供应链资源依赖、信任及关系承诺对信息协同的影响

构建了供应链伙伴间资源依赖、信任、关系承诺与跨组织信息系统协同之间关系的理论模型。以广东省珠三角地区141家制造企业为调查对象,利用结构方程模型对供应链伙伴间资源依赖、信任、关系承诺与信息系统协同之间的关系进行实证研究。研究结果发现供应链伙伴间资源依赖程度对信任与关系承诺均有显著的正向影响,但对跨组织信息系统协同的正向影响并不显著。另外,研究还发现供应链伙伴间信任水平对关系承诺与跨组织信息系统协同均有显著的正向影响,然而关系承诺对跨组织信息系统协同则没有显著的正向影响。研究告诉企业管理者,在选择合作伙伴时应该着重考虑彼此之间的资源互补性与相互依赖性,并高度重视人际关系网络的构建,提高供应链伙伴间相互信任水平,从而可以更好地进行跨组织的信息系统协同。     

面向供应链合作的信任维系协调体系的研究

为了保证节点企业合作中信任协调的合作关系,以有效地实现企业经营目标,从信任的视角提出了一个包括目标层、合作层、信任协调层、支撑层在内的供应链合作(SCC)信任维系协调的解决思路.把节点企业内、外部的供应链运作、合作行为、业务目标集成起来,给出了整体框架模型,并对基于企业目标的信任协调机制、信任金字塔和实现协调层的具体方式等关键问题进行了探讨.信任协调体系框架模型对供应链合作运作提供了一定的参照.     

竞争供应链R&D投资策略与协同机制研究

基于2个开展R&D活动的供应商和2个竞争制造商组成的链与链竞争模型,研究了技术溢出条件下供应链企业R&D投资策略与协同机制。研究结果表明,纵向R&D合作投资是供应链系统博弈的占优策略,此时供应链系统收益、R&D投资水平均高于不合作情况,并且适度的技术溢出有利于提高供应链企业创新热情。但对于供应链成员企业而言,在自利动机驱使下,仅在一个有限的R&D成本分担比例区间内做出的决策与供应链系统一致,只有在该区间对成员企业的利益进行协调才能实现R&D合作的协同性。为此设计了基于合作满意度的R&D成本分担机制,通过建立不对称NASH谈判模型较好地协调了合作双方的利益,促进了供应链R&D协同效应的实现。     

基于Shapely修正的供应链协同产品创新收益分配

针对供应链协同产品创新成员企业收益分配问题,建立了Shapely修正的收益分配模型。该模型综合考虑了供应链协同产品创新收益分配原则,在Shapely值基本模型基础上,将影响收益分配的投入创新资源贡献率、风险分摊系数、产品创新任务执行度和额外贡献度4个因素引入模型,并提出了模型参数的确定方法。通过实例分析验证,修正后的Shapely值能够满足各方协同产品创新合作形成的条件,并且较好反映了供应链协同产品创新中各方价值创造的实际情况。     

供应链协作信任影响因素的实证研究

提出了一个描述供应链协作信任与其影响因素之间关系的综合理论模型,选择不同行业与规模的45个企业,收集了212个样本数据,以AMOS 4.0和SPSS 11.0软件包对样本数据进行探索性因子分析以及验证性因子分析.结构模型拟合优度评估以及假设检验结果表明:企业声誉、预期合作收益、资源投入程度和转移成本是供应链协作信任的四个影响因素.     

企业横向并购中的供应链整合模型

横向并购作为企业快速扩张的模式已成为当代经济生活的重要内容。从基于成本协同的横向并购入手,研究了横向并购中并购企业所处供应链与目标企业所处供应链的整合问题,建立了具有模糊参数和随机参数的规划模型,给出了模型的求解方法。算例进一步验证了模型和求解思路的有效性,为实现并购后的供应链协同效应打下了理论基础。     

供应链伙伴信任合作模型的构建

供应链的合作问题,是当今研究的热点,而信任是供应链合作的重要影响因素.本文给出了供应链信任维度的涵义,在回顾信任维度的基础上,提出了供应链信任维度由能力、可靠和友善3个维度构成;给出了供应链伙伴合作行为的涵义及组成;构建了一个供应链伙伴信任合作的模型.     

供应链协同知识创新研究综述

供应协同知识创新在企业竞争中处于核心地位,它不仅是创造新价值的根本途径,也是产生和维持供应链竞争优势的有效战略。首先介绍供应链协同和知识创新的相关理论基础,在此基础上,分析供应链协同知识创新发展的过程,建立供应链协同知识创新的网络模型;最后列举基于模块化供应链协同知识创新模型,说明企业应如何整合外部知识资源,来提高企业供应链协同知识的创新能力,目的是使企业在激烈的竞争中获得优势。     

供应链节点企业间的信任及实现机制

用博弈论的方法分析了信任对合作的影响,在此基础上探讨了供应链节点企业问实现信任的法律机制、感情机制和信誉机制,并给出了三种机制下的定量模型。     

供应链企业间的信任机制研究

信任危机是影响我国供应链企业间合作关系的主要原因之一。在详细地论述供应链企业间信任的特征的基础上,深入地分析了信任在促进供应链正常运作中的作用,提出培养供应链企业间的相互信任是供应链管理的核心这一思想,对如何培养供应链企业间的信任作了细致的探讨,并分析借鉴了国内外知名企业在建立信任机制方面的案例。     

