Pub Date : 2024-11-13DOI: 10.1016/j.pursup.2024.100973
Ying Yang, Frank Wiengarten, Jas Kalra
{"title":"Improving supplier diversity and inclusion in supply chains","authors":"Ying Yang, Frank Wiengarten, Jas Kalra","doi":"10.1016/j.pursup.2024.100973","DOIUrl":"10.1016/j.pursup.2024.100973","url":null,"abstract":"","PeriodicalId":47950,"journal":{"name":"Journal of Purchasing and Supply Management","volume":"30 5","pages":"Article 100973"},"PeriodicalIF":6.8,"publicationDate":"2024-11-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142720478","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-08-23DOI: 10.1016/j.pursup.2024.100957
Remko van Hoek , Antoine Bagot , Shannon Sexton
Supplier diversity programs are a concrete way for companies to act out Environment, Social and Governance (ESG) commitments and strategies. Literature however suggests that commitment to supplier diversity programs from buyers, suppliers and stakeholders in the business can be less than wholehearted. The scoping of supplier diversity programs can also be narrow and somewhat binary, only partially reflecting the multi-faceted nature of diversity. This paper contributes to this special issue a study of three supplier diversity programs and shares perspectives of supplier diversity leaders in the case companies studied. We find opportunities for companies to move from a focus on D&I compliance, towards a focus on competitive advantage and ESG impact. We suggest approaches for scoping and designing supplier diversity programs that more closely mirror the complexity of diversity and suggest expanded buying criteria. Finally, we contribute future research pathways and managerial suggestions.
{"title":"From checking the box to driving impact – Perspectives on how to develop a supplier diversity program that is less narrowly scoped and more wholeheartedly adopted","authors":"Remko van Hoek , Antoine Bagot , Shannon Sexton","doi":"10.1016/j.pursup.2024.100957","DOIUrl":"10.1016/j.pursup.2024.100957","url":null,"abstract":"<div><div>Supplier diversity programs are a concrete way for companies to act out Environment, Social and Governance (ESG) commitments and strategies. Literature however suggests that commitment to supplier diversity programs from buyers, suppliers and stakeholders in the business can be less than wholehearted. The scoping of supplier diversity programs can also be narrow and somewhat binary, only partially reflecting the multi-faceted nature of diversity. This paper contributes to this special issue a study of three supplier diversity programs and shares perspectives of supplier diversity leaders in the case companies studied. We find opportunities for companies to move from a focus on D&I compliance, towards a focus on competitive advantage and ESG impact. We suggest approaches for scoping and designing supplier diversity programs that more closely mirror the complexity of diversity and suggest expanded buying criteria. Finally, we contribute future research pathways and managerial suggestions.</div></div>","PeriodicalId":47950,"journal":{"name":"Journal of Purchasing and Supply Management","volume":"30 5","pages":"Article 100957"},"PeriodicalIF":6.8,"publicationDate":"2024-08-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142180545","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-08-06DOI: 10.1016/j.pursup.2024.100956
Artur Swierczek
Logistics service providers (LSPs) can have a profound impact on other companies operating in supply chains. To investigate the role of LSP, we propose and develop the concept of brokered LSP learning (i.e., supply chain learning run by the LSP) as exploitation and exploration practices imposed by the single actor to run organizational learning among supply chain actors. The research examines how supply chain learning run by the LSP affects self-organization of the buyer-supplier dyad and triadic relational performance. Our results provide insight into whether LSP-brokered learning alone is sufficient to improve triadic relational performance. The study shows that LSP-brokered learning, supported by decentralized technologies, has a positive effect on buyer-supplier self-organization. As a resulting effect, the study also operationalizes triadic relational performance composed of the joint impact of relational performances produced by three dyads in the logistics service triads, which can be improved by buyer-supplier self-organization.
