv

8.3 Innovation Acceptance Model 307

IAM Model  308
8.4 Conclusions 310
References312

9 Supply
 Network 5.0 Conclusions317
9.1 General Conclusions 317
9.2 Main Conclusions 319
Artificial Intelligence  319
Sustainability 321
Resilience and Agility  321
9.3 Plus and Delta of Supply Network 5.0324
References326

G
 lossary329

R
 eferences359

I ndex419
 Acronyms

GPP Green Public Procurement

3D Three Dimensional
ACFE Association of Certified Fraud Examiners
AHP Analytic HIerarchy Process
AI Artificial Intelligence or Augmented Intelligence
AIS Artificial Immune System
AM Additive Manufacturing
ANN Artificial Neural Network
ANP Analytic Network Process
API Application Programming Interface
APO Advanced Planning and Optimization solutions
APT Advanced Persistent Threat
AR Augmented Reality
ARIMA Autoregressive Integrated Moving Average
ASCM Association for Supply Chain Management
ATP Available to Promise
B2B Business-to-Business
B2C Business-to-Consumer
BCG Boston Consulting Group
BD Big Data
BDA Big Data Analysis
BI Business Intelligence
BOM Bill of Material

xvii
xviii Acronyms

BPaaS Business Process-as-a-Service

BPI Business Process Innovation
CAGR Compound Annual Growth Rate
CCTV Closed-Circuit Television
CISO Chief Information Security Officer
CLSC Closed-Loop Supply Chain
CM Customer Management
CMDB Configuration Management Database
CNC Computer Numerical Control
CNN Convolutional Neural Network
CoE Center of Excellence
COGS Cost of Goods Sold
CPHS Cyber-Physical-Human System
CPS Cyber-­Physical Systems or Cognitive Problem Solving
CPSS Cyber-physical Social System
CRPA Cognitive Robotic Process Automation
CSF Critical Success Factor
CSR Corporate Social Responsibility
CTQ Critical to Quality
D&A Data and Analytics
DCS Distributed Control System
DDBM Distributed Data Base Management
DDD Data-Driven Decision
DDM Data-Driven Management
DFE Design for the Environment
DIY Do It Yourself
DL Deep Learning
DS Data Science
DSN Digital Supply Network
DT Digital Twins
CAD Computer-Aided Design
EDI Electronic Data Interchange
EESC European Economic and Social Committee
EMS Electronic Manufacturing Service or System
ERP Enterprise Resource Planning
ESG Environmental, Social, and Governance
FL Fuzzy Logic
FO Fulfillment Optimizer
 Acronyms xix

FTA Fault Tree Analysis

GA Genetic Algorithm
GDPR General Data Protection Regulation
GP Green Procurement
GPT General Purpose Technology
GRI Global Reporting Initiative
GSCOR Green Supply Chain Operations Reference
GSNM Green Supply Chain Management
GVC Global Value Chain
HAMC Human-Automation-Machine Collaboration
HAMT Human-Automation-Machine Technologies
HCPS Human-Cyber-Physical Systems
HiLCPS Human-in-the-Loop Cyber-Physical Systems
HR Human Resources
I40 Industry 4.0
I50 Industry 5.0
IaaS Infrastructure-as-a-Service
IBPX Integrated Business Planning and Execution
ICT Information and Communication Technology
IIC Industrial Internet Consortium
IIoT Industrial Internet of Things
IM Inventory Management
IoT Internet of Things
IPA Intelligent Process Automation
IR Infra-Red
IS Information System
ISA Image Scaling Attacks and Defenses
ISO International Organization for Standardization
ITS Intelligent Transport System
IV Inventory Visibility
IVP Innovative Value Proposition
JIT Just in Time
KPI Key Performance Indicator or Key Process Indicator
LCC Life Cycle Costing
LED Light Emitting Diode
LM Logistics Management
MES Manufacturing Execution System
MIT Massachusetts Institute of Technology
xx Acronyms

ML Machine Learning
MOPT Multiple-Objective Programming Technique
MRP Material Requirements Planning
MSP Managed Service Provider
MTO Make-to-Order
MTS Make-to-Stock
NLP Natural Language Processing
NYSE New York Stock Exchange
OCR Optical Character Recognition
OLAP Online Analytical Processes
OM Order Management
OT Operations Technology
P2P Procure to Pay
PA Predictive Analytics
PaaS Platform-as-a-Service
PCA Principal Component Analysis
PCS Process Control System
PLC Programmable Logic Controller
PLM Product Lifecycle Management
PM Project Management
PML Project Management Lifecycle
PSS Product and Service System
QFD Quality Function Deployment
R&D Research and Development
RCA Root-Cause Analysis
RF Radiofrequency
RFID Radio-Frequency Identification
RFP Request for Proposal
RL Reverse Logistics
RMG Ready-Made Garments
RMM Remote Monitoring and Management
ROI Return on the Investment
RPA Robotic Process Automation
RSN Reverse Supply Network
SaaS Software-as-a-Service
SCC Supply Chain Council
SND Supply Network Design
SCOR Supply Chain Operations Reference
 Acronyms xxi

SCOR DS SCOR Digital Standard

SNRM Supply Network Risk Management
SMOSN Sustainable Management of Supply Network
SFS Ship from Store
SKU Stock Keeping Unit
SLA Service Level Agreement
SM Vendor Management
SMAC Social media, Mobile computing, Advanced analytics, Cloud
computing
SME Small and Medium Organizations
SN Supply Network
SNDT Supply Network Digital Transformation
SNC Supply Network Collaboration
SND Supply Network Design
SNM Supply Network Management
SNRA Supply Network Risk Assessment
S-SCOR Sustainable SCOR
SSNM Sustainable Supply Network Management
SVM Support Vector Machine
SWOT Strengths, Weaknesses, Opportunities, and Threats
TBL Triple Bottom LIne
TMS Transport Management Systems
TPS Toyota Production System
TSNMC Total Supply Network Management Cost
UCD User-Centered Design
(The) UK The United Kingdom
UN United Nations
USA United States of America
VR Virtual Reality
VW Virtual World
 List of Figures

Fig. 1.1 Many-to-one-to-many supply network 3

Fig. 1.2 From supply chain to supply network 4
Fig. 1.3 Triangle human-automation-machines collaboration 6
Fig. 2.1 Traditional supply network processes 21
Fig. 2.2 SCOR model 23
Fig. 2.3 Hierarchical SCOR model of processes 23
Fig. 2.4 Procurement systems transformation 28
Fig. 2.5 Extended SCOR model 32
Fig. 3.1 Conceptual framework of industry 5.0 54
Fig. 3.2 Digital transformation 61
Fig. 3.3 Digital transformation stages. (Adapted by the Author from
https://www.slideshare.net/briansolis/the-­six-­stages-­of-­
digital-­transformation-­by-­brian-­solis) 63
Fig. 3.4 Human automation collaboration framework. (Adapted by
the Author from Xu 2019) 65
Fig. 3.5 Operational supply network 5.0 model 66
Fig. 3.6 Outcomes and enablers of a supply network 5.0 transformation 67
Fig. 3.7 Al-driven supply network framework. (Adapted by the
Author from Riahi et al. 2021) 70
Fig. 3.8 A continuum of the HAMC approach 71
Fig. 3.9 Machine learning vs. traditional computing 72
Fig. 3.10 Conceptual model of a digital twin system. (Adapted by the
Author from Tao and Zhang 2017) 83

xxiii
xxiv List of Figures

Fig. 4.1 AI acceptance model (adapted by the author from Klumpp

2017)106
Fig. 4.2 Employment 5.0 (adapted by the author from Kolade and
Owoseni 2022) 123
Fig. 5.1 Sustainable supply network 5.0 management framework
(adapted by the author from Peng et al. 2022) 140
Fig. 5.2 Green procurement strategies (adapted by the author from
Dou et al. 2018) 157
Fig. 5.3 Lean and automate method (Nicoletti 2012a) 162
Fig. 5.4 Environmental sustainability in the supply network 5.0
(adapted by the author from Fiksel 2009) 166
Fig. 5.5 Main areas of green logistics strategies (adaptation by the
author from Sarkis and Dou 2017) 167
Fig. 6.1 Resilience framework 192
Fig. 6.2 Example of a spider assessment 202
Fig. 6.3 Basic aspects of resilience 211
Fig. 6.4 Principles and elements of resilience in the supply network
5.0. (Adapted by the Author from Zavala-Alcívar et al. 2020) 212
Fig. 6.5 Agile manifesto 216
Fig. 6.6 Cycle of risk management 219
Fig. 7.1 Data science models 248
Fig. 7.2 Fraud triangle 267
Fig. 7.3 Cybersecurity generations 270
Fig. 8.1 Lean and automate innovation 296
Fig. 8.2 UCD design specifications 297
Fig. 8.3 Schema of a by design method 300
Fig. 8.4 Innovation acceptance model 305
Fig. 8.5 IAM model in detail 309
Fig. 9.1 Supply network 5.0 framework (adapted by the author from
Ivanov 2022) 318
 List of Tables

Table 2.1 Attributes and metrics of the SCOR model 37

Table 3.1 Cognitive Process and Tools 68
Table 3.2 Enabling technologies 69
Table 5.1 SCOR performance attribute environment linkage 150
Table 7.1 Overview of AI algorithms and their applications in SNM 270

xxv
 1
Introduction

1.1 Research Background

At the beginning of the twentieth century, Antonio Gramsci, an Italian
social theorist, observed that the old ways of doing things were dead, yet
new designs and ways were not born. Gramsci referred to an interreg-
num, historically reserved to indicate a temporal discontinuity in gover-
nance, a state and a period of confusion, and unsettling chaos between
the end of one business governance and its successor. Gramsci broadened
and transferred the interregnum concept to situations when one social or
organizational order deceases, yet the new order and ways of doing things
are not yet apparent or are at the design stage, thus not robust enough for
practice (Özdemir and Hekim 2018; Bauman 2012; Gramsci 1971).
This book aims to overcome this interregnum between industry 4.0
and 5.0 by defining in the best possible way, which should be the trans-
formation of the supply network characteristics within the industry 5.0
concept. This book defines supply network 5.0 and advanced supply net-
work structures in its most noticeable components, activities, stakehold-
ers, and future developments.

