Pub Date : 2024-03-26DOI: 10.1108/jgoss-04-2023-0024
Bernardo Nicoletti, Andrea Appolloni
Purpose The logistics industry has undergone a tremendous transformation. This transformation is necessary to cope with the fundamental changes in customer expectations and the need for digitalization imposed by the pandemic, changes in the socioeconomic world, and innovative technology solutions. This paper aims to present digital transformation as an integrated framework for transforming the operating model and applying advanced solutions to the ecosystem of a quintile logistics (5PL) company. 5PL operators are typically an ecosystem. Loosely coupled or self-organized entities that collaborate in a symbiotic relationship represent this ecosystem. They aim to jointly develop capabilities, create innovative services or solutions, share knowledge, facilitate transactions, and leverage network synergies in a logistics environment to provide optimized or novel customer- or partner-centric solutions (Lamberjohann and Otto, 2020). Design/methodology/approach Currently, there is no single definition of an integrated logistics operations model in 5PL practice, so the qualitative method used in this paper allows for investigation from an exploratory perspective. The paper follows a qualitative research methodology, collecting and analyzing data/facts through interviews and visits to subject matter experts, industry practitioners, and academic researchers, combined with an extensive review of academic publications, industry reports, and written and media content from established organizations in the marketplace. This paper follows a qualitative research methodology, as it is an inquiry rather than a statistical study. The qualitative method allows the study of the concepts of phenomena and definitions, their characteristics, and the defining features that serve as the basis (Berg, 2007). It emphasizes generalized interpretation and deeper understanding of concepts, which would be more difficult in quantitative, statistically based research. Fact-finding was conducted in two ways: in-depth interviews with experts from academia, information and communication technology organizations, and key players in the logistics industry; and academic publications, industry reports, and written and media content from established national and international organizations in the market. Findings The operations model introduced considers six aspects: persons, processes, platforms, partners, protection and preservation. A virtual team approach can support the personal side of the 5PL ecosystem’s digital transformation. Managing a 5PL ecosystem should be based on collaborative planning, forecasting, and replenishment methods (Parsa et al., 2020). A digital platform can support trust among the stakeholders in the ecosystem. A blockchain solution can powerfully support the 5PL ecosystem from partner relationships’ points of view. The implementation of a cybersecurity reference model is important for protection (Bandari, 2023). Reverse logistics and an integrated approach s
{"title":"Digital transformation in ecosystems: integrated operations model and its application to fifth-party logistics operators","authors":"Bernardo Nicoletti, Andrea Appolloni","doi":"10.1108/jgoss-04-2023-0024","DOIUrl":"https://doi.org/10.1108/jgoss-04-2023-0024","url":null,"abstract":"\u0000Purpose\u0000The logistics industry has undergone a tremendous transformation. This transformation is necessary to cope with the fundamental changes in customer expectations and the need for digitalization imposed by the pandemic, changes in the socioeconomic world, and innovative technology solutions. This paper aims to present digital transformation as an integrated framework for transforming the operating model and applying advanced solutions to the ecosystem of a quintile logistics (5PL) company. 5PL operators are typically an ecosystem. Loosely coupled or self-organized entities that collaborate in a symbiotic relationship represent this ecosystem. They aim to jointly develop capabilities, create innovative services or solutions, share knowledge, facilitate transactions, and leverage network synergies in a logistics environment to provide optimized or novel customer- or partner-centric solutions (Lamberjohann and Otto, 2020).\u0000\u0000\u0000Design/methodology/approach\u0000Currently, there is no single definition of an integrated logistics operations model in 5PL practice, so the qualitative method used in this paper allows for investigation from an exploratory perspective. The paper follows a qualitative research methodology, collecting and analyzing data/facts through interviews and visits to subject matter experts, industry practitioners, and academic researchers, combined with an extensive review of academic publications, industry reports, and written and media content from established organizations in the marketplace. This paper follows a qualitative research methodology, as it is an inquiry rather than a statistical study. The qualitative method allows the study of the concepts of phenomena and definitions, their characteristics, and the defining features that serve as the basis (Berg, 2007). It emphasizes generalized interpretation and deeper understanding of concepts, which would be more difficult in quantitative, statistically based research. Fact-finding was conducted in two ways: in-depth interviews with experts from academia, information and communication technology organizations, and key players in the logistics industry; and academic publications, industry reports, and written and media content from established national and international organizations in the market.\u0000\u0000\u0000Findings\u0000The operations model introduced considers six aspects: persons, processes, platforms, partners, protection and preservation. A virtual team approach can support the personal side of the 5PL ecosystem’s digital transformation. Managing a 5PL ecosystem should be based on collaborative planning, forecasting, and replenishment methods (Parsa et al., 2020). A digital platform can support trust among the stakeholders in the ecosystem. A blockchain solution can powerfully support the 5PL ecosystem from partner relationships’ points of view. The implementation of a cybersecurity reference model is important for protection (Bandari, 2023). Reverse logistics and an integrated approach s","PeriodicalId":43346,"journal":{"name":"Journal of Global Operations and Strategic Sourcing","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2024-03-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140209914","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Purpose The purpose of the study is to analyze and measure the impact of disruption in demand which causes the bullwhip effect. The bullwhip effect impacts the performance of firm. Just like everything else, covid has had an impact on the disruption of supply chain too leading to the need of measuring the bullwhip effect of select Indian sectors. The comparison on bullwhip effect is drawn in pre- and during covid era in major sectors. The study helps to understand, analyze and measure the impact of covid and its challenges to supply chain. Design/methodology/approach The empirical study is carried out on five major select Indian sectors which have the largest market