{"title":"Establishing buyer-supplier self-organization through LSP brokered learning and information technologies: The effects on relational performance in logistic service triads","authors":"Artur Swierczek","doi":"10.1016/j.pursup.2024.100956","DOIUrl":"https://doi.org/10.1016/j.pursup.2024.100956","url":null,"abstract":"Logistics service providers (LSPs) can have a profound impact on other companies operating in supply chains. To investigate the role of LSP, we propose and develop the concept of brokered LSP learning (i.e., supply chain learning run by the LSP) as exploitation and exploration practices imposed by the single actor to run organizational learning among supply chain actors. The research examines how supply chain learning run by the LSP affects self-organization of the buyer-supplier dyad and triadic relational performance. Our results provide insight into whether LSP-brokered learning alone is sufficient to improve triadic relational performance. The study shows that LSP-brokered learning, supported by decentralized technologies, has a positive effect on buyer-supplier self-organization. As a resulting effect, the study also operationalizes triadic relational performance composed of the joint impact of relational performances produced by three dyads in the logistics service triads, which can be improved by buyer-supplier self-organization.","PeriodicalId":47950,"journal":{"name":"Journal of Purchasing and Supply Management","volume":"12 1","pages":""},"PeriodicalIF":6.1,"publicationDate":"2024-08-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142180533","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-08-06DOI: 10.1016/j.pursup.2024.100955
Ernst Johannes Prosman, Nizar Abdelkafi, Verónica León-Bravo
Third-party loop operators play an important role in the circular economy (CE) by closing the resource loops for other firms. These third-party loop operators face a key business model decision: whether to perform CE activities in-house or externally. We adopt the activity-based view (ABV) as a theoretical lens to divide the CE into five activities: collection, sorting, pre-processing, transformation, and integration. By analysing 79 third-party loop operators using Qualitative Comparative Analysis (QCA), we found that these activities are performed in two bundles. When third-party loop operators perform the collection activity in-house, they are likely to perform the sorting activity in-house as well. The remaining activities (pre-processing, transformation, and integration) are also performed together, either in-house or externally. Furthermore, we identify some boundary conditions that affect why these activity bundles are performed in-house or externally. When supply concentration is high, third-party loop operators tend to perform collection and sorting in-house because access to highly concentrated sources can result in a competitive advantage. When the uncertainty about waste condition is low, third-party loop operators can develop efficient pre-processing, transformation, and integration activities in-house. Activity gaps emerge when no actor in the market can carry out the activity. In this case, third-party loop operators fill the gap by carrying out the activity internally.
{"title":"The circular business models of third-party loop operators: An activity-based view on performing activities internally or externally","authors":"Ernst Johannes Prosman, Nizar Abdelkafi, Verónica León-Bravo","doi":"10.1016/j.pursup.2024.100955","DOIUrl":"10.1016/j.pursup.2024.100955","url":null,"abstract":"<div><div>Third-party loop operators play an important role in the circular economy (CE) by closing the resource loops for other firms. These third-party loop operators face a key business model decision: whether to perform CE activities in-house or externally. We adopt the activity-based view (ABV) as a theoretical lens to divide the CE into five activities: collection, sorting, pre-processing, transformation, and integration. By analysing 79 third-party loop operators using Qualitative Comparative Analysis (QCA), we found that these activities are performed in two bundles. When third-party loop operators perform the collection activity in-house, they are likely to perform the sorting activity in-house as well. The remaining activities (pre-processing, transformation, and integration) are also performed together, either in-house or externally. Furthermore, we identify some boundary conditions that affect why these activity bundles are performed in-house or externally. When supply concentration is high, third-party loop operators tend to perform collection and sorting in-house because access to highly concentrated sources can result in a competitive advantage. When the uncertainty about waste condition is low, third-party loop operators can develop efficient pre-processing, transformation, and integration activities in-house. Activity gaps emerge when no actor in the market can carry out the activity. In this case, third-party loop operators fill the gap by carrying out the activity internally.</div></div>","PeriodicalId":47950,"journal":{"name":"Journal of Purchasing and Supply Management","volume":"30 5","pages":"Article 100955"},"PeriodicalIF":6.8,"publicationDate":"2024-08-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141933390","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-07-18DOI: 10.1016/j.pursup.2024.100953