© The Author(s), under exclusive license to Springer Nature Switzerland AG 2023 1

B. Nicoletti, Supply Network 5.0, https://doi.org/10.1007/978-3-031-22032-6_1
2 B. Nicoletti

This book performs a deep analysis of the supply network, its most
concerning challenges, opportunities, and the integration of digital, sus-
tainable, and resilient tools into competitive organizations, considered
both as singular entities and interactive in their ecosystem.

1.2 Changing from Supply Chain

to Supply Network
A supply network is an integrated process wherein many organized busi-
ness entities engage synergically in cooperation for sourcing materials,
creating products, and delivering value to final customers.
The supply chain definition keeps evolving. It has been proposed that
the word “chain” should be replaced by “network,” meaning supply chain
becoming supply network. There are three primary reasons why such a
thought (Christopher 2016):

• Nowadays, there are usually many-to-one-to-many relationships

between the vendors, the organization under consideration (organiza-
tion A), and the customers. These networks keep expanding.
Organization A may have several vendors on the supply side, while
these vendors also have many other sub-vendors (Venkatesh et al.
2020). In other words, organization A may have vendors up to tier n.
On the demand side, organization A may mainly serve customer B
while customer B also serves other customers. Therefore, a more accu-
rate definition of the supply chain should be: a network of connected
and interdependent organizations mutually and co-operatively work-
ing together to control, manage, and improve the flows of materials,
value, and information from vendors to end-users (Fig. 1.1)
(Christopher et al. 2011).
• Due to the varying needs of customers, the one-size-fits-all supply
chain becomes out-of-date and needs to adapt to fulfill variable,
dynamic, and complex demands. According to Deloitte, one way to
adapt is to configure the supply chain in different role propositions to
serve different segments of customers. The idea is “a future supply net-
 1 Introduction 3

Fig. 1.1 Many-to-one-to-many supply network

work that consists of different supply chains with diverging configura-

tions.” To do this, the organization should consider some critical
aspects, including the organization’s priorities, so that the supply net-
work priorities will adjust accordingly. At the same time, organizations
need to have different supply chain role propositions. “Discrete supply-­
chain” components should be included in the supply network, with
capabilities to connect all these supply-chain components and create
an interconnected supply network. These questions help the organiza-
tion evaluate the pros and cons of having discrete supply chain roles to
serve different customers’ needs “with the increased complexity and
contradicting set of supply-chain priorities,” thus having a holistic per-
spective on their supply chain.
• With the advent of digitalization, the traditional supply chain is evolv-
ing from a chain, in other words, “a rigid, linear flow” to a relatively
“flexible, agile value network” (Mazza 2020). Traditionally supply
chains have been very linear from developing a product, sourcing the
raw materials or components/parts, manufacturing/assembling the
product, delivering it to the customer, supporting after-sales, etc.. All
these steps are integrated digitally with a digital supply chain to pro-
vide visibility in the entire value chain. This approach allows instant
feedback and collaboration at all levels of the organization so that dif-
ferent departments, functions, and stakeholders can be simultaneously
aware of what is happening across the supply chain nodes. Ultimately,
4 B. Nicoletti

Fig. 1.2 From supply chain to supply network

the customers are better served because they now have “instant choice
and hyper-personalization” (Mazza 2020) across various fulfillment
channels. Therefore, the “chain” is collapsing and becoming a “net-
work” of chains (Fig. 1.2).

There is a wide variety of models and frameworks for the supply net-
work taxonomy The reference model chosen to expose supply network
5.0 general structures, processes, and activities in this book is the SCOR
framework proposed by APICS from an operations model point of view.
This latter framework includes six distinct sub-processes and areas of
interest (Schiele 2019):
Plan relies on all preliminary planning and design activities necessary
to support an adequate supply network.

• Source addresses issues and criticalities related to materials, compo-

nents, and services purchase, vendor selection, and general
procurement.
• Make regards internal activities of product transformation and
value creation.
• Deliver concerns logistics and making the product physically reach its
distributors and customers.
 1 Introduction 5

• Return relies on reverse logistics processes that address defective, dam-

aged, or excesses.
• Enable pertains to all managerial processes and activities that undergo
supply network management operativity.

A trend in modern supply network management is compliance with

new digital standards that unleash higher efficiency levels and allows
embracing a more effective, resilient, and agile organizational strategy. At
the basis of modern digital strategies, there are the data. To successfully
pursue a competitive advantage, it is mandatory to develop effective
methods for collecting, categorizing, analyzing, and extracting value from
this central resource.
A profoundly significant issue that originates from business transfor-
mation and re-organization is Corporate Social Responsibility (CSR), a
set of new fundamental principles for organizations to operate in their
reference environments with respect, synergy, and nurturing of a sustain-
able virtuous cycle of value creation and positive impacts (Turoń 2017;
Dahlsrud 2008; Tate et al. 2010).
The implementation of digitally enhanced organizational frameworks
facilitates the pursuit of Corporate Social Responsibility goals, allowing
to reach leaner and more responsive governance, providing new tools for
a thorough observation and audit of human rights, and recognizing labor
practices respect, more respectful behavior towards the natural, and orga-
nization environments, and a healthy, and evolutionary relationship with
all stakeholders (Quarshie et al. 2016).

1.3 Supply Network 5.0 Framework

The General Model of the Supply Network

Supply Network Management (SNM) involves all facilities, functions,

and activities associated with the flow and transformation of goods and
services from raw materials to the customer and the associated informa-
tion flows (Russell and Taylor 2008). SNM can be regarded as an
6 B. Nicoletti

Fig. 1.3 Triangle human-automation-machines collaboration

integrated group of processes to “source,” “make,” and “deliver” products.

SNM deals with the corporate functions of procurement, production,
and distribution. SNM applies in many industries, such as manufactur-
ing, service (hospitals, fast food, supermarkets, retail), petroleum indus-
tries, chemicals industries (continuous processes), textile (ready-to-wear
clothing), and many others (Govindan 2018). The type of processes
influences the specific SNM applications (continuous, batch, project,
mass production), number of Stock Keeping Units (SKU), and compli-
ance with regulations.
In the case of supply network 5.0, it is essential to consider a triangle
between humans, automation, and infrastructure (mainly machinery)
(Fig. 1.3).
This triangle considers three aspects essentially (Wang, B. et al. 2022):

• The human contribution in support of the supply network is com-

posed of the employees, workers, and management, which support the
 1 Introduction 7

supply network’s various steps. Humans include “operators” and

“agents” who influence or operate the system and “users” who receive
services (Jin 2017). Along with technological and industrial revolu-
tions, humans’ roles have evolved.
• Automation or cyber system is composed not only of operational tech-
nology and information and telecommunication technology applica-
tions but also systems that support the humans and the infrastructure
to deliver the products or services. A cyber system may include sens-
ing, network, storage, database, information, and communication
technology (ICT) infrastructure, computer-aided simulation, control,
artificial intelligence (AI)/machine learning (ML), and so on, in which
communication, computing, and control are significant.
• A physical system may be narrowly defined as a physical machine
based on related laws. In a broad sense, a physical system is the materi-
als, energy and resources, sensors and actuators, infrastructure, and
environment. The infrastructure or physical world is composed mainly
of the machinery with which humans interact to create products and
deliver services. Many innovations in the physical system have
taken place during the past decades, including Additive Manufacturing
(AM) and intelligent materials.

This book is concerned with supply network management. It will con-

centrate mainly on the interactions and communication between humans,
automation, and machines. A certain number of times, the book refers to
human-automation-machine. The relationships with the other compo-
nents of the triad are significant.
There are essentially four stakeholders (the four Cs):

• The Customers
• The Company
• The Collaborators (be them employees, workers, or partners)
• The Community (or society and environment at large).

The supply network analysis concentrated on the organization and the

operators in the past. In time, the importance of the customers has
increased. Recently, when considering sustainability, the importance of
the community has taken a significant relevance (Noble et al. 2022).
8 B. Nicoletti

Supply Network Transformation

Supply network 5.0 refers to a new level of flawless and harmonic integra-
tion between humans, automation, and machines in supply networks.
Many organization leaders perceived automation as a quick fix to the
problem of inefficient processes (Stancombe 2015). Automation is closely
connected with processes, process optimization, and technology execu-
tion. Therefore, it is essential to define and choose automation. The lit-
erature contains many definitions of automation like the following ones:

• Automation is the replacement of human activities with automation

activities.
• Automation is a physical or virtual device that accomplishes (partially
or fully) a function previously carried out (partially or fully) by a human.
• Automation is also a system or method in which many production
processes are automatically performed or controlled by self-operating
automation, and so on. (Satchell 2018).
• Automation refers to “a mechanical figure or contrivance constructed
to act as if by its motive power; robot” or “a person or animal that acts
in a monotonous, routine manner, without active intelligence” (Balic
and Ebrahimi 2017).
• Automation can be understood as replacing human activities with
robots or automation to perform monotonous, routine, and standard-
ized tasks or functions (Paschek et al. 2017).

When applied to organizations, automation points to the progress of

digital transformation’s theoretical and practical implications (Hutchinson
2019), implemented in this book in the supply network 5.0
transformation.
Studies on supply network transformation define supply network 5.0
as an advanced and nearly advanced level of digital maturity, consisting
of the possibility for the organization to substitute management func-
tions from humans to digital systems gradually or even transition to a
phase in which digital solutions can operate with nearly complete auton-
omy, creating new processes, and managing the whole production pro-
cess (Cherepanov et al. 2021).
 1 Introduction 9

Applying supply network 5.0 theories to organizations paves the way

for deepening and further developing academic investigations on the
analogies between organizations and natural living creatures, their inter-
actions with the environment, and the strategies and functioning abilities
they develop to thrive (Zhang et al. 2007).
From an analytical point of view, three specific elements characterize a
supply network 5.0 organization:

• Essential collaboration of humans, automation, and machines within

the core organization’s activities.
• Deep attention to the sustainability of the supply network from the
point of view of the three pillars: economic, social, and environmen-
tal factors.
• A solid, resilient, and agile supply network can resist catastrophic events.