capitalization in Indian economy, namely, FMCG (fast-moving consumer goods), automobile, utility, consumer durable and IT (information technology). The disruption in the supply chain is measured in terms of bullwhip effect. The novel metric ratio of bullwhip effect is computed which is based on demand–supply mismatch and analyzed based on 10 years of observations. The data is analyzed twice, first from 2011 to 2019 (pre-covid era) and second from 2019 to 2021 (during covid era). Each time, Bombay Stock Exchange (BSE) sectoral indices are used to compute the bullwhip ratio, and empirical data is collected using Prowess. The firms listed in BSE represent most of the sector. Such panel data helps us to analyze inter- and intraindustry bullwhip effect. The changes in the bullwhip effect for various BSE listed firms are analyzed pre- and during covid era. These changes are specifically studied at the manufacturer end of the supply chain. Later regression analysis is performed to study the changes required in production based on the demand. The various strategies that cause or mitigate the impact of covid in intraindustry can be derived from the study. The disruption in production is analyzed based on the disruption in demand and profit before interest and tax (PBIT). Findings In pre-covid era, the percentage of demand disruption was low in select sectors but not exactly zero. Covid caused the disruptions in supply chain across the globe which resulted in bullwhip effect in Indian sectors too. Yet some of the sectors were able to cope better with the situation as compared to others. In the present study, same is analyzed statistically, and results are derived for practical significance. Research limitations/implications The empirical data is having the observations of past 10 years to analyze the pattern of demand disruption in the firms and hence the sectors. The impact of covid is studied on performance, which is analyzed in terms of PBIT. The impact of other factors (political, social, marketing policies, etc.) that may cause disruption in the supply chain of a firm is not considered in the study. Originality/value Study is unique, as it measures disruption and provides a peerless way to study the inter- and intrasectors. To analyze the impact of bullwhip effect on sector performance
{"title":"The analysis of performance due to impact of bullwhip effect in Covid: select Indian sector perspective","authors":"Sachin Gupta, Sakshi Goel, Santosh Kumar, Gaurav Nagpal","doi":"10.1108/jgoss-06-2023-0062","DOIUrl":"https://doi.org/10.1108/jgoss-06-2023-0062","url":null,"abstract":"Purpose\u0000The purpose of the study is to analyze and measure the impact of disruption in demand which causes the bullwhip effect. The bullwhip effect impacts the performance of firm. Just like everything else, covid has had an impact on the disruption of supply chain too leading to the need of measuring the bullwhip effect of select Indian sectors. The comparison on bullwhip effect is drawn in pre- and during covid era in major sectors. The study helps to understand, analyze and measure the impact of covid and its challenges to supply chain.\u0000\u0000Design/methodology/approach\u0000The empirical study is carried out on five major select Indian sectors which have the largest market capitalization in Indian economy, namely, FMCG (fast-moving consumer goods), automobile, utility, consumer durable and IT (information technology). The disruption in the supply chain is measured in terms of bullwhip effect. The novel metric ratio of bullwhip effect is computed which is based on demand–supply mismatch and analyzed based on 10 years of observations. The data is analyzed twice, first from 2011 to 2019 (pre-covid era) and second from 2019 to 2021 (during covid era). Each time, Bombay Stock Exchange (BSE) sectoral indices are used to compute the bullwhip ratio, and empirical data is collected using Prowess. The firms listed in BSE represent most of the sector. Such panel data helps us to analyze inter- and intraindustry bullwhip effect. The changes in the bullwhip effect for various BSE listed firms are analyzed pre- and during covid era. These changes are specifically studied at the manufacturer end of the supply chain. Later regression analysis is performed to study the changes required in production based on the demand. The various strategies that cause or mitigate the impact of covid in intraindustry can be derived from the study. The disruption in production is analyzed based on the disruption in demand and profit before interest and tax (PBIT).\u0000\u0000Findings\u0000In pre-covid era, the percentage of demand disruption was low in select sectors but not exactly zero. Covid caused the disruptions in supply chain across the globe which resulted in bullwhip effect in Indian sectors too. Yet some of the sectors were able to cope better with the situation as compared to others. In the present study, same is analyzed statistically, and results are derived for practical significance.\u0000\u0000Research limitations/implications\u0000The empirical data is having the observations of past 10 years to analyze the pattern of demand disruption in the firms and hence the sectors. The impact of covid is studied on performance, which is analyzed in terms of PBIT. The impact of other factors (political, social, marketing policies, etc.) that may cause disruption in the supply chain of a firm is not considered in the study.\u0000\u0000Originality/value\u0000Study is unique, as it measures disruption and provides a peerless way to study the inter- and intrasectors. To analyze the impact of bullwhip effect on sector performance","PeriodicalId":43346,"journal":{"name":"Journal of Global Operations and Strategic Sourcing","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2024-03-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140218519","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Purpose This study aims to identify and prioritize the key practices and strategies for effective global sourcing and supply chain management (SCM). Design/methodology/approach The study uses a combination of Pareto analysis and multi-objective optimization based on ratio analysis research methodology to analyze and establish the relationships among the identified key practices and strategies. Pareto analysis enables organization to prioritize organizational efforts and resources by focusing on the most critical factors. Findings The study shows that the “eco-friendly sourcing strategy”, “lean manufacturing” and “tool cost analysis” are the top critical practices and strategy variables for global sourcing and SCM, whereas the “risk management”, “procurement strategy” and “leverage digital solutions” are the critical practices and strategy variables. Research limitations/implications The findings of this research can also assist organizations in making informed decisions to optimize their global sourcing and supply chain operations. Originality/value By using these methods, this research paper gives valuable insights into the critical practices and strategies that can enhance efficiency, mitigate risks and drive success in global sourcing and SCM. The subjects and elements this study identified will serve as a framework and suggestions for further theoretical investigation and real-world implementations.
