Bimodal, Multimodal or Platform – What is a Supply Chain Future Strategy?

2017 ◽  
Vol 7 (1) ◽  
pp. 52 ◽  
Author(s):  
Katarzyna Nowicka
Keyword(s):  
Cloud Computing ◽  
Supply Chain ◽  
Business Model ◽  
Business Models ◽  
Strategy Development ◽  
Strategy Analysis ◽  
Supply Chain Strategy ◽  
Future Supply ◽  
Internet Platform ◽  
Chain Business

This paper examines the idea of supply chain strategy in terms of ICT influence on supply chain business model. The aim is to present the most important technologies – Social, Mobile, Analytics (based on Big Data) and Cloud Computing – as the main enablers for reaching competitive advantages by supply chain strategy. Analysis are based on literature and market studies reviews supported by author’s empirical research results on supply chain manager’s perception on future supply chain development. During the analysis conducted in the paper the definitions of supply chain strategy and supply chain business model was introduced. Further the next phase of supply chain evolution was identified and the base for this new phase – the internet platform based on cloud computing – introduced. This solution, together with the rest SMAC technologies, creates new approach on how flows within supply chains are managed. Due to new potential created by SMAC and ubiquitous uncertainty managers should revise the ability to create multimodal supply chain strategy. That strategy is supported by customised supply chain business models able to meet events in the unpredictable environmental framework. The base for multimodal supply chain strategy development is market segmentation where the differentiator is described by value perceived by particular customer.

A University of Greenwich Case Study of Cloud Computing

2015 ◽  
pp. 1140-1161 ◽  
Author(s):  
Victor Chang ◽  
Gary Wills
Keyword(s):  
Cloud Computing ◽  
Supply Chain ◽  
Business Model ◽  
Business Models ◽  
The Other ◽  
Added Value ◽  
It Services ◽  
Success Criteria ◽  
The University

This chapter proposes a new Supply Chain Business Model in the Education domain and demonstrates how Education as a Service (EaaS) can be delivered. The implementation at the University of Greenwich (UoG) is used as a case study. Cloud computing business models are classified into eight Business Models; this classification is essential to the development of EaaS. A pair of the Hexagon Models are used to review Cloud projects against success criteria; one Hexagon Model focuses on Business Model and the other on IT Services. The UoG case study demonstrates the added value offered by Supply Chain software deployed by private Cloud, where an Oracle suite and SAP supply chain can demonstrate supply chain distribution and is useful for teaching. The evaluation shows that students feel more motivated and can understand their coursework better.

scholarly journals A University of Greenwich Case Study of Cloud Computing

2013 ◽  
pp. 232-253 ◽  
Author(s):  
Victor Chang ◽  
Gary Wills
Keyword(s):  
Cloud Computing ◽  
Supply Chain ◽  
Business Model ◽  
Business Models ◽  
The Other ◽  
Added Value ◽  
It Services ◽  
Success Criteria ◽  
The University

This chapter proposes a new Supply Chain Business Model in the Education domain and demonstrates how Education as a Service (EaaS) can be delivered. The implementation at the University of Greenwich (UoG) is used as a case study. Cloud computing business models are classified into eight Business Models; this classification is essential to the development of EaaS. A pair of the Hexagon Models are used to review Cloud projects against success criteria; one Hexagon Model focuses on Business Model and the other on IT Services. The UoG case study demonstrates the added value offered by Supply Chain software deployed by private Cloud, where an Oracle suite and SAP supply chain can demonstrate supply chain distribution and is useful for teaching. The evaluation shows that students feel more motivated and can understand their coursework better.