The essential benefits of supply network 5.0 are increasing productiv-

ity, agility, and profitability or improved adaptability, change-readiness, a
responsive working environment (Kospanos 2017; Lin et al. 2006), and
overall cost reduction (Rada 2018). Apart from economic aspects, there
are more core benefits to consider (Rada 2018):

• The evolving global society will take an essential part in the ongoing
digital transformation in organizations without fear of losing their job
to the automation of new business models and the generation of open-­
minded, well-skilled innovative operators.
• Waste prevention supports sustainability, saves costs, protects the envi-
ronment, and gets better in touch with society.
• Resilience and agility assure continuity in adverse and unexpected sit-
uations and market or economic development.

 Human-Automation-Machine Integrated Supply

A
Network 5.0

The analysis of supply network 5.0 shows some uncertainty about what it
will bring and how it will disrupt organizations in detail. It will break
down barriers between the natural and virtual worlds (Scanlon 2018).
10 B. Nicoletti

According to Østergaard (2018), the products with the distinctive mark

of human care and craftsmanship are where the customers are willing to
pay more such as designer items of every kind, fine watches, craft beers,
and black salt from Iceland hand-dyed with local coal. This demand for
the human touch will rise in the future because customers also seek to
express their individuality through the products they buy. This trend out-
lines a new kind of personalization, a feeling of luxury with the society
that the organization must cope with (Østergaard 2018).
Bloomberg cites the case where a car manufacturer from Germany
already gives more space to humans within the production factories by
noting that customization is an essential factor with current customers
(Atwell 2017).
Supply network 5.0 means increased collaboration between humans-­
automation, and intelligent machines like robots, especially in manufac-
turing but not only. Automation potentially takes over several
monotonous, repetitive tasks. An Accenture survey with 512 manufac-
turing executives worldwide showed that with automation, humans take
the creative side to assume more responsibility and increase systems
supervision to elevate production quality across the board (Paschek et al.
2019). Eighty-five percent of the participants in another survey foresee a
collaboration between humans and robots in their plants (Atwell 2017).
In February 2020, DG Research and Innovation published a report on
the potential of collaborative robots for the economy and society while
embracing European values (Vanderborght 2020; Casalino et al. 2019).
This report offers a vision of collaborative industrial robotics based on ten
assessment criteria, with seven recommendations contributing to the
preparation of the strategic plan of Horizon Europe (Saenz et al. 2018).
Modern automation, related to augmented intelligence, data science,
and robotic process automation, allows building a supply network 5.0
from the start, following the path and standards set by the industry 5.0
requirements in all its specific implementation (Carr 1989; Press 2020;
Toorajipour et al. 2021).
The European Economic and Social Committee (EESC) describes
Industry 5.0 as “…focused on combining human beings’ creativity and
craftsmanship with the speed, productivity, and consistency of robots”
(EESC 2018).
 1 Introduction 11

The main characteristic of industry 5.0 is the human touch back to the
center of decision-making through the collaboration between humans,
automation, and machines. Industry 5.0 will lead to the following:

• Evolution of the global society (Pearce 2017).

• Waste reduction and prevention activities (Shelzer 2017; Rada 2018).

Atwell (2017) stated that increasing the collaboration between humans,

intelligent automation, and machines will merge the high-speed accuracy
of industrial automation with humans’ cognitive and critical thinking
skills. The industry 5.0 model proposes to leave monotonous and repeti-
tive tasks to automation and open up the creative side to the combination
of humans, automation, and machines. This solution would allow opera-
tors to take on more responsibility and increase the supervision of sys-
tems to elevate production quality across the board. In this vision, using
automation, supply network 5.0 is faster, more scalable, and more peo-
ple centered. This solution is proposed by advanced human-automation
interfaces, improved integration, and better automation through robots,
paired with human brains’ power and creativity.
Success will come to organizations more innovative and responsive to
market changes. Supply network 5.0 accentuates a change from mass
automation to enhancing the capabilities of human operators. This
approach raises questions: Which skills are necessary? What kind of gov-
ernance must be defined? Which impact may automation have? Which
conflicts may arise between humans and automation? A later chapter
deals with these challenges and their remediation.

A Sustainable Supply Network 5.0

Many consider industry 5.0 the solution needed to pursue prosperity

sustainably to increase productivity while not removing human operators
from the manufacturing industry. An efficient synergy between humans
and automation can affect the economy, ecology, and social world (Shelzer
2017). These influences come with a sustainable approach toward waste
prevention perspective applied in industrial upcycling (Rada 2018):
12 B. Nicoletti

• Physical waste, general trash, and trash of production lines and

logistics.
• Urban waste. Not necessarily needed greenfields, empty spaces, and
inadequate infrastructure.
• Process waste. Overproduction, empty trucks on the roads, overstock.
• Social waste. Persons willing to work but have no opportunity or not
a suitable position, and people unwilling to work.

These four types of waste prevention perspectives show significant

impacts on the economy and environment in reducing wasted materials
and resources as manufacturers are concerned with savings on expenses
and minimizing the social impact of the industrial processes (Shelzer 2017).

A Resilient Supply Network 5.0

The pandemic introduced another critical element in the industry 5.0

approach. It relates to the need to increase resilience in all activities, espe-
cially healthcare, services, and industrial ones. The pandemic represented
massive, often unanticipated, external disruption for many organizations.
Organizational resilience has received significant attention as a concept
for such disruption. In this organizational context, the overriding ques-
tion is how organizations can become more resilient. The pandemic
pushed to answer this question by identifying, categorizing, and provid-
ing specific business model patterns for achieving resilience at all corpo-
rate levels (Neumann et al. 2021).

1.4 Research Methodology

The methodology used to develop this book mainly relies on four
elements:

1. A thorough review of the literature on supply network studies regard-

ing general structures and models concerning supply network 5.0
integration, digitization processes, and the related implications of effi-
ciency and sustainability.
 1 Introduction 13

2. An analysis of the effective automation solutions for supply network

applications relied on direct interviews with managers and a thorough
study of the official product documentation and technical materials.
3. A deep and detailed analysis and update of the ASCM SCOR frame-
work for supply networks process optimization and coverage analysis
of potential automation solutions (Huan et al. 2004).
4. An extensive analysis of several organization cases regarding the prac-
tical implementation of supply network 5.0 solutions ultimately
underlying the favorable deployment context, the main related quan-
titative results, and its most challenging factors of success and con-
cern. The book contains several use cases in connection with specific
organizations.

1.5 The Chapters

This book addresses supply network 5.0 and supply network transforma-
tion both from a theoretical and practical point of view, aiming to ulti-
mately provide a solid and robust answer to the related four main research
subjects:
Chapter 1 introduces the concept of supply network 5.0 and its main
characteristics connected with human-automation-machine integration,
sustainability, and resilience. What are the most noticeable characteristics
of a general modern supply network? How is it structured, and how does
it interact with its stakeholders and reference environments? What is it
meant to refer to with supply network 5.0? What are the most critical
solutions to deploy to make its realization possible and successful? What
are the most prominent elements of this trend, and what are the implica-
tions for a competitive organization?
Chapter 2 details the SCOR model and describes its components. The
chapter also extends the SCOR model to introduce two critical compo-
nents: Define and Protect.
Chapter 3 deals with industrial revolutions. It set the context of indus-
try 5.0 for the supply network 5.0. It also underlines the concept of digi-
tal transformation. It describes the leading technological solutions
connected with industry 5.0. This chapter includes the emerging
14 B. Nicoletti

challenges these solutions and methods uncover and some advisable fol-
low-­up strategies to extract the most value from these transformational
processes while minimizing their possible downturn.
Chapter 4 examines the implications of extending the concept of
industry 5.0s from single organizations to supply networks. It analyzes
the first and principal component of the supply network 5.0 framework:
the human-automation-machine collaboration. The aim is to adequately
address the most prominent elements of the supply network 5.0 frame-
work and provide real-world evidence of the economic and organizational
benefits these instruments deliver to modern organizations. It defines sev-
eral possible models, each one with its benefits and challenges. It consid-
ers the persons in a supply network 5.0 and the support they need.
Chapter 5 deals with the second fundamental component of supply
network 5.0: sustainability. It considers the green supply network man-
agement and the relationships of green supply with the SCOR frame-
work. It describes the challenge of a circular economy and responsible
automation.
Chapter 6 considers the third fundamental component of supply net-
work 5.0 connected with resilience and agility. It also considers the
emerging management to take care of the possible disruption of the sup-
ply network 5.0.
Chapter 7 considers the entire supply network 5.0 life cycle and its
characteristics in each component of the extended SCOR framework.
Chapter 8 considers the supply network 5.0 project and the innova-
tion models to help realize it successfully. It also considers an innovation
acceptance model to analyze all stakeholders’ critical success factors con-
nected with the acceptance of supply network 5.0.
Chapter 9, as the last part of the analysis, presents some broad conclu-
sions to deliver the results of these investigations. It summarizes the gen-
eral and specific conclusions connected with the implementation of
supply network 5.0. It also considers the potential extension in the future.
The book introduces and analyzes several selected organization cases
relative to the practical implementation of some of the described solu-
tions. Can it quantify the relative gains in efficiency, effectiveness, and
economics? What are the real-world results of such implementations?
What appears to be the most apparent challenges and sources of concern?
 1 Introduction 15

