Purpose This study evaluates the empirical interrelationship among Lean 4.0, value co-creation among port stakeholders and sustainability in the port sector, focusing on Brazilian terminals. It aims to identify enablers guiding operational excellence and sustainable development in complex port environments. Design/methodology/approach A hybrid multi-criteria decision-making approach combining the best-worst method and additive decision algorithm was employed alongside partial least squares structural equation modelling analysis. Data were collected from 107 Brazilian ports and terminals to quantify relationships among Lean 4.0, value co-creation and sustainability. Findings The study highlights Internet of Things, artificial intelligence and automation technologies as key enablers of Lean 4.0 in ports. Results show that Lean 4.0 and value co-creation jointly explain 33.8% of sustainability variance. Collaboration among stakeholders enhances operational efficiency, waste reduction and environmental performance, supporting circular economy practices. Lean 4.0's full potential emerges when combined with co-creation strategies rather than applied in isolation. Research limitations/implications The study focuses on Brazilian port terminals, limiting generalisability. Future research should explore other regions and longitudinal impacts, as well as interactions with circular economy and supply chain resilience strategies. Originality/value This research extends resource orchestration theory by empirically showing how Lean 4.0 and value co-creation jointly enhance sustainability in the port sector. It provides a sector-specific contribution while offering practical insights for quality managers and policymakers seeking to promote more sustainable, resilient and competitive port operations.
Bonamigo et al. (Mon,) studied this question.
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