scholarly journals Practice-Based Learning as Lever for Successfully Adapting Supply Chain 4.0 Technology: Foreground People

2020 ◽  
Author(s):  
Henning de Haas ◽  
John Bang Mathiasen
Keyword(s):  
Decision Making ◽  
Supply Chain ◽  
Supply Chains ◽  
Learning Organization ◽  
Customer Value ◽  
Business Models ◽  
Research Question ◽  
Operational Efficiency ◽  
The Way

SCM 4.0 is expected to lead to increased automation and transparency throughout the supply chain; thus, opportunities for operational efficiency and digital enabled business models [1], [2]. However, the SCM 4.0 impacts the decision-making towards higher complexity [3]. Technology-wise many companies have adapted SCM 4.0. This paper claims that organizational and leadership matters have not yet gone through similar transition; Actually, we can neither see any changes in the way companies organize supply chains nor in how they facilitate practice-based learning of employees and leaders. With SCM 4.0 technologies, an effective supply chain is not just a question of transforming components to finished goods. Rather, the contemporary SCM organizations need a strong transdisciplinary practice-based learning agenda to be able to deliver customer value [4], [5]. With the purpose of understanding transdisciplinary levers for practice-based learning in SCM, the study builds on two cases of implementation of SCM 4.0 technologies, exploring how the case companies have managed the transformation from a classic 2.0 to a 4.0 practice-based learning organization. The research question guiding the study is: to what extent can practise-based learning be a lever for adapting SCM 4.0?

Green sourcing in the era of industry 4.0: towards green and digitalized competitive advantages

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Alireza Fallahpour ◽  
Morteza Yazdani ◽  
Ahmed Mohammed ◽  
Kuan Yew Wong
Keyword(s):  
Decision Making ◽  
Supply Chain ◽  
Supply Chain Management ◽  
Industry 4.0 ◽  
Supplier Selection ◽  
Research Work ◽  
Operational Efficiency ◽  
Chain Management ◽  
Content Type ◽  
The Way

PurposeIn the last decade, sustainable sourcing decision has gained tremendous attention due to the increasing governmental restrictions and public attentiveness. This decision involves diverse sets of classical and environmental parameters, which are originated from a complex, ambiguous and inconsistent decision-making environment. Arguably, supply chain management is fronting the next industrial revolution, which is named industry 4.0, due to the fast advance of digitalization. Considering the latter's rapid growth, current supplier selection models are, or it will, inefficient to assign the level of priority of each supplier among a set of suppliers, and therefore, more advanced models merging “recipes” of sustainability and industry 4.0 ingenuities are required. Yet, no research work found towards a digitalized, along with sustainability's target, sourcing.Design/methodology/approachA new framework for green and digitalized sourcing is developed. Thereafter, a hybrid decision-making approach is developed that utilizes (1) fuzzy preference programming (FPP) to decide the importance of one supplier attribute over another and (2) multi-objective optimization on the basis of ratio analysis (MOORA) to prioritize suppliers based on fuzzy performance rating. The proposed approach is implemented in consultation with the procurement department of a food processing company willing to develop a greener supply chain in the era of industry 4.0.FindingsThe proposed approach is capable to recognize the most important evaluation criteria, explain the ambiguity of experts' expressions and having better discrimination power to assess suppliers on operational efficiency and environmental and digitalization criteria, and henceforth enhances the quality of the sourcing process. Sensitivity analysis is performed to help managers for model approval. Moreover, this work presents the first attempt towards green and digitalized supplier selection. It paves the way towards further development in the modelling and optimization of sourcing in the era of industry 4.0.Originality/valueCompetitive supply chain management needs efficient purchasing and production activities since they represent its core, and this arises the necessity for a strategic adaptation and alignment with the requirement of industry 4.0. The latter implies alterations in the avenue firms operate and shape their activities and processes. In the context of supplier selection, this would involve the way supplier assessed and selected. This work is originally initiated based on a joint collaboration with a food company. A hybrid decision-making approach is proposed to evaluate and select suppliers considering operational efficiency, environmental criteria and digitalization initiatives towards digitalized and green supplier selection (DG-SS). To this end, supply chain management in the era of sustainability and digitalization are discussed.

A BUSINESS MODEL ANALYSIS FOR THE SUPPLY CHAIN CONVERGENT OF SERVICES

2009 ◽  
Vol 06 (01) ◽  
pp. 97-116 ◽  
Author(s):  
MYUNG-HWAN RIM ◽  
HYUN-SOO HAN ◽  
YEONG-WHA SAWNG
Keyword(s):  
Supply Chain ◽  
Supply Chains ◽  
Business Model ◽  
Customer Value ◽  
Business Models ◽  
Business Strategies ◽  
Industry Convergence ◽  
Digital Convergence ◽  
Business Application ◽  
Managerial Implications

In this paper, we explore the merging of supply chains between media and telecommunications as an example of business application of industry convergence. The goal of this study is to provide managerial insight into the various facets of convergence of supply chains so that companies can effectively exploit business opportunities presented by the accelerating process of digital convergence and related technological innovations. In this study, the focus is set on business models, rather than business strategies as such, since digital convergence is an emerging sector that deserves independent attention as a new business concept. We formulated a series of propositions, related to customer value, value network, and supply chain efficiency, using frameworks borrowed from the existing business model literature and value creation theories for Internet business. Managerial implications are discussed and applied to DMB (Digital Multimedia Broadcasting), a new telecom-broadcasting convergence business model, recently introduced in South Korea.