{"title":"Practices and strategies for global sourcing and supply chain management: a Pareto analysis and MOORA a mixed method approach","authors":"Rohit Raj, Vimal Kumar, Ankesh Mittal, Priyanka Verma, K. Lai, Arpit Singh","doi":"10.1108/jgoss-06-2023-0064","DOIUrl":"https://doi.org/10.1108/jgoss-06-2023-0064","url":null,"abstract":"\u0000Purpose\u0000This study aims to identify and prioritize the key practices and strategies for effective global sourcing and supply chain management (SCM).\u0000\u0000\u0000Design/methodology/approach\u0000The study uses a combination of Pareto analysis and multi-objective optimization based on ratio analysis research methodology to analyze and establish the relationships among the identified key practices and strategies. Pareto analysis enables organization to prioritize organizational efforts and resources by focusing on the most critical factors.\u0000\u0000\u0000Findings\u0000The study shows that the “eco-friendly sourcing strategy”, “lean manufacturing” and “tool cost analysis” are the top critical practices and strategy variables for global sourcing and SCM, whereas the “risk management”, “procurement strategy” and “leverage digital solutions” are the critical practices and strategy variables.\u0000\u0000\u0000Research limitations/implications\u0000The findings of this research can also assist organizations in making informed decisions to optimize their global sourcing and supply chain operations.\u0000\u0000\u0000Originality/value\u0000By using these methods, this research paper gives valuable insights into the critical practices and strategies that can enhance efficiency, mitigate risks and drive success in global sourcing and SCM. The subjects and elements this study identified will serve as a framework and suggestions for further theoretical investigation and real-world implementations.\u0000","PeriodicalId":43346,"journal":{"name":"Journal of Global Operations and Strategic Sourcing","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2024-01-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139523138","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-12-21DOI: 10.1108/jgoss-06-2023-0052
Rahul Priyadarshi
Purpose The countryside population has always been depended on the revenues earned from agricultural yields. These yields often suffer losses in the absence of coordination guidelines in the post-yield supply chains (PYSC). This study aims to identify, address and mitigate the post-yield supply chain impediments (PYSCIs) that lead to enormous amounts of waste and revenue losses. These are the parameters that require government and stakeholders’ attention for alleviation from losses. Design/methodology/approach Structural equation modelling (SEM) was performed to categorise the identified PYSCIs as “standard measures”. The motive for SEM results is to attract the stakeholders’ attention toward PYSCIs for business sustainability. The PYSCIs were clustered into three “standard measures” (i.e. strategic, tactical and operational measures) for revenue generation and reduced fresh produce spoilage in the countryside. Findings The SEM results suggest that the focus should be on revising minimum support prices and government support for initiatives, subsidy schemes and incentives at the strategic level. Tactical initiatives focus on linking markets including exports, research and development, attitude towards certification, value addition process adoption and reduced number of stages in the supply chain. The operational initiatives are attitudes towards agriculture and entrepreneurship, transportation infrastructure, supply chain coordination, information visibility, scientific design for packaging and handling and storage space availability for both long and short term at the village level. Research limitations/implications This study was performed in India; thus, the research outcomes of this study are restricted to adaption into the developing sub-continents with sub-tropical climates. Practical implications The existing level of losses in the PYSC demands introspection and policy changes at the farm level. In the era of cold chains, the Internet of Things, and other advanced mechanisms, a few elementary parameters must be worked upon to reduce PYSC losses. These parameters were identified as impediments to PYSC, requiring public, government and stakeholders’ attention. There is an urgent need for guidelines to be issued to mitigate losses. SEM was performed to attract the public, government and stakeholders’ attention toward impediments to fresh produce spoilage, opportunity generation and business sustainability. Originality/value This study uses a novel SEM approach where the PYSCIs were identified and empirically validated in an Indian context. The SEM approach will help in effective decision-making. Similar studies to manage the PYSCIs to reduce fresh produce spoilage with standard measures have not been reported in the literature.