Supply Chain Strategy

2015 ◽  
pp. 33-59
Author(s):  
Vivek Sehgal
Keyword(s):  
Supply Chain ◽  
Supply Chains ◽  
Business Model ◽  
Retail Industry ◽  
Technology Strategy ◽  
Competitive Advantages ◽  
Supply Chain Strategy ◽  
Global Expansion ◽  
Business Goals ◽  
Technology Strategies

With global expansion and emerging business model complexities such as omni-channel for retail industry, corporations are under pressure to reinvent their supply chains. They fall into the old trap of following supply chain strategies of lean, agile, or postponement. These however are not strategies, but simply the goals of an effective supply chain: to reduce cost and variability, and optimize production. In contrast, a strategy should guide a corporation on how to reach these goals. The author argues that true supply chain strategy must be derived through an evaluation of capabilities to be built to realize the business goals of a corporation. To effectively create such a supply chain, corporations must further align their technology strategy to enable their supply chain capabilities. Only when the three, business, supply chain, and technology strategies, align can truly lean, responsive, and agile supply chains be enabled that create sustained competitive advantages.

Digital Economy, Business Models, and Cloud Computing

2019 ◽  
pp. 19-44 ◽  
Author(s):  
Abbas Strømmen-Bakhtiar
Keyword(s):  
Cloud Computing ◽  
Business Model ◽  
Business Models ◽  
New Technologies ◽  
Sharing Economy ◽  
Rapid Expansion ◽  
Human History ◽  
Recent Past ◽  
Digital Revolution ◽  
Technological Revolution

From the invention of writing to the steam engine and to computers, human history has been one of technological inventions and change. In our relatively recent past we have witnessed several technological revolutions which rapidly replaced one set of technologies by another, and in the process created what Schumpeter called the creative destruction. Today, we are witnessing a technological revolution that is changing the way we live, work, and communicate. We call this the digital revolution which brings with it new technologies, methods, and business models. This chapter discusses the digital revolution and the platform business model. This business model is used by many “sharing economy” businesses such as Airbnb and Uber. The success of this business model is dependent on the rapid expansion of its user-base. This business model requires infrastructure and applications that can cope with this rapid expansion. Cloud computing has been providing these services.

The Impact of Cloud-Based Digital Transformation on IT Service Providers

2017 ◽  
Vol 7 (4) ◽  
pp. 1-19 ◽  
Author(s):  
Trevor Clohessy ◽  
Thomas Acton ◽  
Lorraine Morgan
Keyword(s):  
Cloud Computing ◽  
Business Model ◽  
Business Models ◽  
Service Providers ◽  
Digital Transformation ◽  
Focus Group Study ◽  
Model Framework ◽  
It Service ◽  
Technology Service ◽  
The Impact

Cloud-based digital transformation is having a profound impact on new and incumbent information technology service providers. In transitioning from traditional to cloud-based service provision, some IT service providers are experiencing substantial difficulties in realizing effective business models. Taking the perspective of 20 large business model mature and small and medium enterprise born-on-the-cloud multinational IT service providers, this focus group study contributes to the dearth of research examining the broader impact of cloud computing on IT service providers' business model. The study provides two core insights. First, using the STOF business model framework, the paper provides a vivid contextual understanding of the nuanced impact of cloud computing along four core business model domains: service, technological, organisational and financial. Second, the study identifies a number of salient challenges which are impacting IT service providers' efforts to effectively leverage the benefits of cloud-based digital transformation.

scholarly journals The Importance of Business Model Factors for Cloud Computing Adoption: Role of Previous Experiences

Organizacija ◽  
2017 ◽  
Vol 50 (3) ◽  
pp. 255-272 ◽  
Author(s):  
Kristina Bogataj Habjan ◽  
Andreja Pucihar
Keyword(s):  
Cloud Computing ◽  
Business Model ◽  
Business Models ◽  
Service Providers ◽  
Organizational Factors ◽  
Research Results ◽  
Computing Services ◽  
Cloud Computing Adoption ◽  
Cloud Computing Services ◽  
The Impact