References
Atwell, C. (2017, September). Yes, Industry 5.0 is Already on the Horizon.
Automationdesign.com.
Balic, T, & Ebrahimi, H (2017) Automation and digital transformation the ways
that automation solutions can support digital transformation within ICT organi-
zations, Master of science thesis work in IT Management Report nr.
053, Sweden.
Bauman Z. (2012). Times of interregnum. Ethics Glob Polit 5, 49–56.
Carr, C. (1989). Performance technology in the bionic organization: I. What is
the bionic organization? Performance+ Instruction, 28(9), 44–46.
Casalino, A., Bazzi, D., Zanchettin, A. M., Rocco, P. (2019, May). Optimal
proactive path planning for collaborative robots in industrial contexts. In:
Proceedings—IEEE international conference on robotics and automation,
2019, 6540–6.
Cherepanov, V., Popov, E., & Simonova, V. (2021). Bionic organization as a
stage of production organization development in a digital transformation
process. E3S Web of Conferences, 250, 03003.
Christopher, M. (2016). Logistics and Supply network Management, Prentice
Hall, Harlow, UK.
Christopher, M., Mena, C., Khan, O. & Yurt, O. (2011), Approaches to man-
aging global sourcing risk, Supply chain management, (16)2, 67–81.
Dahlsrud, A. (2008), How corporate social responsibility is defined: an analysis
of 37 definitions, Corporate Social Responsibility and Environmental
Management; Corporate Social Responsibility. Environment Management,
(15)4, 1–13.
EESC (2018). Industry 5.0. eesc.europa.eu
Govindan, K. (2018), Sustainable consumption and production in the food
supply chain: A conceptual framework, International Journal of Production
Economics, (195, 419–431.
Gramsci A. (1971). Selections from the Prison Notebooks. trans. and ed. Hoare Q,
Nowell-Smith G. New York International Publishers, New York, NY. 276.
Huan, S. H., Sheoran, S. K., & Wang, G. (2004). A review and analysis of sup-
ply chain operations reference (SCOR) model. Supply Chain Management:
An International Journal, 9(1), 23–29. Computer-assisted supply Chain con-
figuration based on supply chain operations reference (SCOR) model.
Computers & Industrial Engineering, 48(2), 377–394.
Hutchinson, R. (2019). The Bionic Organization. BCG Global.
16 B. Nicoletti

Jin, M. (2017). Data-efficient analytics for optimal human-cyber-physical systems.

University of California; Berkeley, CA.
Kospanos, V. (2017). Industry 5.0—far from science fiction (pt. 2)
Lin, C. T., H. Chiu, & P. Y. Chu. (2006). Agility Index in the Supply Chain.
International Journal of Production Economics 100 (2): 285–299.
Mazza, L. (2020). Transforming from a supply chain to a supply network.
Supplychaindigital.com.
Neumann, K., Van Erp, T., Steinhöfel, E., Sieckmann, F., & Kohl, H. (2021).
Patterns for Resilient Value Creation: Perspective of the German Electrical
Industry during the COVID-19 Pandemic. Sustainability, 13(11), 6090.
Noble, S. M., Mende, M., Grewal, D., & Parasuraman, A. (2022). The Fifth
Industrial Revolution: How harmonious human–machine collaboration is
triggering a retail and service [r]evolution. Journal of Retailing.
Østergaard, E. H. (2018). Welcome to industry 5.0. Universal-robot-com.
Özdemir, V., & Hekim, N. (2018). Birth of industry 5.0: Making sense of big
data with artificial intelligence, the internet of things, and next-generation
technology policy. Omics: a journal of integrative biology, 22(1), 65–76.
Paschek, D., Luminosu, C. T., & Draghici, A. (2017). Automated business pro-
cess management–in times of digital transformation using machine learning
or artificial intelligence. In MATEC web of conferences (Vol. 121, p. 04007).
EDP Sciences.
Paschek, D., Mocan, A., & Draghici, A. (2019, May). Industry 5.0—The
expected impact of next Industrial Revolution. In Thriving on Future
Education, Industry, Business, and Society, Proceedings of the MakeLearn, and
TIIM International Conference, Piran, Slovenia (15–17).
Press, G. (2020, January). 6 predictions about data in 2020 and the coming
decade. Forbes.
Quarshie, A.M., Salmi, A. & Leuschner, R. (2016), Sustainability and corporate
social responsibility in supply chains: The state of research in supply chain
management and business ethics journals, Journal of Purchasing,
Pearce, R. (2017). How to be part of the fifth Industrial Revolution and supply
management, (22)2, 82–97.
Rada, M. (2018). Industry 5.0 Definition.
Russell, R. S., & Taylor-Iii, B. W. (2008). Operations management along the
supply chain. John Wiley & Sons, Hoboken, NJ.
Saenz, J., Elkmann, N., Gibaru, O., & Neto, P. (2018, February). Survey of
methods for design of collaborative robotics applications-why safety is a bar-
rier to more widespread robotics uptake. In Proceedings of the 2018 4th
International Conference on Mechatronics and Robotics Engineering (95–101).
 1 Introduction 17

Satchell, P. (2018). Technology-centred and human-centred automation. In

Innovation and Automation, 103–115. Routledge, New York, NY.
Scanlon, S. (2018). Now prepare for the 5th Industrial Revolution. gadget.co.za
Schiele, H. (2019). Purchasing and supply management. In Operations, logistics
and supply chain management 45–73. Springer, Cham, Switzerland.
Shelzer, R. (2017). What Is Industry 5.0 and How Will It Affect Manufacturers?
blog.gesrepair.com/industry-­5-­0-­will-­affect-­manufacturers/
Stancombe, C. (2015) Tempted to rewrite bill gates’ rules on automation?,
Capgemini.com.
Tate, W. L., Ellram, L. M. & Kirchoff, J. F. (2010). Corporate social responsibil-
ity reports: a thematic analysis related to supply chain management, The jour-
nal of supply chain management, (46)1, 19–44.
Toorajipour, R., V. Sohrabpour, A. Nazarpour, P. Oghazi & M. Fischl. (2021).
Artificial Intelligence in Supply Chain Management: A Systematic Literature
Review. Journal of Business Research 122: 502–517.
Turoń, K. (2017). Corporate social responsibility to operators: The Best labor
practices in transport and logistics organizations. Journal of Corporate
Responsibility and Leadership, 3(1), 37.
Vanderborght, B. (2020). Unlocking the potential of industrial human–robot
collaboration: A vision on industrial collaborative robots for economy
and society.
Venkatesh, V.G., Zhang, A., Deakins, E. & Mani, V. (2020), Drivers of sub-­
vendor social sustainability compliance: an emerging economy perspective,
Supply chain management, 25(6), 655–677.
Wang, B., Zheng, P., Yin, Y., Shih, A., & Wang, L. (2022). Toward human-­
centric smart manufacturing: A human-cyber-physical systems (HCPS) per-
spective. Journal of Manufacturing Systems, 63, 471–490.
Zhang, G., Lu, X. L., Zhang, L., Xie, X. L., & Chu, L. Y. (2007). The Bionic
model of Knowledge supply chain of Organization human resources In
Crew-Manning Organizations. International Conference on Transportation
Engineering 2007. https://doi.org/10.1061/40932(246)427
 2
SCOR Model

2.1 Introduction
The supply network has a significant impact on the operational activities
of many organizations. Many organizations rely on part or entire supply
network processes, from the purchasing stages related to the relationships
with vendors to the delivery of products produced in their operations.
The economic and pandemic crises have clearly shown how organizations
could suffer from delays related to the supply network: from the avail-
ability of processors for ICT organizations or the shortages of computer
chips for Sony that caused many issues in releasing product stocks
(Sweney 2021). Delays in global shipping cause losses of billions of euros
other than issues in the availability to meet the market demand (Akbulaev
et al. 2020). The obstruction of the Suez Canal in March 2021, caused by
the grounding of the container ship Evergreen, greatly impacted had on
the global market (Lee and Wong 2021). This event caused a high rise in
goods and oil prices and delayed the entire supply lines of all the cargo
ships that needed to pass the Suez Canal, considered one, if not the most,
critical area for international shipments. These effects and damage affect
not just organizations but also end users who must wait for the delivery
of products and suffer higher prices. In these contexts, properly

© The Author(s), under exclusive license to Springer Nature Switzerland AG 2023 19

B. Nicoletti, Supply Network 5.0, https://doi.org/10.1007/978-3-031-22032-6_2
20 B. Nicoletti

evaluating the performances of the supply network models becomes cru-

cial to resolving issues that could arise and primarily to preventing
these events.
Notwithstanding the high complexity of such fields, many researchers
have developed and proposed models applicable to daily practices and
processes. These models aim to understand the main obstacles to organi-
zations’ supply network practices and mitigate potential issues. There is
no “one best model” because many organizations differ in any single pro-
cess, and the needs vary. A high-performing supply network would pro-
vide many benefits in minimizing costs, avoiding delays, and improving
services. Designing supply network processes could be particularly chal-
lenging, and relying on available models could contribute to better results.
There are different sets of actions to facilitate supply network processes’
design. A contribution comes from the Supply Chain Council (SCC),
which introduced the Supply Chain Operations Reference model
(SCOR). This model is particularly revolutionizing the supply network
for improved performance (Hwang et al. 2010). An essential aspect of the
SCOR model is that it focuses on strategic decision-making and avoids
prescribing rigid indications on how organizations should conduct their
business (Huang et al. 2005). On the contrary, it should powerfully sup-
port them.
Operations models can provide the correct information about possible
issues, results, and proactive measures to deal with when performing the
business. In some cases, the theory about the supply network is relatively
poor in supporting the applications of methods and practices. The solu-
tions proposed in this chapter demonstrate how operations models could
be effective for many organizations.
Supply network contexts vary between organizations. Potential ele-
ments involve operational aspects and managerial, strategic, network,
and behavioral insights. Focusing on these aspects, Ho et al. (2002) found
specific issues in the performance of the supply network operations, such
as the lack of attention and preliminary operational results. Consequently,
the models introduced in this chapter can respond to these concerns and
identify the main domains many organizations can improve.
Fayezi and Zomorrodi (2015) demonstrated interactions between the
strategies applied in the supply network and the behaviors, operations,
 2 SCOR Model 21

and networks that occur internally or externally from the organization.