目的 农村人口一直依赖于农业产量带来的收入。由于产后供应链（PYSC）缺乏协调准则，这些收益往往会遭受损失。本研究旨在识别、解决和减少导致大量浪费和收入损失的产后供应链障碍（PYSCIs）。设计/方法/途径进行了结构方程建模 (SEM)，将确定的PYSCIs 归类为 "标准措施"。得出 SEM 结果的动机是吸引利益相关者关注PYSCIs，以促进企业的可持续发展。研究结果表明，在战略层面上，重点应放在修订最低支持价格和政府支持措施、补贴计划和激励措施上。战术举措的重点是连接市场（包括出口）、研发、对认证的态度、采用增值流程以及减少供应链中的环节。操作措施包括对农业和创业的态度、运输基础设施、供应链协调、信息可见度、包装和处理的科学设计以及村一级的长期和短期储存空间。在冷链、物联网和其他先进机制的时代，必须努力解决一些基本参数问题，以减少PYSC的损失。这些参数被认为是PYSC 的障碍，需要公众、政府和利益相关者的关注。迫切需要发布指导方针，以减少损失。本研究采用了一种新颖的 SEM 方法，在印度背景下确定了PYSCIs 并对其进行了实证验证。SEM 方法将有助于有效决策。文献中尚未报道过类似的研究，利用标准措施管理 "PYSCIs "以减少新鲜农产品变质。
{"title":"Observation of post-yield supply chain impediments for spoilage mitigation and revenue generation opportunities at countryside","authors":"Rahul Priyadarshi","doi":"10.1108/jgoss-06-2023-0052","DOIUrl":"https://doi.org/10.1108/jgoss-06-2023-0052","url":null,"abstract":"\u0000Purpose\u0000The countryside population has always been depended on the revenues earned from agricultural yields. These yields often suffer losses in the absence of coordination guidelines in the post-yield supply chains (PYSC). This study aims to identify, address and mitigate the post-yield supply chain impediments (PYSCIs) that lead to enormous amounts of waste and revenue losses. These are the parameters that require government and stakeholders’ attention for alleviation from losses.\u0000\u0000\u0000Design/methodology/approach\u0000Structural equation modelling (SEM) was performed to categorise the identified PYSCIs as “standard measures”. The motive for SEM results is to attract the stakeholders’ attention toward PYSCIs for business sustainability. The PYSCIs were clustered into three “standard measures” (i.e. strategic, tactical and operational measures) for revenue generation and reduced fresh produce spoilage in the countryside.\u0000\u0000\u0000Findings\u0000The SEM results suggest that the focus should be on revising minimum support prices and government support for initiatives, subsidy schemes and incentives at the strategic level. Tactical initiatives focus on linking markets including exports, research and development, attitude towards certification, value addition process adoption and reduced number of stages in the supply chain. The operational initiatives are attitudes towards agriculture and entrepreneurship, transportation infrastructure, supply chain coordination, information visibility, scientific design for packaging and handling and storage space availability for both long and short term at the village level.\u0000\u0000\u0000Research limitations/implications\u0000This study was performed in India; thus, the research outcomes of this study are restricted to adaption into the developing sub-continents with sub-tropical climates.\u0000\u0000\u0000Practical implications\u0000The existing level of losses in the PYSC demands introspection and policy changes at the farm level. In the era of cold chains, the Internet of Things, and other advanced mechanisms, a few elementary parameters must be worked upon to reduce PYSC losses. These parameters were identified as impediments to PYSC, requiring public, government and stakeholders’ attention. There is an urgent need for guidelines to be issued to mitigate losses. SEM was performed to attract the public, government and stakeholders’ attention toward impediments to fresh produce spoilage, opportunity generation and business sustainability.\u0000\u0000\u0000Originality/value\u0000This study uses a novel SEM approach where the PYSCIs were identified and empirically validated in an Indian context. The SEM approach will help in effective decision-making. Similar studies to manage the PYSCIs to reduce fresh produce spoilage with standard measures have not been reported in the literature.\u0000","PeriodicalId":43346,"journal":{"name":"Journal of Global Operations and Strategic Sourcing","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2023-12-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"138951990","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-12-15DOI: 10.1108/jgoss-03-2023-0017
Preeti Jain, Amit Kumar Gupta
Purpose As digital procurement continues to transform heavily as a value center and create new business models by linking businesses with a web of external partners, the full path to achieving such an all-encompassing thing is unknown. Thus, the study aims to explore the research gap through an exhaustive bibliometric and systematic literature review on the Digital procurement theme in the supply chain domain. Design/methodology/approach This study is a qualitative and quantitative analysis of this field, using performance analysis and science mapping to examine 583 articles published from 2002 to 2021. Findings A systematic literature review indicated core topics on “sustainable or green procurement” and “emerging landscape of technology” in the field of study. Research limitations/implications Though the Scopus database used for the analysis is the largest, it may not have complete coverage of all published articles in the field of study; thus, this study is a representation of only a sample rather than its entire population. Originality/value Outcome is based on the review of the past 20 years’ contribution on the topic starting from 2002 to 2021.
