## 1 Introduction  
Today's competitive environment is characterized by constantly increasing variability and unpredictability. In addition to the typical phenomena that have influenced markets in recent decades, such as globalization, price volatility, competitiveness, network complexity, and demand customization [1], recent disruptive events have further challenged supply chains (SCs) worldwide. The unpredictability of such disruptions, as demonstrated by the COVID-19 pandemic, can lead to poor decision-making, potentially resulting in severe economic shocks [2]. In this context, good supply chain management (SCM) is of paramount importance and becomes a strategic factor in achieving efficiency and effectiveness in all processes. To combine the different characteristics of SCs associated with the need to be increasingly efficient, [PERSON] et al. [3] have introduced the LARG (lean, agile, resilient, and green) paradigm, which effectively merges various SC perspectives. The lean paradigm, originally developed by [4] as part of the Toyota Production System (TPS), grounds on two main principles: autonomy and just-in-time (JIT) production. Its primary focus lies in waste reduction to increase actual value added, meeting customer needs while maintaining profitability [5]. Lean principles have been extended beyond manufacturing to encompass the entire supply chain, including distribution, where minimizing waste means delivering the right product to the right place at the right time [6]. Key lean supply chain practices involve eliminating non-value-adding activities, integrating upstream and downstream processes, and enhancing production flexibility and efficiency [7]. However, challenges arise in balancing production smoothing techniques, such as kanban, with the need to respond to variable market demand [6]. Lean also emphasizes respect for people, quality management, pull production, and mistake-proofing, employing operational techniques like 5S, takt-time, and SMED to systematically reduce waste and optimize processes [8]. The agile supply chain paradigm focuses on delivering the right product, in the right quantity and condition, at the right place and time, and at the right cost, while being highly adaptable to continuously changing customer's requirements. Agile supply chains are designed to respond rapidly and cost-effectively to unpredictable market changes and increasing environmental turbulence, both in terms of volume and variety [9; 10]. According to [11], \"an agile SC is an integration of business partners to enable new competencies in order to respond to rapidly changing, continually fragmenting markets\". Key variables influencing the deployment of the agile paradigm include market sensitivity, customer satisfaction, quality improvement, delivery speed, collaborative planning, process integration, use of IT tools, lead-time reduction, cost minimization, and trust development [9]. Agile practices encompass frequent new product introductions, improved customer service responsiveness, centralized and collaborative planning, IT-enabled coordination of manufacturing activities, and flexible production and delivery schedules [9; 12; 13]. Resilience refers to the ability of a SC to cope with unexpected disturbances, aiming to prevent shifts to undesirable states where failure modes may occur. The resilient paradigm has two main goals: (i) to recover a desired system state after a disturbance within acceptable time and cost; and (ii) to reduce the impact of disturbances by mitigating potential threats [14]. Recovery capabilities rely on responsiveness, flexibility, and redundancy [15]. Ref. [16] consider robustness a subset of resilience, emphasizing a system's return to its original state post-disturbance. Ref. [17] proposes robust SC practices to efficiently deploy contingency plans, including postponement, strategic stock, flexible supply base, make-or-buy trade-offs, flexible transportation, and dynamic assortment planning. Ref.