This bilateral relationship expresses how strategies influence behaviors
and operations, and networks can support strategy implementation.
Given these insights, providing affirmed and active models for these chal-
lenges could support organizations to continuously act and proact toward
more efficient processes in managing their supply network. Consequently,
integrating theories and models underlying interconnections could con-
tribute to innovation and let organizations react to the challenges in the
market proactively.

2.2 Supply Network Architecture

The term supply network refers to an integrated process wherein several
organizations cooperate in collecting specific raw materials and components,
converting them into final or semi-final products or services, and finally
managing to deliver these results to retailers or customers (Beamon 1998).
Scholars have developed and refined various frameworks and models to
investigate this articulate macro-process. An attractive rationalization
model divides the supply network process into two distinct areas (Fig. 2.1):

• Production planning and inventory control rely on the flow of pro-

cesses that start with the procurement of raw materials, components,

Fig. 2.1 Traditional supply network processes

22 B. Nicoletti

and services by external partners, the logistics for delivering them to

the organization, and the management of storage facilities for goods all
along the supply network.
• Distribution and logistics manage goods retrieval, transport, and deliv-
ery to distribution centers, retailers, or customers.

2.3 Supply Chain Operations Reference

Model (SCOR)
The SCOR model is a cross-industry standard supply network reference
model and diagnostic tool issued by the American Supply Chain
Association. It provides comprehensive, accurate, and optimized stan-
dardized terms and processes for supply networks of various sizes and
complexity. Its focus is analyzing several selected organization cases rela-
tive to the practical implementation of some available solutions. What
are the real-world results of such implementations? What appear to be
the most apparent challenges and sources of concern? Is it possible to
quantify the relative gains in efficiency and competitiveness?
The Supply Chain Operations Reference model (SCOR) can help man-
age supply operations’ risks. The SCOR can be considered a benchmark-
ing tool that provides organizations with the correct information to know
the performance of their current status and the eventual ways to improve it.
The SCOR model defines the supply networks’ five significant pro-
cesses: Plan, Source, Make, Deliver, and Return (Supply Chain Council
2017). It has a process structure diagram (Fig. 2.2). This diagram includes
four levels: top, configuration, process elements, and implementation.
The model defines each level and its performance evaluation. It provides
the best practices for the supply network and its supporting human
resources. SCOR can enable internal and external organizations to use
the same language to communicate supply network issues, objectively
evaluate their performance, and clarify the goals and directions for supply
network improvement (Fig. 2.3).

• Level 1: The top level includes five main processes, namely plan,
source, make, deliver, and return. The plan is the core of the supply
 2 SCOR Model 23

Plan

Source Make Deliver

Vendors Customers

Return Return

Enable

Fig. 2.2 SCOR model

Fig. 2.3 Hierarchical SCOR model of processes

network and provides guidelines for supply network operations.

Source refers to the procurement of production or sales products.
Make is the process from the production of raw materials to the com-
pletion of the finished product. Deliver represents the entire process
from the operations side to the customer to complete the purchase.
Return is returning goods from the customer or to the vendor.
24 B. Nicoletti

• Level 2: The configuration level focuses on each primary process from

the top level. Taking the Deliver process as an example, it can be divided
into four levels with two categories that are sD1: Make to Stock (MTS),
sD2: Make to order (MTO), sD3: Engineer to Order (ETO), sD4:
Retail. These have standard definitions in the SCOR model.
• Level 3: The process element level involves specific processes. SCOR
shares 15 processes (from sD1.1 to sD1.15) to completely describe the
entire process from customer order inquiry to the final billing to
the customer.
• Level 4: The implementation level is to perform the activity. SCOR
recommends defining organizations’ level 4 processes, generally spe-
cific activities in various industries. Level 4 of the process is the step
that describes how the organization receives orders via messages,
Electronic Data Interchange (EDI), telephone, or a physical way.
Another step is to describe how to enter the orders manually or auto-
matically via messages and EDI. Each activity may require a separate
Level 4 process description.

SCOR provides a methodology and benchmarking tools. SCOR is

adaptable for complex or straightforward supply networks across any
industry. Huan et al. (2004) describe SCOR as the “most promising
model for strategic supply network decision-making.” The SCOR model
also provides a basis for improving supply network processes. When the
supply network is digitized, the lack of a unified standard is a critical
problem not yet solved (Ivanov et al. 2019). A possible solution to this
problem is the introduction of standardization processes and SCOR
methods into the Supply Network Digital Transformation (SNDT) design.
The SCOR model is a “reference model” because it wants partners to
understand its processes (Supply Chain Council 2017). In this way, the
application is projected toward describing strategies, standards for pro-
cesses, and activities, and finally, which skills the supply network organi-
zations are required to perform. The main sections of this SCOR reference
model are Performance, Processes, Practices, and People.
The following section describes SCOR’s Source, Make, Deliver,
Return, and Enable components. SCOR also explains the critical aspects
of the other elements, such as Performance, Practices, and People, signifi-
cantly contributing to the practical understanding of organizations’
Another random document with
no related content on Scribd:
 Postquam dictum est de illis qui in statu
cleri regere spiritualia deberent, dicendum est
iam de hiis qui in statu milicie temporalia
defendere et supportare tenentur.

Incipit liber Quintus.

Capm. i. Quid sit de clero dixi, dicamque secundo

Quomodo Militibus competit ordo vetus.
Primo milicia magno fit honore parata;
Est tribus ex causis ipsa statuta prius.
Ecclesie prima debet defendere iura,
Et commune bonum causa secunda fouet;
Tercia pupilli ius supportabit egeni,
Et causam vidue consolidabit ope:
Istis namque modis lex vult quod miles in armis
10 Sit semper bellum promptus adire suum.
Sic etenim miles dudum superauerat hostes,
Vnde sibi fama viuit in orbe noua:
Non propter famam miles tamen arma gerebat,
Set pro iusticia protulit acta sua.
Ordinis ipse modum miles qui seruat eundem,
Debet ob hoc laudes dignus habere suas;
Set si pro laude miles debellet inani,
Est laus iniusta, si tribuatur ita.459
Dic michi nunc aliud: quid honoris victor habebit,
20 Si mulieris amor vincere possit eum?
Nescio quid mundus michi respondebit ad istud;
Hoc scio, quod Cristi nil sibi laudis erit.
Si quis honore frui cupiat, sibi causet honorem,
Gestet et illud opus, quod sibi suadet onus:
Nil nisi stulticiam pariet sibi finis habendam,
Cui Venus inceptam ducit ad arma viam.
Non decet vt rutili plumbum miscebitur auro,
Nec Venus vt validi milit i s acta sciat.
 Quem laqueat mulier non laxat abire frequenter,
30 Immo magis fatuo voluit amore suo:
Qui prius est liber, facit et se sponte subactum,
Stulcior est stulto sic reputandus homo.
Bella quibus miles fieret captiuus, ab illis
Expedit vt fugiat, vincere quando nequit.
Non vada quo mergi liquet est sapientis vt intret,
Set magis a visa morte refrenet iter.

Hic loquitur qualiter miles, qui in mulieris

amorem460 exardescens ex concupiscencia
armorum se implicat exercicio, vere laudis
honorem ob hoc nullatenus meretur. Describit
eciam infirmitates amoris illius, cuius
passiones variis adinuicem motibus maxime
contrariantur.

Capm. ii. O si mutatas miles pensaret amoris

Tam subito formas, non pateretur eas.
Non amor vnicolor est set contrarius in se,
40 Qui sine temperie temperat esse vices;461
Detegit atque tegit, disiungit amor que reiungit,
Letaque corda suo sepe dolore furit.
Est amor iniustus iudex, aduersa maritans
Rerum naturas degenerare facit:
Consonat Architesis in amore, sciencia nescit,462
Ira iocatur, honor sordet, habundat egens;
Leta dolent, reprobat laus, desperacio sperat,
Spes metuit, prosunt noxia, lucra nocent;
Anxietas in amore sapit, dulcescit amarum,
50 Vernat yemps, sudant frigora, morbus alit.
Sic magis vt caueas, miles, tibi visa pericla,
Has lege quas formas morbus amoris habet.
Est amor egra salus, vexata quies, pius error,
Bellica pax, vulnus dulce, suaue malum,
Anxia leticia, via deuia, lux tenebrosa,
 Asperitas mollis, plumbea massa leuis,
Florescens et yemps et ver sine floribus arens,
Vrticata rosa, lex sine iure vaga,
Flens risus, ridens fletus, modus inmoderatus,
60 Hostilis socius, hostis et ipse pius,
Instabilis constancia, velle sibique repugnans,
Spes sibi desperans et dubitata fides,
Albedo nigra, nigredo splendida, melque
Acre, que fel sapidum, carcer amena ferens,
Irracionalis racio, discrecio stulta,
Ambiguus iudex, inscius omne putans,
Numquam digestus cibus et semper sitibundus
Potus, mentalis insaciata fames,
Mors viuens, vita moriens, discordia concors,
70 Garrula mens, mutus sermo, secreta febris,
Prosperitas pauper, paupertas prospera, princeps
Seruus, regina subdita, rex et egens,
Ebrea sobrietas, demens clemencia, portus463
Cille, pestifera cura, salutis iter:
Mulcebris anguis amor est, agna ferox, leo mitis,
Ancipiter pauidus atque columba rapax,
Infatuata scola reddens magis infatuatum
Discipulum, cuius mens studet inde magis.

Hic describit formam mulieris speciose, ex

cuius concupiscencia illaqueata militum corda
racionis iudicio sepissime destituuntur.