{"title":"Digital procurement towards new performance frontiers: a systematic literature review and future research fronts","authors":"Preeti Jain, Amit Kumar Gupta","doi":"10.1108/jgoss-03-2023-0017","DOIUrl":"https://doi.org/10.1108/jgoss-03-2023-0017","url":null,"abstract":"\u0000Purpose\u0000As digital procurement continues to transform heavily as a value center and create new business models by linking businesses with a web of external partners, the full path to achieving such an all-encompassing thing is unknown. Thus, the study aims to explore the research gap through an exhaustive bibliometric and systematic literature review on the Digital procurement theme in the supply chain domain.\u0000\u0000\u0000Design/methodology/approach\u0000This study is a qualitative and quantitative analysis of this field, using performance analysis and science mapping to examine 583 articles published from 2002 to 2021.\u0000\u0000\u0000Findings\u0000A systematic literature review indicated core topics on “sustainable or green procurement” and “emerging landscape of technology” in the field of study.\u0000\u0000\u0000Research limitations/implications\u0000Though the Scopus database used for the analysis is the largest, it may not have complete coverage of all published articles in the field of study; thus, this study is a representation of only a sample rather than its entire population.\u0000\u0000\u0000Originality/value\u0000Outcome is based on the review of the past 20 years’ contribution on the topic starting from 2002 to 2021.\u0000","PeriodicalId":43346,"journal":{"name":"Journal of Global Operations and Strategic Sourcing","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2023-12-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139000614","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-11-14DOI: 10.1108/jgoss-08-2022-0091
Tilbe Adsiz, Yucel Ozturkoglu
Purpose Recently, increasing costs and competitive pressure have accelerated the search for different business models in both the production and service sectors. The rapid development of technology has increased the importance of digitalization, especially in developing new and different strategies. The digital service business model has also become a new business model that companies have recently preferred. In addition to its many advantages, it is a business model in which different barriers arise in practice. When we look at the literature, there are very few studies, especially on digital servitization. The purpose of this study is to integrate the concept of digital servitization with the Industry 4.0 perspective. Design/methodology/approach To achieve this aim, first, the authors identify various challenges and barriers in front of digital servitization based on the Industry 4.0 perspective. Later, they determine the relative importance of these barriers critical to the success of digital servitization. Lastly, one multi-criteria decision-making method, the fuzzy decision-making trial and evaluation laboratory method, is used to analyze the cause-and-effect relationship between each barrier based on the Industry 4.0 perspective Findings Based on the results, the most crucial cause-and-effect barriers are insufficient infrastructure/lack of IT infrastructure and high implementation, respectively. Therefore, this study offers the reader the possible barriers to sustainable digital servitization with Industry 4.0 perspective implementations and comprehensive solutions for these barriers. In addition, this study draws a roadmap for disseminating digital service applications. Originality/value There is no study, to the best of the authors’ knowledge, about determining barriers and problems with merging digital servitization with the Industry 4.0 perspective. So, there is still a significant gap in the literature about investigating these two essential topics from the Industry 4.0 perspective.
{"title":"A conceptual framework for a new service model: digital servitization with an Industrial 4.0 perspective","authors":"Tilbe Adsiz, Yucel Ozturkoglu","doi":"10.1108/jgoss-08-2022-0091","DOIUrl":"https://doi.org/10.1108/jgoss-08-2022-0091","url":null,"abstract":"Purpose Recently, increasing costs and competitive pressure have accelerated the search for different business models in both the production and service sectors. The rapid development of technology has increased the importance of digitalization, especially in developing new and different strategies. The digital service business model has also become a new business model that companies have recently preferred. In addition to its many advantages, it is a business model in which different barriers arise in practice. When we look at the literature, there are very few studies, especially on digital servitization. The purpose of this study is to integrate the concept of digital servitization with the Industry 4.0 perspective. Design/methodology/approach To achieve this aim, first, the authors identify various challenges and barriers in front of digital servitization based on the Industry 4.0 perspective. Later, they determine the relative importance of these barriers critical to the success of digital servitization. Lastly, one multi-criteria decision-making method, the fuzzy decision-making trial and evaluation laboratory method, is used to analyze the cause-and-effect relationship between each barrier based on the Industry 4.0 perspective Findings Based on the results, the most crucial cause-and-effect barriers are insufficient infrastructure/lack of IT infrastructure and high implementation, respectively. Therefore, this study offers the reader the possible barriers to sustainable digital servitization with Industry 4.0 perspective implementations and comprehensive solutions for these barriers. In addition, this study draws a roadmap for disseminating digital service applications. Originality/value There is no study, to the best of the authors’ knowledge, about determining barriers and problems with merging digital servitization with the Industry 4.0 perspective. So, there is still a significant gap in the literature about investigating these two essential topics from the Industry 4.0 perspective.","PeriodicalId":43346,"journal":{"name":"Journal of Global Operations and Strategic Sourcing","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2023-11-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"134902655","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-11-01DOI: 10.1108/jgoss-12-2022-0122
Kuntal Bhattacharyya, Alfred L. Guiffrida, Milton Rene Soto-Ferrari, Paul Schikora