Maryam Zomorrodi , Sajad Fayezi , Lydia Bals
Due to various factors, including the institutional context of suppliers, the successful implementation of sustainability initiatives remains a persistent challenge for purchasing and supply management (PSM) professionals. Sourcing from the Base of the Chain (BoC) requires buyers to be cognizant of and assess challenges inherent in engaging with the Bottom of the Pyramid (BoP) institutional context. Designing governance structures that facilitate the simultaneous pursuit of economic and social goals demands a thorough understanding of these challenges and their contextual antecedents. The literature has addressed institutional voids and incompatibilities between buyer-BoC supplier institutional contexts as critical factors informing interventions aimed at overcoming sourcing challenges. Drawing upon social agency theory, our study advances these debates. We argue that the broader institutional and social context serves as the contextual antecedents to principal-agent (P-A) relationships established between buyers and their BoC suppliers. This perspective provides a more enriched explanation for the antecedents of BoC sourcing challenges. We draw on a multiple case study incorporating 31 interviews and archival data of five BoC sourcing programs within the Australian agribusiness sector. Our findings shed light on how BoC institutional voids cause BoC sourcing challenges across supplier and product domains by inducing hidden information, hidden action, and hidden logic as social agency problems. Hidden logic, a new type of social agency problem identified in our study, refers to the agents' socially constructed sets of assumptions, values, beliefs, and traditions that are invisible to the principals. Consequently, we present insights into why governance structures addressing BoC sourcing challenges may vary across institutional contexts, providing practical guidance for buyers in developed economies concerning the subsequent design and execution of effective BoC sourcing strategies.
{"title":"Base of the chain (BoC) sourcing challenges: The role of institutional voids and social agency problems","authors":"Maryam Zomorrodi , Sajad Fayezi , Lydia Bals","doi":"10.1016/j.pursup.2024.100953","DOIUrl":"10.1016/j.pursup.2024.100953","url":null,"abstract":"<div><div>Due to various factors, including the institutional context of suppliers, the successful implementation of sustainability initiatives remains a persistent challenge for purchasing and supply management (PSM) professionals. Sourcing from the Base of the Chain (BoC) requires buyers to be cognizant of and assess challenges inherent in engaging with the Bottom of the Pyramid (BoP) institutional context. Designing governance structures that facilitate the simultaneous pursuit of economic and social goals demands a thorough understanding of these challenges and their contextual antecedents. The literature has addressed institutional voids and incompatibilities between buyer-BoC supplier institutional contexts as critical factors informing interventions aimed at overcoming sourcing challenges. Drawing upon social agency theory, our study advances these debates. We argue that the broader institutional and social context serves as the contextual antecedents to principal-agent (P-A) relationships established between buyers and their BoC suppliers. This perspective provides a more enriched explanation for the antecedents of BoC sourcing challenges. We draw on a multiple case study incorporating 31 interviews and archival data of five BoC sourcing programs within the Australian agribusiness sector. Our findings shed light on how BoC institutional voids cause BoC sourcing challenges across supplier and product domains by inducing hidden information, hidden action, and hidden logic as social agency problems. Hidden logic, a new type of social agency problem identified in our study, refers to the agents' socially constructed sets of assumptions, values, beliefs, and traditions that are invisible to the principals. Consequently, we present insights into why governance structures addressing BoC sourcing challenges may vary across institutional contexts, providing practical guidance for buyers in developed economies concerning the subsequent design and execution of effective BoC sourcing strategies.</div></div>","PeriodicalId":47950,"journal":{"name":"Journal of Purchasing and Supply Management","volume":"30 5","pages":"Article 100953"},"PeriodicalIF":6.8,"publicationDate":"2024-07-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141843932","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-07-18DOI: 10.1016/j.pursup.2024.100954
Fu Jia (Jeff), Lujie Chen
{"title":"Closing the loop: The fundamental role of Purchasing and Supply Management in reaching a circular economy","authors":"Fu Jia (Jeff), Lujie Chen","doi":"10.1016/j.pursup.2024.100954","DOIUrl":"10.1016/j.pursup.2024.100954","url":null,"abstract":"","PeriodicalId":47950,"journal":{"name":"Journal of Purchasing and Supply Management","volume":"30 4","pages":"Article 100954"},"PeriodicalIF":6.8,"publicationDate":"2024-07-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://www.sciencedirect.com/science/article/pii/S1478409224000633/pdfft?md5=2476b720527f7ec2b625c636ad0175dd&pid=1-s2.0-S1478409224000633-main.pdf","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141771800","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-07-08DOI: 10.1016/j.pursup.2024.100952