Capm. iii. Cum pauidus miratur amans candore repletam,

80 In cuius facie stat rubor ille rose,
Aurigeros crines, aures patulas mediocres,
Planiciem frontis, que nitet alba satis,
Impubesque genas, oculos qui solis ad instar
Lucent, et stabilis vultus honestat eos,
Nasum directum naresque decenter apertas,
Labraque melliflua, fragrat et oris odor,
 Equales lacte sibi dentes candidiores,
Et formam menti conuenientis ei;
Splendor et a facie dat eburnea colla nitere,
90 Gutture cristalli concomitante sibi,
Et niue candidior nitet eius pectore candor,
Candida poma cui sunt duo fixa quasi.
Brachia longa videt pauce crassata rotundo,
Amplexus quorum celica regna putat,
Et videt ornatos splendere manus digitosque,
Lanaque nec mollis mollior astat eis;
Cernit et insolitos humeros ad onus pueriles,
Nec patet os in eis, sic stupet inde magis:
Per latus et gracilem videt elongare staturam,
100 Linea nec recta reccior astat ea;
Eius et incessus cernit peditare choreis,
Passus mensuram denotat atque suam;
Nil sibi Sirenes equantur voce canentes,
Nec vox angelica vix sonat vtque sua.
Et caput amplecti cernit gemmisque nitere,
Ac vestis pompam que magis aptat eam:
Compta venit nimium, que vult formosa videri,
Vnde stupore magis sit semiraptus amans.
Omnia membra sibi reputantur in ordine tali,
110 Vt deus in superis fecerat illud opus;
Discrimen capitis, frons libera, lactea colla,
Ora, labella, rubor, lumina clara placent;
Vertex, frons, oculi, nasus, dens, os, gena,
mentum,
Colla, manus, pectus, pes sine labe nitent,
Vnam nec maculam solam natura reliquit,
Ad caput a planta transuolat iste decor:
Humanam speciem transcendit forma puelle,
Excedens hominem numinis instar habet;
Pre cunctis aliis, quas ornat gracia forme,
120 Felix et fenix ista fit absque pare.
Splendida vestis erit, precinctum flore caputque,
Flaua verecundus cingit et ora rubor;
 Forma placet niueusque color flauique capilli,
Estque micans nulla factus ab arte decor:
Vix erit aspiciens qui non capietur ab illa,
Pronus vt in terram vir sua vota ferat;
Ipsa suo vultu si quem concernat amantem,
Heret in opposita lumina fixus homo.
Qui cum tam dulcem videt ornatam que
decoram
130 Femineam speciem, set magis angelicam,
Hanc putat esse deam, manibus sub cuius
adeptam
Dat vite sortem mortis et esse suam:
Dum tam mirificam voluit sibi mente figuram,
Ipse volutus ea non reuolutus abit;
Non capit exterius quid preter eam sibi visus,
Corque per interius pungit amoris acus.
Vt sibi stat saxum non mobile, sic stat et ipse,
Nec mouet a visu, qui velut extasis est;
Sic oculus cordis carnis caligine cecus
140 Languet, et in dampnum decidit ipse suum.
Quod videt, hoc nescit, set quod videt, vritur illo;
Sic furit a ceco cecus amore suo:
Frigidior glacie, feruencior igne cremante,
Sic et in igne gelat, vritur inque gelu:
Sicut auis visco volutans se voluitur illo,
Sic se defendens ardet amore magis.
Sic amor omne domat, quicquid natura creauit,
Et tamen indomitus ipse per omne manet;
Carcerat et redimit, ligat atque ligata resoluit,
150 Subdit et omne sibi, liber et omnibus est;
Naturam stringit, mulcet, minuit que reformat,
Plangit et hoc per eum, nec sine gaudet eo:
Militat in cunctis, nullum vix excipit eius
Regula, nam sanctos sepe dat esse reos;
Legibus aque suis non est transire quietus
Qui valet, ipse tamen cuncta quieta gerit.
Nam quem non poterit probitas, prudencia fallit,
 Nec stat vitalis tutus vt obstet eis:
Non amor in penis est par pene Talionis;
160 Vulnerat omne genus, nec sibi vulnus habet:
Sic quia vulnifico fixurus pectora telo
Vibrat amor, caute longius inde fuge.
Est nichil armorum quod prelia vincit amoris,
Nec sua quis firme federa pacis habet.
Credula res amor est subito collapsa dolore,
Nec sciet inceptor quis sibi finis erit.
Non sine stat bello miles qui dicit ad infra,
‘O quam me tacitum conscius vrit amor!’
Artibus innumeris mens exagitatur amantis,
170 Vt lapis equoreis vndique pressus aquis;
Nobilitas sub amore iacet, que sepe resurgit,
Sepius et nescit nobile quid sit iter:
Semper in incerta varians sub ymagine mentis,
Nunc leuat interius cordaque versat amor:
Cecus amor fatuos cecos sic ducit amantes,
Quod sibi quid deceat non videt vllus amans.
Impetus in furia, dic, quid non audet amoris?
Dum sitit amplexus, scit nichil vnde timet;
Non frondem siluis nec aperto gramina campo
180 Mollia, nec pleno flumine cernit aquas;464
Immo quasi cecus sic commoda, sic sibi dampna,
Impetus vt mentem cogit amare, facit.
Non polus aut tellus, Acheron, mare, sydus et
ether,
Possunt vi ceptis rebus obesse suis;
Sepe ferens ymbrem celesti nube solutum
Frigidus in nuda sepe iacebit humo:
Nox et yemps longeque vie seuique dolores
Sunt ea que fatuis premia prestat amor.
Murmura quot seruis, tot sunt in amore dolores,
190 Sunt furor et pietas eius in orbe pares;
Sentit amans dampna, feruens tamen astat in illis,
Materiam pene prosequiturque sue.
O, quia per nullas amor est medicabilis herbas,
 Nec vis nec sensus effugit eius onus;
Nullus ab innato valet hoc evadere morbo,
Sit nisi quod sola gracia curet eum.
O natura viri quam sit grauis, unde coactum
Eius ad interitum cogit amare virum!
O natura viri, poterit quam tollere nemo,
200 Nec tamen excusat quod facit ipsa malum!
O natura viri, duo que contraria mixta
Continet, amborum nec licet acta sequi!
Bella pudicicie carnis mouet illa voluptas;
Que sibi vult corpus, spiritus illa vetat.
O natura viri, que naturatur eodem,
Quod vitare nequit, nec licet illud agi!
O natura viri, fragilis que vim racionis
Dirimit, et bruti crimen ad instar habet!
Nil prosunt artes, furit inmedicabile vulnus;
210 Sit cum plus sapiens, vir furit inde magis;
Sique suam vellet flammam compescere
quisquam,
Artem prevideat quam prius ipse cadat.
Dum freta mitescunt et amor dum temporat
vsum,465
Tunc inter medium sit cuperanda salus.
Vinces si fugias, vinceris sique resistas;
Ne leo vincaris, tu lepus ergo fuge.
Femina nec flammas nec seuos effugit arcus;
Quo magis est fragilis, acrior ignis erit:
Vtque viros mulier fallit, sic vir mulieres,
220 Dum vulpinus amor verba lupina canit.
Fallere credentem non est laudanda puellam
Gloria, set false condicionis opus.
Est ars nulla viri Veneris subtilior arte,
Qua sua iura petat arte perhennat amor.

Hic loquitur quod, vbi in milite mulierum

dominatur amoris voluptas, omnem in eo vere
 probitatis miliciam extinguit.

Capm. iiii. Non sibi vulnus habet miles probitate timere

Corporis, vt mundi laus sit habenda sibi,
Vulnera sed mentis timeat, quam ceca voluptas
Tela per ignita non medicanda ferit.
Vulnera corporea sanantur, set quis amore
230 Languet, eum sanum non Galienus aget:
Femineos mores teneat si miles, abibit
Orphanus a stirpe nobilitatis honor.
Dum sapiens miles quasi stultus et infatuatus
Incidit in speciem, fama relinquit eum:
Dum carnalis amor animum tenet illaqueatum,
Sensati racio fit racionis egens:
Dum iubar humani sensus fuscatur in umbra
Carnis, et in carnem mens racionis abit,
Stans hominis racio calcata per omnia carni
240 Seruit, et ancille vix tenet ipsa locum.
Set tamen in lance non ponderat omnibus eque,
N e c dat condigna premia cecus amor:
Pellit ab officio sine causa sepe fideles,
Infidosque suo sepe dat esse loco:
Denegat ipse michi donum quandoque merenti,
Absque nota meriti quod dabit ipse tibi:
Sicut habes varios sine lumine scire colores,
Sic amor vt cecus dat sua iura viris.
Nunc tamen omnis ei miles quasi seruit, et eius
250 Ad portas sortem spectat habere suam.

Hic loquitur de militibus illis, quorum vnus

propter mulieris amorem, alter propter inanem
mundi famam, armorum labores exercet; finis
tamen vtriusque absque diuine laudis merito
vacuus pertransit.

Capm. v. Milicie pars vna petit mulieris amorem,

Altera quod mundi laus sonet alta sibi.
 Miles vbique nouum spirat temptatque fauorem
Munere lucrari, fama quod astet ei:
Scit tamen inde deus, quo iure cupit venerari,
Si dabit hoc mundus seu mulieris amor.
Si laudem mundi cupiat, tunc copia Cresi
Defluit, vt donis laus sonet alta suis:
Tunc aurum, vestes, gemmas et equos quasi
grana
260 Seminat, vt laudis crescat in aure seges.
Set sibi femineum si miles adoptet amorem,
Carius hunc precio tunc luet ipse suo:466
Quod sibi natura, sibi vel deus attulit omne,
Corpus, res, animam, tot dabit inde bona.
Cum tamen ipse sui perfecerit acta laboris,
Laus et vtraque simul perfida fallat eum,
Cum nec fama loquax mundi peruenit ad aures,
Nec sibi castus amor reddit amoris opem,
Tunc deceptus ait, ‘Heu, quam fortuna sinistrat!
270 Cum labor a longo tempore cassus abit.’
Tardius ipse venit, qui sic sibi plangit inepte,
Cum sibi non alius causa sit ipse doli.
Fert mundus grauia, fert femina set grauiora;
Hic mouet, illa ruit, hic ferit, illa necat.
Cum vicisse putet miles sibi vim mulieris,
Hec et amore pio cuncta petita fauet,
Vincitur ipse magis tunc quando magis superesse
Se putat, et mulier victa revincit eum.
Aut eciam mundi famam si miles adoptet,
280 Numquid et ipsa breui tempore vana perit.
O, cur sic miles mundi sibi querit honores,467
Cuius honor mundi stat sine laude dei,
Vulgi vaniloqui sermones miles honorem
Credit, et hos precio mortis habere cupit?
Nil tamen ipse cauet dum vincitur a muliere,
Quo reus ante deum perdit honoris opem.
Quid sibi vult igitur audacia sic animosa
Militis in vacuum, que racione caret?
 Laus canitur frustra, nisi laudis sit deus auctor;
290 Dedecus est et honor qui sonat absque deo.
Nescio quid laudis cupit aut sibi miles honoris,
Dum deus indignum scit fore laudis eum.

