Applying systems engineering to roadmapping for digital transformation in the offshore exploration and production supply chain operations

2021 ◽  
Author(s):  
Karen V. Czachorowski ◽  
Cecilia Haskins
Keyword(s):  
Supply Chain ◽  
Systems Engineering ◽  
Digital Transformation ◽  
Exploration And Production

scholarly journals Cleaning Up Our Act: Systems Engineering to Promote Business Model Innovation for the Offshore Exploration and Production Supply Chain Operations

2021 ◽  
Vol 13 (4) ◽  
pp. 2113
Author(s):  
Karen V. Czachorowski
Keyword(s):  
Supply Chain ◽  
Business Model ◽  
Systems Engineering ◽  
Business Models ◽  
Oil And Gas ◽  
Business Model Innovation ◽  
Three Dimensions ◽  
Sustainable Business ◽  
Exploration And Production ◽  
Development Goals

Oil and gas offshore exploration and production (E & P) will remain necessary to meet increasing global energy demands. However, appraising and exploring these resources has a major impact on sustainability and faces many challenges. Improving the supply chain operations that support E&P activities presents opportunities to contribute to the United Nations (UN) Sustainable Development Goals (SDGs), but relies on organizations being able to adopt new strategies and technology and, innovate their current business models. Business model innovation (BMI) has not been actively pursued in this industry, partially due to the traditional operation management and due to the complexity in changing established models or adopting full-fledged archetypes. Thus, the present study proposes a more flexible and granular approach to BMI by defining elements to be adopted rather than proposing business models archetypes. To define the elements, an application of systems engineering (SE) is adopted through a morphological analysis (MA). They are presented in morphological boxes in three dimensions—technology, organization, and the human element—inspired by sustainable business model (SBM) literature. The elements are proposed as “bricks” for BMI where they can be adopted and re-arranged as necessary, providing granularity and flexibility to facilitate BMI for organizations of varying sizes.

Digital Transformation and Transparency in Wine Supply Chain Using OCR and DLT

2021 ◽  
Author(s):  
Stevan Cakic ◽  
Aida Ismailisufi ◽  
Tomo Popovic ◽  
Srdjan Krco ◽  
Nenad Gligoric ◽  
...  
Keyword(s):  
Supply Chain ◽  
Digital Transformation

Strategic supplier relationships and supply chain resilience: Is digital transformation that precludes trust beneficial?

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Murtaza Faruquee ◽  
Antony Paulraj ◽  
Chandra Ade Irawan
Keyword(s):  
Supply Chain ◽  
Problem Solving ◽  
Manufacturing Firms ◽  
Digital Transformation ◽  
Supplier Relationships ◽  
Content Type ◽  
Supply Chain Resilience ◽  
Joint Problem ◽  
The Right ◽  
Joint Problem Solving

PurposeThe purpose of this study is to investigate the role that communication, trust and digital transformation can play in the relationship between joint problem-solving and supply chain resilience. More specifically, the authors try to examine the possibility of digital transformation as a replacement for trust within a joint problem-solving context.Design/methodology/approachA survey instrument was developed and administrated to manufacturing firms within the United Kingdom and the United States. Based on data collected from 291 senior managers, multiple linear regressions were conducted through a customized process model to test the proposed hypotheses.FindingsThe results point to the actual impact of digital transformation being far more complicated than the initial benefits that it appears to bring within a supply chain. Thus, technology is only effective when applied within the right context. The authors showcase that the trio of digital transformation, trust and joint problem-solving can be highly valuable to establish supply chain resilience and that further investigation on the interrelationships between these concepts is warranted.Practical implicationsManufacturing firms that aim to adopt new technologies should not consider advanced digital technologies as an alternative to trust. While digital transformation can improve resource sharing and integration, governance mechanisms–such as trust–will remain the cornerstones of strategic supplier relationships. Therefore, supply chain partners must strive to achieve a balance between trust and the right type of digital technology.Originality/valueThis study contributes to the growing literature focusing on the role that digital transformation can play in developing supply chain capabilities. It adds an early empirical insight on the role of technology and governance in joint problem-solving and supply chain resilience.

scholarly journals Measuring Digital Transformation Maturity of Supply Chain

2021 ◽  
Vol 15 (2) ◽  
pp. 199-204
Author(s):  
Krešimir Buntak ◽  
Matija Kovačić ◽  
Maja Mutavdžija
Keyword(s):  
Artificial Intelligence ◽  
Cloud Computing ◽  
Supply Chain ◽  
Industry 4.0 ◽  
Digital Transformation ◽  
Strategic Decision ◽  
Traditional Practices ◽  
Long Run ◽  
Efficiency And Effectiveness ◽  
Different Levels

Digital transformation signifies changes in all components and systems of the supply chain. It is also a strategic decision of the organization which, in the long run, can result in the creation of competitive advantage in the market. Digital transformation is affecting all organizations, regardless of their activity. Digital transformation of the supply chain involves the use of industry 4.0 based technologies as well as the replacement of traditional practices with new ones based on digital solutions. The implementation of digital solutions, such as artificial intelligence, IoT, cloud computing, etc., therefore, improve communication between stakeholders in the supply chain, as well as improve efficiency and effectiveness. When conducted, digital transformation must be measured by different levels of maturity. In this paper, authors research current models of measuring digital transformation maturity in supply chain and propose a new model based on identified theories and needs.

Digital Transformation of Supply Chains With Mobile IoT

2020 ◽  
pp. 156-184
Author(s):  
Busra Ozdenizci Kose
Keyword(s):  
Supply Chain ◽  
Supply Chains ◽  
Low Cost ◽  
Digital Transformation ◽  
Current Status ◽  
Supply Chain Efficiency ◽  
Technical Architecture ◽  
5G Technologies ◽  
Secure Connectivity ◽  
The Impact

Today, mobile IoT (m-IoT) connectivity is one of the significant enablers of Supply Chain 4.0 with its capabilities of secure connectivity over large areas at low cost and with low device complexity. The purpose of this chapter is to shed light on the evolution of m-IoT paradigm within context of supply chain management. The potential of LTE, 4G, and future 5G technologies and the impact of m-IoT enabling technologies, LTE-M, and NB-IoT on digital transformation of SCM are investigated through commercial deployments; current status and future directions are discussed in terms of supply chain efficiency and supply chain visibility. Accordingly, this chapter first outlines the technical architecture and features of NB-IoT and LTE-M technologies and then explores how m-IoT connectivity is creating value for supply chains through commercial deployment examples. Exploration of m-IoT potential on supply chain operations will ensure new insights and opportunities for further advancement and evolution of IoT paradigm as a means of productivity.

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