Ying Xu , Fu Jia , Liukai Wang , Lujie Chen
Our study investigates the role of digital transformation (DT) in promoting firm resilience to supply chain disruptions. Based on resource dependence theory (RDT) and anchored in the organizational structure design literature, we propose a moderating effect for diversification strategies, including sourcing diversification, business diversification, and geographic diversification. To verify this, we collect data based on a sample of 2486 Chinese listed companies that experienced supply chain disruptions caused by COVID-19 in 2020, of which 1716 companies implemented DT and 770 companies did not. The changes in firm resilience based on five operating performance metrics for the sample group (those firms implementing DT) are compared against a control group (those without implementing DT) of similar size and industry. The results show that, in terms of percentage of change in operating performance, firms implementing in DT are more resilient than those that do not. Moreover, the sourcing and geographic diversification strategies play a positive moderating role in the relationship between DT and firm resilience. Additionally, our findings partially support the view that business diversification plays a positive moderating role in our proposed relationship for a certain subsample. These results contribute to the DT-resilience literature by unlocking the value and potential of interplay between DT and different diversification strategies in building firm resilience, and underscore the importance of reducing dependence on external resources in the face of supply chain disruptions.
{"title":"Can digital transformation improve firm resilience to supply chain disruption? The role of diversification strategies","authors":"Ying Xu , Fu Jia , Liukai Wang , Lujie Chen","doi":"10.1016/j.pursup.2024.100952","DOIUrl":"10.1016/j.pursup.2024.100952","url":null,"abstract":"<div><div><span><span>Our study investigates the role of digital transformation (DT) in promoting firm resilience to supply chain disruptions. Based on </span>resource dependence theory (RDT) and anchored in the </span>organizational structure<span> design literature, we propose a moderating effect for diversification strategies, including sourcing diversification, business diversification, and geographic diversification. To verify this, we collect data based on a sample of 2486 Chinese listed companies that experienced supply chain disruptions caused by COVID-19 in 2020, of which 1716 companies implemented DT and 770 companies did not. The changes in firm resilience based on five operating performance metrics for the sample group (those firms implementing DT) are compared against a control group (those without implementing DT) of similar size and industry. The results show that, in terms of percentage of change in operating performance, firms implementing in DT are more resilient than those that do not. Moreover, the sourcing and geographic diversification strategies play a positive moderating role in the relationship between DT and firm resilience. Additionally, our findings partially support the view that business diversification plays a positive moderating role in our proposed relationship for a certain subsample. These results contribute to the DT-resilience literature by unlocking the value and potential of interplay between DT and different diversification strategies in building firm resilience, and underscore the importance of reducing dependence on external resources in the face of supply chain disruptions.</span></div></div>","PeriodicalId":47950,"journal":{"name":"Journal of Purchasing and Supply Management","volume":"30 5","pages":"Article 100952"},"PeriodicalIF":6.8,"publicationDate":"2024-07-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141705533","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-06-19DOI: 10.1016/j.pursup.2024.100951
The transition to a circular economy (CE) is increasing the complexity of data processing for purchasing and supply management (PSM), necessitating the adoption of digital technologies. In particular, digital data spaces (DDSs) have gained prominence for facilitating data sharing and collection and allowing secure data exchange. This study explores the information processing capabilities critical for PSM when using DDSs. Using a single case study research design, the study focuses on the DDS Catena-X. Through 20 semi-structured interviews with experts from 12 participating companies, the research explores organizational information processing theory as a theoretical foundation. The results show that DDSs support PSM within the CE by connecting the various actors and through extensive data exchange along the value chain. In addition, the findings identify two critical sets of information capabilities necessary for the effective use of DDSs in PSM: inter-organizational process capabilities and inter-organizational IT-based capabilities. This study contributes to theoretical knowledge within the supply chain management domain by 1) exploring how DDSs benefit the informational capabilities of PSM in CE, 2) investigating the inter-organizational capabilities PSM needs to fully leverage DDSs while 3) introducing the OIPT to the field of circular PSM utilizing DDSs.