Hic loquitur interim de commendacione

mulieris bone, cuius condicionis virtus
approbata omnes mundi delicias transcendit:
loquitur eciam de muliere mala, cuius cautelis
vix sapiens resistit.

Capm. vi. Vna fuit per quam mulier deus altus ad yma
Venit, et ex eius carne fit ipse caro,
Cuius honore magis laudande sunt mulieres
Hee quibus est merito laudis agendus honor.
De muliere bona bona singula progrediuntur,
Cuius honestus amor prebet amoris opem:
Preualet argento mulier bona, preualet auro,
300 Condignum precii nilque valebit ei;
Lingua referre nequit aut scribere penna valorem
Eius, quam bonitas plena decore notat.
Nobilis in portis reuerendus vir sedet eius,
Hospiciumque suum continet omne bonum:
Vestibus ornantur famuli, quas ordine duplo
Eius in actiuis fert operosa manus:
Ocia nulla suos temptant discurrere sensus,
Quos muliebris ope seruat vbique pudor.
Sic laudanda bona meritis est laude perhenni,
310 Quam mala lingua loquax demere nulla potest.
Que tamen econtra mulier sua gesserit acta,
Non ideo reliquas polluit ipsa bonas:
Sunt nichil illa probo cum de vecorde loquamur,
Improba nec iustos scandala furis habent.
Sit licet absurdum nomen meretricis, ab illo
Quam pudor obseruat femina nulla capit;
Sit licet infamis meretrix, tamen illa pudicas
 Non fedat fedo nomine feda suo.
Hic bonus, ille malus est angelus vnus et alter,
320 Nec valet vlla mali culpa nocere bono;
Nec decet infamis nomen mulieris honeste
Ledere, vel laudem tollere posse suam.
Fetida dumque rose se miscet invtilis herba,
Non tamen est alia quam fuit ante rosa:
Semper erat quod erit, vbi culpa patens
manifestat468
Crimina, quale vident hoc opus ora canunt.
Quod tamen hic scribam, sit saluo semper honore
Hiis quibus obseruat gesta pudoris honor:
Ergo quod hic agitur, culpandas culpa figurat,
330 Quo laus laudandis sit tribuenda magis.
Scire malum prodest, pocius vitemus vt illud,
Labile pre manibus et caueamus iter.
De muliere mala mala queque venire solebant,
Est etenim pestis illa secunda viris:
Femina dulce malum mentem, decus ipsa virile,
Frangit, blandiciis insidiosa suis;
Sensus, diuicias, virtutes, robora, famam
Et pacem variis fraudibus ipsa ruit.
Mille modis fallit, subtiles milleque tendit
340 Insidias, vnus vt capiatur homo.
Femina talis enim gemmis radiantibus, auro,
Vestibus, vt possit fallere, compta venit:
Aptantur vestes, restringitur orta mamilla,
Dilatat collum pectoris ordo suum;
Crinibus et velis tinctis caput ornat, et eius
Aurea cum gemmis pompa decorat opus:
Vt magis exacuat oculos furientis in illam,
Anulus in digitis vnus et alter erit.
Non erit huius opus lanam mollire trahendo,
350 Set magis vt possit prendere compta viros:
Se quoque dat populo mulier speciosa videndam;
Quem trahit e multis forsitan vnus erit.
Ha quociens fictis verbis exardet amator,
 Dum temptat forme subdola lingua bone!
In vicio decor est, mulier si verba placendi
Non habet, vt fatuos prouocet inde viros;
Crebraque complexis manibus suspiria mittit,
Nec sibi pollicito pondere verba carent:
Sepe sonat raucum quoddam, set amabile ridet,
360 Blesaque fit bleso lingua coacta sono.
Quo non ars poterit? discit lacrimare decenter,
Fallat vt hos vultu quos neque sermo trahit;
Vultibus et lacrimis in falsa cadentibus ora
Decipit et fingit vix sibi posse loqui;
Et quociens opus est, fallax egrotat amica,
Vultus et exterius absque dolore dolet.
Monstra maris Sirenes erant, que voce canora
Quaslibet admissas detenuere rates;469
Sic qui blandicias audit solito muliebres,
370 Non valet a lapsu saluus abire pedem.
Pingere sicut habet multas manus vna figuras,
Que variis formis diuaricabit opus,
Sola sibi varios mulier sic auget amantes,
Quos Venus in fatuam credere cogit opem.
Quod natura sibi sapiens dedit, illa reformat,
Et placet in blesis subdola lingua suis;
Eius enim plures fatuos facundia torquet,
Dum modo ridendo, nunc quoque flendo placet.
Sic fragili pingit totas in corpore partes,
380 Addit et ad formam quam deus ipse dedit.
Huius ego crimen detestor ferre loquele,
Quam magis expertus alter ab ante tulit;
Codice nempe suo referam que carmina vates
Rettulit Ouidius, nec michi verba tenent.
Vtque suum iuuenis mulier seruare decorem
Temptat et in variis amplificare studet,
Sic vetus amissi speciem renouare coloris
Spirat, et vnguentis sollicitabit opus.
Horrida sicut yemps agit vt neque lilia florent,470
390 Set riget amissa spina relicta rosa,471
 Sic rapit a forma veteres etas mulieres,
Maior et est ruga quo solet esse rubor.
Dextra senectutis, tunc cum sit discolor etas,
Protegit antiquas picta colore genas:
Nam modus est tali casu quod femina vultum
Comat, vt vnguentis splendeat ipsa magis.
Arte supercilia mensurat, labraque rubro,
Gracius vt placeant, mixta colore iuuat;
Sepeque caniciem medicantibus ornat in herbis,
400 Et melior primo queritur arte color;
Sepeque precedit densissima crinibus empta,
Proque suis alios efficit esse suos;
Sicque venit rutilis humeros protecta capillis,
Et vultum iuuenis arte requirit anus.
Sepe crocum sumit, croceo velatur amictu,
Quo minus ex proprio lesa colore patet.
Quot noua terra parit flores in vere tepenti,
Tot habet ad curas femina feda suas.
Non omnes vna pulcras se pingere forma472
410 Crede, set est vsa quelibet arte sua;
Ista petit roseum, niueum cupit illa decorem,
Ista suos vultus pingit, et illa lauat;
Altera ieiunat misere minuitque cruorem,
Et prorsus quare palleat ipsa facit;
Nam que non pallet sibi rustica queque putatur,
‘Hic decet, hic color est verus amantis,’ ait.
Mille modis nostras impugnat femina mentes,473
Si tibi non videas, illico captus eris.
Feminei sensum virus tibi tollit amoris,
420 Recia cuius enim gracia sola fugit.
Ista dat amplexus dulces et mollia figit
Oscula, set tacito corde venena premit:
Fraudibus vxorum multi periere virorum,
Femina nil horret, cuncta licere putat;
Audet quicquid eam iubet imperiosa libido,
Et metus et racio cedit et ipse pudor:
Sepius esse solet quia pugnat forma pudori,
 Raro de pulcris esse pudica potest.
Ve cui stulta comes sociali federe nupsit!
430 Non erit illius absque dolore thorus:
Federa seruasset, si non formosa fuisset,
Sponsa, que multociens res docet ista patens.
Quam Venus inspirat seruat custodia nulla,
Ad fatuam nullus limes agendus erit:
Cum Venus et mulier tempus que locum sibi
spirant,
Non caret effectu quod voluere duo:
Frustratur custos mulieris, dum tamen ipsa
Se non custodit, si foret ipse Cato.
Tunc prius incipient turres vitare columbe,
440 Antra fere, pecudes gramina, mergus aquas,
Femina cum Veneris fatuum scrutetur amantem,
Et non inveniat ad sua facta locum.
Littora quot conchas, quot amena rosaria flores,
Quotque soporifera grana papauer habet,
Silua feras quot alit, quot piscibus vnda natatur,
Et tener ex pennis aera pulsat auis,
Non faciunt summam talem, que dicitur eque
Ad mala que mulier insidiosa parat.
Est mundus fallax, mulier fallacior ipso,
450 Senciit infidam nam paradisus eam:474
Est lupus ecce latens agni sub vellere mundus,
Quo lambit primo, fine remordet eo.
Hoc tamen est extra, set serpentina columba
Prouocat in thalamis dampna propinqua magis;475
Hec etenim serpens est, que per mille meandros
Decipit, et pungens corda quieta ferit.
Quis fortis manet aut sapiens illesus ab ipsa,
Celicus est, set eam vincere terra nequit:
Sampsonis vires gladius neque Dauid in ipsam
460 Quid laudis, sensus aut Salomonis habent.
Vt quid ad huc miles temptat superare modernus,
Vincere quod tanti non potuere viri?
Non est quem faciunt transacta pericula cautum,
 Set magis in laqueos quos videt ipse cadit.
Quis vetat a magnis ad res exempla minores
Sumere? set noster non sinit illud amor.
Impetuosus agit pugnam gladiator, et idem
Immemor antiqui vulneris arma capit.

