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Background The COVID-19 pandemic has been recognized as a trigger for redefining supply chains at the global level, and has created an intense debate within the academic community and among policy-makers and practitioners. Among other industries, health care has been dramatically hit by the scarcity of “medical products,” specifically for personal protective equipment (PPE-like), due to supply chain disruptions coupled with dramatically increased demand. We aimed to analyze how the scarcity of PPE-like during the COVID-19 pandemic has modified the behavior of decision-makers in the PPE-like supply chain at the hospital level, and to explore what changes could be implemented to cope with future PPE-like shortages. Methods We used an explorative approach based on semi-structured interviews with key informants in the Spanish health care industry. More specifically, we held interviews to industry experts at three hospitals in three Spanish regions to map the consequences of the COVID-19 pandemic onto the buying decision-making process. Results Different strategies were developed by decision-makers at hospitals before, during, and after the first wave of the COVID-19 pandemic in Spain. Our paper offers two main findings: a) decision-makers changed their purchasing behavior from a cost main driver to guaranteeing the availability of supplies; b) they supported the idea of giving more “strategic autonomy” to Spain or Europe through back and nearshoring decisions. Conclusions This paper could be of interest to health care management at the national, regional, and hospital levels, as well as for policy-makers, since it could help to establish and configure policies to support the sourcing of medical products (specifically PPE-like) to anticipate potential supply disruptions. Our paper contributes to the limited existing literature on how purchasing strategies at the decision-maker level and supply vary in the health care industry when a public health crisis appears, and what potential solutions might be for policy-makers and practitioners involved in the health care industry.

Objective: The aim of this research is to identify which are the internal factors that lead senior (+55 years) to entrepreneurship in Chile and its comparison with a selected group of Latin American countries. Methodology: To achieve the previous goal, the analysis is based on the Adult Population Survey of the Global Entrepreneurship Monitor (GEM) of 2016 and uses a logistic regression model applying different variables on the TEA (Total early-stage Entrepreneurial Activity). Results: The research shows that occupation, level of education, age, knowledge of other entrepreneurs and the entrepreneur’s confidence in their own skills are key variables. Limitations: These study does not consider the external perspective, which reflects how the environment influences entrepreneurial intentions. Practical implications: Based on these results, governments can better understand what factors they should consider when configuring policies to support entrepreneurial activity in this demographic sector. Furthermore, this work contributes to the development of knowledge about senior entrepreneurship in the country and to the identification of best practices to be used in other countries.

Purpose Identification and elimination of Muda (any activity adding cost but not value from the customers’ perspective) is one of the main objectives of Lean service. Whilst there is significant research on implementing lean in manufacturing and some service industries, there is little information related to its application to the fast food service industry. The purpose of this paper is to try to fill in this gap by answering the research question: What type of Muda could be identified from the customers’ perspective within the service production processes in the fast food restaurant industry in Spain? Design/methodology/approach An exploratory case study has been conducted. Three multinational companies were selected and several sites observed in Madrid, Spain. Three methods were used to gather data: document analysis; direct and participative observation and semi-structured interviews. Findings The paper identifies the seven types of Muda: defects, movements, process, inventory, overproduction, transport and delay. The results are discussed for Cases A, B and C, showing that A and B present higher potential for Muda, compared C. Practical implications Threefold value for practitioners and managers: waste identification is an opportunity for non-efficient processes improvement; observation/analysis from the customers’ perspective reveals that customers perceive these inefficiencies; a guideline/audit tool for future assessments. Originality/value The paper contributes to the limited existing literature on lean service in fast food industry and disseminates this information to provide impetus, guidance and support toward increasing the productivity, efficiency, consistency and quality of service.