{"title":"Leveraging digital data spaces in purchasing and supply management: Paving the way to the circular economy exemplified by Catena-X","authors":"","doi":"10.1016/j.pursup.2024.100951","DOIUrl":"10.1016/j.pursup.2024.100951","url":null,"abstract":"<div><p>The transition to a circular economy (CE) is increasing the complexity of data processing for purchasing and supply management (PSM), necessitating the adoption of digital technologies. In particular, digital data spaces (DDSs) have gained prominence for facilitating data sharing and collection and allowing secure data exchange. This study explores the information processing capabilities critical for PSM when using DDSs. Using a single case study research design, the study focuses on the DDS Catena-X. Through 20 semi-structured interviews with experts from 12 participating companies, the research explores organizational information processing theory as a theoretical foundation. The results show that DDSs support PSM within the CE by connecting the various actors and through extensive data exchange along the value chain. In addition, the findings identify two critical sets of information capabilities necessary for the effective use of DDSs in PSM: inter-organizational process capabilities and inter-organizational IT-based capabilities. This study contributes to theoretical knowledge within the supply chain management domain by 1) exploring how DDSs benefit the informational capabilities of PSM in CE, 2) investigating the inter-organizational capabilities PSM needs to fully leverage DDSs while 3) introducing the OIPT to the field of circular PSM utilizing DDSs.</p></div>","PeriodicalId":47950,"journal":{"name":"Journal of Purchasing and Supply Management","volume":"30 4","pages":"Article 100951"},"PeriodicalIF":6.8,"publicationDate":"2024-06-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://www.sciencedirect.com/science/article/pii/S1478409224000608/pdfft?md5=25d6ee23a7254765c75814845aa86f46&pid=1-s2.0-S1478409224000608-main.pdf","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141549124","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-06-07DOI: 10.1016/j.pursup.2024.100950
Whether and how manufacturing firms can enhance their overall sustainability performance through the implementation of circular procurement management is still unclear and under-researched. Drawing on the socio-technical systems theory, this study develops a theoretical model and explores the potential impacts of circular procurement management on manufacturing firms’ sustainability performance (i.e., economic, environmental, and social performance) while examining the moderating role of digital traceability and collaboration. Based on survey data from 250 Chinese circular economy manufacturing firms, this study uses hierarchical regression to analyze the impact mechanism and boundary of circular procurement management on sustainability performance. The empirical results show that (1) Circular procurement management in manufacturing firms can significantly improve economic, environmental, and social performance; (2) Digital traceability positively moderates the effect of circular procurement management on both environmental and social performance; (3) Collaboration positively moderates the effect of circular procurement management on both economic and environmental performance; and (4) The impact of circular procurement management on environmental performance is positively and interactively moderated by digital traceability and collaboration.