Post COVID-19 Potentials and Innovation: The Future Supply Chain

2020 ◽  
Vol 11 (SPL1) ◽  
pp. 1054-1057
Author(s):  
Bindu Swetha Pasuluri ◽  
Anuradha S G ◽  
Manga J ◽  
Deepak Karanam
Keyword(s):  
Mental Health ◽  
Decision Making ◽  
Supply Chain ◽  
Supply Chains ◽  
World Health Organization ◽  
World Wide ◽  
World Health ◽  
Future Supply ◽  
Entire World ◽  
Health Organization

An unanticipated outburst of pneumonia of inexperienced in Wuhan, , China stated in December 2019. World health organization has recognized pathogen and termed it COVID-19. COVID-19 turned out to be a severe urgency in the entire world. The influence of this viral syndrome is now an intensifying concern. Covid-19 has changed our mutual calculus of ambiguity. It is more world-wide in possibility, more deeply , and much more difficult than any catastrophe that countries and organizations have ever faced. The next normal requires challenging ambiguity head-on and building it into decision-making. It is examined that every entity involved in running supply chains would require through major as employee, product, facility protocols, and transport would have to be in place. It is an urgent need of structuring to apply the lessons well-read for our supply chain setup. With higher managers now being aware of the intrinsic hazards in their supply chain, key and suggestions-recommendations will help to guide leader to commit to a newly planned, more consistent supply chain setup. Besides, the employees’ mental health is also a great concern.

scholarly journals Joint Innovation Investment and Pricing Decisions in Retail Supply Chains with Customer Value

2021 ◽  
Vol 13 (3) ◽  
pp. 1309
Author(s):  
Jiali Qu ◽  
Benyong Hu ◽  
Chao Meng
Keyword(s):  
Supply Chain ◽  
Cooperative Game ◽  
Customer Value ◽  
Business Models ◽  
Value Added ◽  
Revenue Sharing ◽  
Nash Bargaining ◽  
Product Price ◽  
Pricing Decisions ◽  
Game Equilibrium

In the retail industry, customer value has become the key to maintaining competitive advantages. In the era of new retail, customer value is not only affected by the product price, but it is also closely related to innovations, such as value-added services and unique business models. In this paper, we study the joint innovation investment and pricing decisions in a retailer–supplier supply chain based on revenue sharing contracts and customer value. We first find that, in the non-cooperative game, equilibrium only exists in the supplier Stackelberg game. However, revenue sharing contracts cannot coordinate the supply chain in the non-cooperative game. By considering supply chain members’ bargaining power, we find that there exists a unique equilibrium for the Nash bargaining product. In addition, revenue sharing contracts can coordinate the supply chain and achieve the optimal consumer surplus. When the supply chain is coordinated, supply chain profit is allocated to the supply chain members based on their bargaining powers.

scholarly journals Supply Chain Management Open Innovation: Virtual Integration in the Network Logistics System

2021 ◽  
Vol 7 (1) ◽  
pp. 54
Author(s):  
Vladimir Shcherbakov ◽  
Galina Silkina
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Supply Chains ◽  
System Integration ◽  
Business Models ◽  
Industrial Revolution ◽  
Linear Models ◽  
Logistics System ◽  
Chain Management ◽  
Economic Relations

The customer-oriented approach is actively developing within the global trend of the modern industrial revolution that is Industry 4.0. The focus on customer interests has led to cooperation and integration in supply chains, improving their efficiency and increasing transparency, awareness, and trust. However, an issue emerging in this scenario is that conventional supply chain management (SCM) procedures are unable to identify the potential proposal for a particular user. Modern businesses need to build integrated supply chains, which require well-developed infrastructure and easily available complementary services, relying on logistics as a networking technology. Supply chains of this generation grow from traditional individual desynchronized economic relations (linear models with some feedback and the simplest network configurations) to scalable, adaptable, harmonized partner networks. The logistics potential allows additional income by reducing the total costs of participants in the network, thus increasing the competitiveness of companies; this can be implemented based on new models of interaction in the current digital environment through, firstly, system integration. Our goal consists of identifying the essential characteristics of system integration and substantiating the methods for its implementation in the digital economy. The study is based on the analysis of global best practices, considering the reports from leading consulting companies and competent analytical agencies. We have confirmed that the role of a virtual system integrator of supply chains belongs to logistics platforms; the effects of a transition to platform business models are discussed in detail.

scholarly journals Chain Reaction

2018 ◽  
Vol 140 (10) ◽  
pp. 30-35 ◽  
Author(s):  
Alan S. Brown
Keyword(s):  
Supply Chain ◽  
Additive Manufacturing ◽  
Supply Chains ◽  
Medical Devices ◽  
Business Models ◽  
Rolling Stock ◽  
Industrial Equipment ◽  
Special Report ◽  
Chain Reaction ◽  
The U.S

For 30 years, additive manufacturing has made all sorts of promises. Yet machines remained slow, materials expensive, and printers too inconsistent for critical parts. And additive was costly. Today, however, the technology is turning that past on its head. While additive manufacturing is usually the most expensive way to make any part, it makes economic sense for supply chains. Which is why manufacturers of everything from aircraft and rolling stock to appliances, industrial equipment, and medical devices are looking at 3-D supply chain solutions—as are the U.S. Marines and UPS. This special report looks at how additive manufacturing is disrupting business models and transforming supply chains.