Abstract Background and Purpose: Bringing several opportunities for more effective and efficient IT governance and service exploitation, cloud computing is expected to impact the European and global economies significantly. Market data show that despite many advantages and promised benefits the adoption of cloud computing is not as fast and widespread as foreseen. This situation shows the need for further exploration of the potentials of cloud computing and its implementation on the market. The purpose of this research was to identify individual business model factors with the highest impact on cloud computing adoption. In addition, the aim was to identify the differences in opinion regarding the importance of business model factors on cloud computing adoption according to companies’ previous experiences with cloud computing services. Methodology: Based on literature review, prior research results, and interviews with cloud computing providers and users, a research model was developed. Statistical analysis focused on identification of factors’ importance on cloud computing adoption and differences in opinions according to respondents’ previous experiences with cloud computing services. The study was done among 80 companies and five major cloud computing providers in Slovenia. Results: The research results reveal statistically significant differences in opinions on the importance of cloud computing business model factors according to respondents’ previous experiences with cloud computing services. The results can provide orientation for redesign or innovation of existing business models towards the creation of a customer-oriented business model for the more successful exploitation of cloud computing services and business opportunities. For potential users, the findings represent guidelines for the successful adoption of cloud computing services. Conclusions: In our research, the investigated business model factors could be classified into so-called “business model organizational factors”, as they primarily need to be considered by cloud service providers when defining or innovating their business models. For future research, the model should also include the impact of environmental factors, such as Competition, Business Partners, Legislation, Economic Situation, in order to investigate their impact on cloud adoption.

scholarly journals LinkAja Business Models Strategy Development Using BMC Approaches

2020 ◽  
Vol 4 (02) ◽  
pp. 46-59
Author(s):  
Novreyna Ludmilla Alda ◽  
Sari Wulandari
Keyword(s):  
Business Model ◽  
Business Models ◽  
Customer Relationships ◽  
Strategy Development ◽  
Mobile Payment ◽  
Electronic Money ◽  
Consulting Services ◽  
The Right ◽  
Key Resources ◽  
Structure Research

In the first quarter of 2019, there was an increase in the value and the volume transaction on electronic money transactions in Indonesia. The development of electronic money is directly proportional to the high competition of companies engaged in the field of mobile payment. LinkAja is a mobile payment application product that is representative of collaboration between Telkomsel and the number of State-Owned Enterprises (SOEs). One of the keys to success in facing competition is to develop continuously. Therefore, it is necessary to develop the right business model to determine the optimal strategy in developing the LinkAja application business. The objectives of this research are formulating and developing LinkAja business models strategy. This result of this study proposed business model in the form of improvement for each element of its business model including: elements (1) Customer segments: Adding target customers to e-marketplaces and e-commerce, (2) Customer relationships: Developing cooperation with LinkAja competitors, (3) Value Proposition: Developing customer consulting services by providing training for using the LinkAja application, (4) Key Activities: Developing collaboration with partners and competitors, (5) Key Partners: Collaborating with the competitors such as Gopay, OVO, FUND, etc., (6) Key Resources: Using digital budget information systems to facilitate transparency of company budgets, (7) Revenue streams: Upgrading fees for premium services, and (8) Cost Structure: Research costs.

Understanding Business Models on the Cloud

2018 ◽  
pp. 1141-1152
Author(s):  
Arash Najmaei
Keyword(s):  
Cloud Computing ◽  
Business Model ◽  
Business Models ◽  
Public And Private ◽  
Business Modelling ◽  
The Relationship ◽  
Technological Paradigms ◽  
Technological Model

The relationship between business models and cloud-based systems has not been explicitly discussed in the literature. In this paper I posit that the intersection between business models and cloud computing creates two distinctive technological paradigms: cloud computing as a business model which can be seen as the development of cloud computing driven business models' (hereafter CCBM) and cloud computing-enhanced or enabled business models which can be broadly thought of as improved business modelling with the help of cloud computing (hereafter BMCC). The former refers to a technological model or system that commercializes value solely created by cloud-based systems in public and private sectors whereas the latter refers to various ways that cloud-based systems are integrated into existing business models to enhance, improve or enable creation and commercialization of new value. An explicit acknowledgement of these two trajectories and their underling architecture are remarkably absent in the literature. This chapter addresses this deficiency.

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