Purpose Untimely delivery of goods and services, especially in a post-COVID landscape, is a critical harbinger of end-to-end fulfillment. Existing literature in supplier delivery modeling is focused on penalizing suppliers for late deliveries built into a contractual transaction, which eventually erodes trust. As such, a holistic modeling technique focused on long-term relationship building is missing. This study aims to design a supplier evaluation model that analytically equates supplier delivery performance to cost realization while replicating a core attribute of successful supply chains – alignment, leading to long-term supplier relationships. Design/methodology/approach The supplier evaluation model designed in this paper uses delivery deviation as a unit of measure as opposed to delivery duration to enhance consistency with enterprise resource planning protocols. A one-sided modified Taguchi-type quality loss function (QLF) models delivery lateness to construct a multinomial probability penalty cost function for untimely delivery. Prescriptive analytics using simulation and optimization of the proposed mathematical model supports buyer–supplier alignment. Findings The supplier evaluation model designed herein not only optimizes likelihood parameters for early and late deliveries for competing suppliers to enhance total landed cost comparisons for on-shore, near-shore and off-shore suppliers but also allows for the creation of an efficient frontier toward supply base optimization. Research limitations/implications At a time of systemic disruptions such as the COVID pandemic, global supply chains are at risk of business continuity. Supplier evaluation models need to focus on long-term relationship modeling as opposed to short-term contractual penalty-based modeling to enhance business continuity. The model offered in this paper is grounded in alignment – a cornerstone of successful supply chain integration, and offers an interesting departure from traditional modeling techniques in this genre. Practical implications The results from this analytical approach offer flexibility to a supply manager toward building redundancies in the supply chain using an efficient frontier within the supply landscape, which also helps to manage disruption and maintain end-to-end fulfillment. Originality/value The model offered in this paper is grounded in alignment – a cornerstone of successful supply chain integration, and offers an interesting departure from traditional modeling techniques in this genre. The authors offer a rational solution by creating an evaluation model that uses penalty cost modeling as an internal quality measure to rate suppliers and uses the outcome as a yardstick for negotiations instead of imposing penalties within contracts.
{"title":"A multinomial modeling approach to assess supplier delivery performance for buyer-supplier alignment","authors":"Kuntal Bhattacharyya, Alfred L. Guiffrida, Milton Rene Soto-Ferrari, Paul Schikora","doi":"10.1108/jgoss-12-2022-0122","DOIUrl":"https://doi.org/10.1108/jgoss-12-2022-0122","url":null,"abstract":"Purpose Untimely delivery of goods and services, especially in a post-COVID landscape, is a critical harbinger of end-to-end fulfillment. Existing literature in supplier delivery modeling is focused on penalizing suppliers for late deliveries built into a contractual transaction, which eventually erodes trust. As such, a holistic modeling technique focused on long-term relationship building is missing. This study aims to design a supplier evaluation model that analytically equates supplier delivery performance to cost realization while replicating a core attribute of successful supply chains – alignment, leading to long-term supplier relationships. Design/methodology/approach The supplier evaluation model designed in this paper uses delivery deviation as a unit of measure as opposed to delivery duration to enhance consistency with enterprise resource planning protocols. A one-sided modified Taguchi-type quality loss function (QLF) models delivery lateness to construct a multinomial probability penalty cost function for untimely delivery. Prescriptive analytics using simulation and optimization of the proposed mathematical model supports buyer–supplier alignment. Findings The supplier evaluation model designed herein not only optimizes likelihood parameters for early and late deliveries for competing suppliers to enhance total landed cost comparisons for on-shore, near-shore and off-shore suppliers but also allows for the creation of an efficient frontier toward supply base optimization. Research limitations/implications At a time of systemic disruptions such as the COVID pandemic, global supply chains are at risk of business continuity. Supplier evaluation models need to focus on long-term relationship modeling as opposed to short-term contractual penalty-based modeling to enhance business continuity. The model offered in this paper is grounded in alignment – a cornerstone of successful supply chain integration, and offers an interesting departure from traditional modeling techniques in this genre. Practical implications The results from this analytical approach offer flexibility to a supply manager toward building redundancies in the supply chain using an efficient frontier within the supply landscape, which also helps to manage disruption and maintain end-to-end fulfillment. Originality/value The model offered in this paper is grounded in alignment – a cornerstone of successful supply chain integration, and offers an interesting departure from traditional modeling techniques in this genre. The authors offer a rational solution by creating an evaluation model that uses penalty cost modeling as an internal quality measure to rate suppliers and uses the outcome as a yardstick for negotiations instead of imposing penalties within contracts.","PeriodicalId":43346,"journal":{"name":"Journal of Global Operations and Strategic Sourcing","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2023-11-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135166800","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Purpose This paper aims to investigate the firm performance of micro, small and medium enterprises (MSMEs) by using artificial intelligence-based supply chain resilience strategies. A theoretical framework shows the relationship between artificial intelligence, supply chain resilience strategy and firm performance. Design/methodology/approach A questionnaire is developed to survey the MSMEs of India. A sample size of 307 is considered for the survey. The employees working in MSMEs are targeted responses. The conceptual model developed is tested empirically. Findings The study found that eight hypotheses were accepted and two were rejected. There are five mediating variables in the current study. Artificial intelligence, the independent variable, positively affects all five mediators. Then, according to the survey and analysis of the final 307 responses from MSMEs, the mediating variables significantly impact the dependent variable, firm performance. Research limitations/implications This study is limited to emerging markets only. Also this study used only cross sectional data collection methods. Practical implications This study is essential for supply chain managers and top management willing to adopt the latest technology in their organisation or firmfor a better efficient supply chain process. Originality/value This study investigated artificial intelligence-based supply chain resilience for improving firm performance in emerging countries like India. This study tried to fill the research gap in artificial intelligence and supply chain resilience.