Hic loquitur qualiter milicia bene disposita

omnibus aliis gradibus quibuscumque
commune securitatis prestat emolumentum.

Capm. vii. O quam milicia terra consistit in ista

470 Audax, preclara, si bene viuat ea!476
Si non pro mundi lucro neque laude laboret,477
Indomitus nec amor ferrea corda domet,
Miles perpetue laudis tunc vincet honore,
Nomen et eternum nobilitabit eum.
Si bona milicia fuerit, deus astat in illa,
Vincat vt invicto miles in ense suo:
Si bona milicia fuerit, vigilat bona fama,478
Que iacet in lecto victa sopore modo:
Si bona milicia fuerit, tum pace reviua
480 Sponsus cum sponsa preparat acta sua:
Si bona milicia fuerit, tunc hostis ab illa
Sternitur ecclesie, crescit et ipsa fide:
Si bona milicia fuerit, taxacio dura
Que sonat in patria tunc erit absque nota:
Si bona milicia, tunc non tardabit adesse
Pax, cum qua redeunt prospera cuncta simul.
Qui bonus est miles nequit exercere pauorem,
Nec tepide mentis intima lesa gerat:
Qui bonus est miles mundi terit omne superbum,
490 Vincit et ex humili corde maligna ferus:
Qui bonus est miles pro Cristi nomine certat,
Et rem communem protegit ipse manu:
Qui bonus est miles probat et bene scit quod in
orbe
 De belli fine pacis origo venit;
Talis enim miles de vera laude meretur
Quicquid in hoc mundo regula laudis habet.

Hic loquitur qualiter milicie improbitas alios

gradus quoscumque sua ledit importunitate et
offendit.

Capm. viii. Si tamen econtra miles sua gesserit arma,

Euenient plura dampna timenda mala:
Si mala milicia, nichil est scutum, nichil hasta,
500 Nec manus in gladio fulget honore suo:
Si malus est miles, quis nos defendet in armis?479
Si mollis fuerit, aspera nostra dabit:
Si mala milicia, quid clerus vel sibi cultor
Possunt, dum foribus guerra patebit eis?
Si mala milicia fuerit, tunc hostis agenda
Dat renouare ferus, qui solet esse pius.
Sic bonus ille bona, malus aut mala fert
metuenda,480
Qui gerit in manibus nostra tuenda suis.
Munda manus mire probitatis conferet ictus,
510 Dum polluta suis sordibus arua fugit:
Conscius ipse sibi, mala dum meditabitur acta,
Hesitat, et varia mente vacillat opus.
Moribus arma vigent, aliter fortuna recedit,
Stat probitas viciis proxima nulla diu.
Moribus ergo stude, miles, viciisque resiste
Belliger, et valide publica iura foue.
Est michi nil cunctas terrarum vincere turmas,
Dum solo vicio vincor inermis ego:
Nec magis in culpa quid obest quam miles ad
arma
520 Tardus, et assissis promptus inesse lucris.
Hostibus vt perdix vicinis ancipiterque
Miles dum steterit, res sibi vilis erit.
 Non valet hic dignus amplexibus esse Rachelis,
Inclita quem Martis arma beare negant:
Que speciosa viro tali concedit amorem,
Errat et ignorat quid sit amoris honor.
Lya magis feda pro coniuge congruit immo
Tali, qui minime gesta valoris habet:
Tales ad Lyam redeant et eam sibi iungant,481
530 Lya sit hic pauidus, qui nequit esse Rachel.
Nullus ametur homo qui non est dignus amore,
Sit set amoris egens qui negat eius onus:
Non sine sollicito septenni temporis actu
Captus amore Iacob colla Rachelis habet.
Set quem causa lucri mouet vt procedat ad
arma,
Miles honore suo nil probitatis habet.
Vulturis est hominum natura cadauera velle,
Vt cibus occurrat bellica castra sequi;
Sunt similes qui bella volunt, qui castra sequntur,
540 Qui spoliis inhiant esuriendo lucrum:
Horret auis rapidum quia predat proxima nisum,
Et pecus austerum quodlibet esse lupum.
Qui tibi delicias, miles, preponis, et arma
Deseris, et requiem queris habere domi,
Pauperis et spolia depredans more leonis,
Quo maceras alios, tu tibi crassa rapis,
Que tibi torpor agit, que deliciosa voluptas
Suadet, auaricie pelleque lucra simul:
Suscipe sanguinei trepidancia munera belli,
550 Credoque quod vicia iam tibi terga dabunt.
Ante suum lucrum miles preponat honorem,
Dans sua vota deo cunctaque vincet eo:
Heu! modo set video quod honor postponitur auro,
Preferturque deo mundus et ipsa caro.
Milicie numerus crescit, decrescit et actus;
Sic honor est vacuus, dum vacuatur onus.
 Postquam dictum est de illis qui in statu
militari rem publicam seruare debent illesam,
dicendum est iam de istis qui ad cibos et potus
pro generis humani sustentacione
perquirendos agriculture labores subire
tenentur.

Capm. ix. Que sit milicia iam vos audistis, et vltra

Dicam de reliquis, regula que sit eis.
Nam post miliciam restat status vnus agrestis,
560 In quo rurales grana que vina colunt.
Hii sunt qui nobis magni sudore laboris
Perquirunt victus, iussit vt ipse deus:
Est et eis iure nostri primi patris Ade
Regula, quam summi cepit ab ore dei.
Nam deus inquit ei, dum corruit a Paradisi
Floribus, in terram cepit et ire viam:
‘O transgresse, labor mundi tibi sint quoque sudor,
In quibus vteris panibus ipse tuis.’
Vnde dei seriem cultor si seruet eundem,
570 Ac opus in cultu sic gerat ipse manu,
Tunc pariet fructus quam fertilis ordine campus,
Vuaque temporibus stabit habunda suis.
Nunc tamen illud opus vix querit habere colonus,
Set magis in viciis torpet vbique suis.
Inter quos plebis magis errat iniqua voluntas,
Sulcorum famulos estimo sepe reos.
Sunt etenim tardi, sunt rari, sunt et auari,
Ex minimo quod agunt premia plura petunt:
Nunc venit hic usus, petit en plus rusticus vnus,
580 Tempore preterito quam peciere duo;
Et dudum solus plus contulit vtilitatis
Nunc tribus, vt dicunt qui bene facta sciunt.
Sicut enim vulpis resonantibus vndique siluis
De fouea foueam querit et intrat eam,
Sic famulus sulci contrarius ammodo legi
De patria patriam querit habere moram.
 Ocia magnatum cupiunt hii, nil tamen vnde
Se nutrire queunt, ni famulentur, habent:
Hos seruire deus naturaque disposuerunt,
590 Ille vel illa tamen hos moderare nequit:
Quisque tenens terras has plangit in ordine
gentes,
Indiget omnis eis, nec reget vllus eas.
Non impune deum veteres spreuere coloni,
Nec mundi procerum surripuere statum;
Set seruile deus opus imponebat eisdem,
Quo sibi rusticitas corda superba domet:
Mansit et ingenuis libertas salua, que seruis
Prefuit atque sua lege subegit eos.
Nos magis hesterna facit experiencia doctos,
600 Quid sibi perfidie seruus iniqus habet;
Vt blada cardo nocens minuit, si non minuatur,
Sic grauat indomitus rusticus ipse probos.
Vngentem pungit pungentem rusticus vngit,
Regula nec fallit quam vetus ordo docet:
Vulgi cardones lex amputet ergo nociuos,
Ne blada pungentes nobiliora terant.
Nobile quicquid habent seu dignum, rustica proles
Ledit in ingenuis, sit nisi lesa prius:
Quod sit rusticitas vilis, docet actus ad extra,
610 Que minus ingenuos propter honesta colit;
Vtque labant curue iusto sine pondere naues,
Sic, nisi sit pressus, rusticus ipse ferus.
Contulit et tribuit deus et labor omnia nobis,
Commoda sunt hominis absque labore nichil;
Rusticus ergo sua committat membra labori,
Ocia postponens, sicut oportet agi.
Horrea sicut ager sterilis sub vomere cultus
Fallit, et autumpno fert lucra nulla domum,
Sic miser ipse, tuo cum plus sit cultus amore,
620 Rusticus in dampnum fallit agitque tuum.
Nulla ferunt sponte serui seruilia iura,
Nec sibi pro lege quid bonitatis habent:
 Quicquid agit paciens corpus seruile subactum,
Mens agit interius semper in omne malum.
Contra naturam fiunt miracula, vires
Nature deitas frangere sola potest:
Non est hoc hominis, aliquis quod condicionis
Seruorum generis rectificare queat.

Hic loquitur eciam de diuersis vulgi

laborariis, qui sub aliorum regimine conducti,
variis debent pro bono communi operibus
subiugari.

Capm. x. Gens et adhuc alia cultoribus est sociata,

630 Que stat communis, ordo nec vllus eis:
Hii sunt qui cuiquam nolunt seruire per annum,
Hos vix si solo mense tenebit homo;
Set conventiciis tales conduco dietis,
Nunc hic, nunc alibi, nunc michi nuncque tibi.
Horum de mille vix est operarius ille
Qui tibi vult pacto fidus inesse suo.
Hec est gens illa que denaturat in aula,482
Potibus atque cibis dum manet ipsa tuis:
Dum commensalis conductus sit tibi talis,
640 Omnes communes reprobat ipse cibos:
Omnia salsa nocent, tantum neque cocta
placebunt,
Ni sibi des assum, murmurat ipse statim;
Nil sibi ceruisia tenuis neque cisera confert,483
Nec rediet tibi cras, ni meliora paras.
O cur sic potum petit hic sibi deliciosum,
Quem fouet ex ortu limpha petita lacu?
Pauperis ex stirpe natus, quoque pauper et ipse,
Vt dominus stomacho poscit habere suo.
Nil sibi lex posita prodest, nam regula nulla
650 Talibus est, nec quis prouidet inde malis:
Hec est gens racione carens vt bestia, namque