Information Fake in Supply Chains

2011 ◽  
Vol 267 ◽  
pp. 958-962
Author(s):  
Jiang Hong
Keyword(s):  
Decision Making ◽  
Supply Chain ◽  
Supply Chains ◽  
Information Management ◽  
Stable Distribution ◽  
Risk Attitude ◽  
Risk Averse ◽  
Stable States ◽  
Stochastically Stable

In this paper, we set risk attitude into decision making research for the supply chain manage. We focus on the information management. We discuss the stable states and the stochastically stable distribution for the fake game in the supply chain. We find there always exist information fake behaviors of low-yield suppliers. And, the less risk averse suppliers are, the more information fake they use.

E-Procurement Systems as Tools for the Development of Supply Chains

2012 ◽  
pp. 1703-1723
Author(s):  
Cuauhtémoc Sánchez-Ramírez ◽  
Giner Alor-Hernandez ◽  
Guillermo Cortes-Robles ◽  
Jorge Luis García-Alcaráz ◽  
Alejandro Rodríguez-González
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Supply Chains ◽  
Competitive Advantage ◽  
Business Models ◽  
Customer Requirements ◽  
Chain Management ◽  
Customer Services ◽  
Procurement System

The Supply Chain Management is a strategy that has allowed the organizations that have established in their business models a competitive advantage. The supply chain is a network of elements, where different key process such as: procurement, manufacturing, distribution, inventory, customer services, and information should be managed and controlled to meet customer requirements. To achieve this goal, different tools have been developed to help to the key processes of the supply chain; one of these tools is the e-procurement system, which helps an organization to control the interactions with the most crucial suppliers.

E-procurement Systems as Tools for the Development of Supply Chains

2013 ◽  
pp. 239-260
Author(s):  
Cuauhtémoc Sánchez-Ramírez ◽  
Giner Alor-Hernandez ◽  
Guillermo Cortes-Robles ◽  
Jorge Luis García-Alcaráz ◽  
Alejandro Rodríguez-González
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Supply Chains ◽  
Competitive Advantage ◽  
Business Models ◽  
Customer Requirements ◽  
Chain Management ◽  
Customer Services ◽  
Procurement System

The Supply Chain Management is a strategy that has allowed the organizations that have established in their business models a competitive advantage. The supply chain is a network of elements, where different key process such as: procurement, manufacturing, distribution, inventory, customer services, and information should be managed and controlled to meet customer requirements. To achieve this goal, different tools have been developed to help to the key processes of the supply chain; one of these tools is the e-procurement system, which helps an organization to control the interactions with the most crucial suppliers.

scholarly journals A Strategic Location Decision-Making Approach for Multi-Tier Supply Chain Sustainability

2020 ◽  
Vol 12 (20) ◽  
pp. 8340
Author(s):  
Petchprakai Sirilertsuwan ◽  
Sébastien Thomassey ◽  
Xianyi Zeng
Keyword(s):  
Decision Making ◽  
Supply Chain ◽  
Supply Chains ◽  
Low Cost ◽  
Location Decisions ◽  
Activity Based Costing ◽  
Bottom Line ◽  
Clean Manufacturing ◽  
Potential Risks

Few studies on supply location decisions focus on enhancing triple bottom line (TBL) sustainability in supply chains; they rarely employ objective quantifiable measurements which help ensure consistent and transparent decisions or reveal relationships between business and environmental trade-off criteria. Therefore, we propose a decision-making approach for objectively selecting multi-tier supply locations based on cost and carbon dioxide equivalents (CO2e) from manufacturing, logistics, and sustainability-assurance activities, including certificate implementation, sample-checking, living wage and social security payments, and factory visits. Existing studies and practices, logic models, activity-based costing, and feedback from an application and experts help develop the approach. The approach helps users in location decisions and long-term supply chain planning by revealing relationships among factors, TBL sustainability, and potential risks. This approach also helps users evaluate whether supplier prices are too low to create environmental and social compliance. Its application demonstrates potential and flexibility in revealing both lowest- and optimized-cost and CO2e supply chains, under various contexts and constraints, for different markets. Very low cost/CO2e supply chains have proximity between supply chain stages and clean manufacturing energy. Considering sustainability-assurance activities differentiates our approach from existing studies, as the activities significantly impact supply chain cost and CO2e in low manufacturing unit scenarios.

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