{"title":"Artificial intelligence-based supply chain resilience for improving firm performance in emerging markets","authors":"Subhodeep Mukherjee, Manish Mohan Baral, Ramji Nagariya, Venkataiah Chittipaka, Surya Kant Pal","doi":"10.1108/jgoss-06-2022-0049","DOIUrl":"https://doi.org/10.1108/jgoss-06-2022-0049","url":null,"abstract":"Purpose This paper aims to investigate the firm performance of micro, small and medium enterprises (MSMEs) by using artificial intelligence-based supply chain resilience strategies. A theoretical framework shows the relationship between artificial intelligence, supply chain resilience strategy and firm performance. Design/methodology/approach A questionnaire is developed to survey the MSMEs of India. A sample size of 307 is considered for the survey. The employees working in MSMEs are targeted responses. The conceptual model developed is tested empirically. Findings The study found that eight hypotheses were accepted and two were rejected. There are five mediating variables in the current study. Artificial intelligence, the independent variable, positively affects all five mediators. Then, according to the survey and analysis of the final 307 responses from MSMEs, the mediating variables significantly impact the dependent variable, firm performance. Research limitations/implications This study is limited to emerging markets only. Also this study used only cross sectional data collection methods. Practical implications This study is essential for supply chain managers and top management willing to adopt the latest technology in their organisation or firmfor a better efficient supply chain process. Originality/value This study investigated artificial intelligence-based supply chain resilience for improving firm performance in emerging countries like India. This study tried to fill the research gap in artificial intelligence and supply chain resilience.","PeriodicalId":43346,"journal":{"name":"Journal of Global Operations and Strategic Sourcing","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2023-10-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"136078590","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-09-06DOI: 10.1108/jgoss-06-2022-0070
S. Parhi, Shashank Kumar, Kanchan Joshi, M. Akarte, Rakesh D. Raut, B. Narkhede
Purpose The advent of Internet of Things, cloud computing and advanced computing has endowed smart manufacturing environments with resilience, reconfigurability and intelligence, resulting in the emergence of novel capabilities. These capabilities have significantly reshaped the manufacturing ecosystem, enabling it to effectively navigate uncertainties. The purpose of this study is to assess the operational transformations resulting from the implementation of smart manufacturing, which distinguish it from conventional systems. Design/methodology/approach A list of qualitative and quantitative smart manufacturing performance metrics (SMPMs) are initially suggested and categorized into strategic, tactical and operational levels. The SMPMs resemble the capabilities of smart manufacturing systems to manage disruptions due to uncertainties. Then, industry and academia experts validate the SMPMs through the utilization of the Delphi method, enabling the ranking of the SMPMs. Findings The proposition of the SMPMs serves as a metric to assess the digital transformation capabilities of smart manufacturing systems. In addition, the ranking of the proposed SMPMs shows a degree of relevance of the measures in smart manufacturing deployment and managing the disruptions caused due to the COVID-19 pandemic Research limitations/implications The findings benefit managers, consultants, policymakers and researchers in making appropriate decisions for deploying and operationalizing smart manufacturing systems by focusing on critical SMPMs. Originality/value The research provides a metric to assess the operational transformations during the deployment of smart manufacturing systems. Also, it states the role of the metric in managing the potential disruptions that can alter the performance of the business due to the COVID-19 pandemic.