{"title":"Investigating circular procurement management and sustainability performance: The interactive moderating effects of digital traceability and collaboration","authors":"","doi":"10.1016/j.pursup.2024.100950","DOIUrl":"10.1016/j.pursup.2024.100950","url":null,"abstract":"<div><p><span>Whether and how manufacturing firms can enhance their overall sustainability<span> performance through the implementation of circular procurement management is still unclear and under-researched. Drawing on the socio-technical systems theory, this study develops a theoretical model and explores the potential impacts of circular procurement management on manufacturing firms’ sustainability performance (i.e., economic, environmental, and social performance) while examining the moderating role of digital traceability and collaboration. Based on survey data from 250 Chinese </span></span>circular economy<span> manufacturing firms, this study uses hierarchical regression to analyze the impact mechanism and boundary of circular procurement management on sustainability performance. The empirical results show that (1) Circular procurement management in manufacturing firms can significantly improve economic, environmental, and social performance; (2) Digital traceability positively moderates the effect of circular procurement management on both environmental and social performance; (3) Collaboration positively moderates the effect of circular procurement management on both economic and environmental performance; and (4) The impact of circular procurement management on environmental performance is positively and interactively moderated by digital traceability and collaboration.</span></p></div>","PeriodicalId":47950,"journal":{"name":"Journal of Purchasing and Supply Management","volume":"30 4","pages":"Article 100950"},"PeriodicalIF":6.8,"publicationDate":"2024-06-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141415435","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-06-01DOI: 10.1016/j.pursup.2024.100938
Ruiqi Wei, Catherine Pardo
In a platform supply network, a platform owner uses a digital platform to link other firms such as suppliers, customers, logistics firms and other service firms for resource combination to manage supply chains in a comprehensive manner. Resources from different providers are combined on the platform to create value for suppliers. The literature on the Service-Dominant Logic (SDL) has implied that resource density (defined as the optimal combination of resources) is key to value co-creation. Resource density is enhanced when the number and variety of resources and/or their combinability at the opportune time and place are boosted. Yet the process by which the platform owner, complementors (independent companies providing complementary services) and suppliers interact to make this happen is still unclear. This research aims to explore how these three kinds of actors interact to build a resource density situation that guarantees satisfactory value creation in a platform supply network. Based on a qualitative study of a Business-to-Business (B2B) e-commerce digital platform, we identify three mechanisms through which these companies achieve resource density. The findings demonstrate how the mechanisms for achieving resource density manifest in the platform supply network context. We reveal that resource density can be achieved at three different levels, and that artificial intelligence and digital platforms play key roles in optimizing resource density.
{"title":"Looking for resource density in the platform supply network","authors":"Ruiqi Wei, Catherine Pardo","doi":"10.1016/j.pursup.2024.100938","DOIUrl":"10.1016/j.pursup.2024.100938","url":null,"abstract":"<div><p>In a platform supply network, a platform owner uses a digital platform to link other firms such as suppliers, customers, logistics firms and other service firms for resource combination to manage supply chains in a comprehensive manner. Resources from different providers are combined on the platform to create value for suppliers. The literature on the Service-Dominant Logic (SDL) has implied that resource density (defined as the optimal combination of resources) is key to value co-creation. Resource density is enhanced when the number and variety of resources and/or their combinability at the opportune time and place are boosted. Yet the process by which the platform owner, complementors (independent companies providing complementary services) and suppliers interact to make this happen is still unclear. This research aims to explore how these three kinds of actors interact to build a resource density situation that guarantees satisfactory value creation in a platform supply network. Based on a qualitative study of a Business-to-Business (B2B) e-commerce digital platform, we identify three mechanisms through which these companies achieve resource density. The findings demonstrate how the mechanisms for achieving resource density manifest in the platform supply network context. We reveal that resource density can be achieved at three different levels, and that artificial intelligence and digital platforms play key roles in optimizing resource density.</p></div>","PeriodicalId":47950,"journal":{"name":"Journal of Purchasing and Supply Management","volume":"30 3","pages":"Article 100938"},"PeriodicalIF":6.1,"publicationDate":"2024-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141049065","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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