{"title":"Evaluation of operational transformations for smart manufacturing systems","authors":"S. Parhi, Shashank Kumar, Kanchan Joshi, M. Akarte, Rakesh D. Raut, B. Narkhede","doi":"10.1108/jgoss-06-2022-0070","DOIUrl":"https://doi.org/10.1108/jgoss-06-2022-0070","url":null,"abstract":"\u0000Purpose\u0000The advent of Internet of Things, cloud computing and advanced computing has endowed smart manufacturing environments with resilience, reconfigurability and intelligence, resulting in the emergence of novel capabilities. These capabilities have significantly reshaped the manufacturing ecosystem, enabling it to effectively navigate uncertainties. The purpose of this study is to assess the operational transformations resulting from the implementation of smart manufacturing, which distinguish it from conventional systems.\u0000\u0000\u0000Design/methodology/approach\u0000A list of qualitative and quantitative smart manufacturing performance metrics (SMPMs) are initially suggested and categorized into strategic, tactical and operational levels. The SMPMs resemble the capabilities of smart manufacturing systems to manage disruptions due to uncertainties. Then, industry and academia experts validate the SMPMs through the utilization of the Delphi method, enabling the ranking of the SMPMs.\u0000\u0000\u0000Findings\u0000The proposition of the SMPMs serves as a metric to assess the digital transformation capabilities of smart manufacturing systems. In addition, the ranking of the proposed SMPMs shows a degree of relevance of the measures in smart manufacturing deployment and managing the disruptions caused due to the COVID-19 pandemic\u0000\u0000\u0000Research limitations/implications\u0000The findings benefit managers, consultants, policymakers and researchers in making appropriate decisions for deploying and operationalizing smart manufacturing systems by focusing on critical SMPMs.\u0000\u0000\u0000Originality/value\u0000The research provides a metric to assess the operational transformations during the deployment of smart manufacturing systems. Also, it states the role of the metric in managing the potential disruptions that can alter the performance of the business due to the COVID-19 pandemic.\u0000","PeriodicalId":43346,"journal":{"name":"Journal of Global Operations and Strategic Sourcing","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2023-09-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41870236","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-08-22DOI: 10.1108/jgoss-11-2022-0114
Ulrich Schmelzle, Daniel A. Pellathy, Wendy L. Tate, Junhong Min
Purpose Organizations increasingly manage innovation projects jointly with suppliers to use external resources to fill internal competencies. However, little is known about the practices of how companies configure internal and external resources to enhance competitiveness. Drawing on resource orchestration theory, this study aims to propose a novel approach to explain organizational performance using purchasing orchestration (PO) as an antecedent. The paper then tests an empirical model to assess the impact of PO practices on innovation and financial performance. Design/methodology/approach Cross-sectional survey data from 247 supply chain managers are used to test hypotheses relating PO to performance. SPSS PROCESS is applied to test conditional direct and indirect effects. Findings The positive impact of PO practices on innovation and financial performance is confirmed. Results indicate an organization’s entrepreneurial orientation (EO) can strengthen the positive relationship between PO and financial performance. Structuring, bundling and leveraging external resources are introduced as new organizational capabilities. Research limitations/implications This research is based on cross-sectional data, and unidimensional constructs are used. Practical implications This research guides managers on the innovation process in light of the growing importance of external resources. The manuscript highlights the role of strategic purchasing in establishing new resource capabilities as a competitive advantage. Originality/value This research provides new insights into the relationship between purchasing practices and organizational performance and helps better understand the implications of orchestrating supply chain resources. A novel construct, PO, is introduced as a theoretical basis for studying supply chain-enabled innovation.
{"title":"The conductor matters: the impact of purchasing orchestration on organizational performance","authors":"Ulrich Schmelzle, Daniel A. Pellathy, Wendy L. Tate, Junhong Min","doi":"10.1108/jgoss-11-2022-0114","DOIUrl":"https://doi.org/10.1108/jgoss-11-2022-0114","url":null,"abstract":"\u0000Purpose\u0000Organizations increasingly manage innovation projects jointly with suppliers to use external resources to fill internal competencies. However, little is known about the practices of how companies configure internal and external resources to enhance competitiveness. Drawing on resource orchestration theory, this study aims to propose a novel approach to explain organizational performance using purchasing orchestration (PO) as an antecedent. The paper then tests an empirical model to assess the impact of PO practices on innovation and financial performance.\u0000\u0000\u0000Design/methodology/approach\u0000Cross-sectional survey data from 247 supply chain managers are used to test hypotheses relating PO to performance. SPSS PROCESS is applied to test conditional direct and indirect effects.\u0000\u0000\u0000Findings\u0000The positive impact of PO practices on innovation and financial performance is confirmed. Results indicate an organization’s entrepreneurial orientation (EO) can strengthen the positive relationship between PO and financial performance. Structuring, bundling and leveraging external resources are introduced as new organizational capabilities.\u0000\u0000\u0000Research limitations/implications\u0000This research is based on cross-sectional data, and unidimensional constructs are used.\u0000\u0000\u0000Practical implications\u0000This research guides managers on the innovation process in light of the growing importance of external resources. The manuscript highlights the role of strategic purchasing in establishing new resource capabilities as a competitive advantage.\u0000\u0000\u0000Originality/value\u0000This research provides new insights into the relationship between purchasing practices and organizational performance and helps better understand the implications of orchestrating supply chain resources. A novel construct, PO, is introduced as a theoretical basis for studying supply chain-enabled innovation.\u0000","PeriodicalId":43346,"journal":{"name":"Journal of Global Operations and Strategic Sourcing","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2023-08-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48831895","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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