Digitalization for supply chain resilience and robustness: The roles of collaboration and formal contracts

Black swan events such as the coronavirus (COVID-19) outbreak cause substantial supply chain disruption risks to modern companies. In today’s turbulent and complex business environment, supply chain resilience and robustness as two critical capabilities for firms to cope with disruptions have won substantial attention from both the academia and industry. Accordingly, this study intends to explore how digitalization helps build supply chain resilience and robustness. Adopting organizational information processing theory, it proposes the mediating effect of supply chain collaboration and the moderating effect of formal contracts. Using survey data of Chinese manufacturing firms, the study applied structural equation modelling to test the research model. Results show that digitalization has a direct effect on supply chain resilience, and supply chain collaboration can directly facilitate both resilience and robustness. Our study also indicates a complementary mediating effect of supply chain collaboration on the relationship between digitalization and supply chain resilience and an indirect-only mediation effect on the relationship between digitalization and supply chain robustness. Findings reveal the differential roles of digitalization as a technical factor and supply chain collaboration as an organizational factor in managing supply chain disruptions. Paradoxically, formal contracts enhance the relationship between digitalization and supply chain resilience but weaken the relationship between supply chain collaboration and supply chain resilience. The validation of moderating effects determines the boundary conditions of digitalization and supply chain collaboration and provides insights into governing supply chain partners’ behavior. Overall, this study enhances the understanding on how to build a resilient and robust supply chain.     

Supply chain collaboration: conceptualisation and instrument development

Facing intensified global competition, firms strive for greater supply chain collaboration by leveraging the resources and knowledge of key suppliers and valued customers to reduce uncertainty, lower transaction costs, build core competence, capitalise on opportunities for learning and knowledge creation, and improve competitive position. This study examines the nature and characteristics of supply chain collaboration. Through an extensive literature review, it conceptualises supply chain collaboration as seven interconnecting elements: information sharing, goal congruence, decision synchronisation, incentive alignment, resource sharing, collaborative communication, and joint knowledge creation. It develops valid and reliable instruments to measure supply chain collaboration through rigorous empirical and statistical analysis including structured interviews, Q-sort, and a large-scale study. Predictive validity is evaluated by demonstrating a strong and positive relationship between a firm's level of supply chain collaboration and its performance. The definitions and measures that result provide a rich and structured understanding of supply chain design and operation. They also facilitate empirical research and provide analytical consistency that enables greater sharing and comparison of research results.     

What modelling research on supply chain collaboration informs us? Identifying key themes and future directions through a literature review

Although research regarding supply chain collaboration has been increasing, studies reviewing supply chain collaboration remains limited. This review paper categorises supply chain collaboration and identifies different themes in this research field. Articles were collected based on a designed keywords list and specific subject restrictions in citation databases. Text-mining technology and conceptual criteria were used to categorise and screen articles into different categories. Finally, cluster analysis was used to group articles and identify emerging themes. From the year 1999 to 2017, a total of 678 articles regarding supply chain collaboration were found. These were sorted into six categories: levels of collaboration, industries, supply chain stages, company scales, forms/methods of collaboration and typology of article, and into corresponding sub-categories. 380 articles employing modelling approach where collaboration forms the core of analysis were screened for hierarchical cluster analysis, resulting in four clusters: information sharing paradigm, joint decision-making paradigm, resource sharing paradigm and coordinating contract paradigm. Eleven themes were finally identified based on the four clusters. The number of articles in the field of supply chain collaboration shows an increasing trend by year. However, most of the collaborations discussed were still at a low level. It is expected to explore a higher level of collaborations and related themes in future research.     

Collaboration in humanitarian supply chains: an organisational culture framework

The purpose of this study was to determine the impact that institutional logics and, more specifically, organisational culture can have on humanitarian supply chain (HSC) collaboration. A framework was developed that explicates buyer–supplier collaboration in a humanitarian setting. Twenty-nine semi-structured interviews were conducted with buyers and suppliers. The data indicated that in a HSC, collaborative outcomes, such as new product development, inventory management, and product/service delivery, are influenced by the buyers’ and suppliers’ organisational cultures. Based on suppliers’ characteristics, they can be classified as humanitarian suppliers, commercial suppliers, and humanitarian and commercial suppliers. These groups have distinct organisational cultures. An unexpected finding is that suppliers that serve commercial buyers primarily claim to have encountered no issues in supply chain collaboration with humanitarian buyers, although they have different types of organisational cultures. The factors that lead to successful collaboration are identified as trust, commitment, information sharing and mutual respect. Simultaneously, dominant institutional logics are observed in the dyadic relationship.     

Collaborative mechanisms for sustainability-oriented supply chain initiatives: state of the art,role assessment and research opportunities

Whether from government policies, customer expectations or personal beliefs, there is increasing pressure on firms and their supply chains to adopt sustainable practices. Manufacturing companies are particularly targeted, for example, to reduce CO₂ emissions, offer sustainable products, etc. Research in this field has significantly increased in recent years. Most research states the importance of collaboration with upstream and downstream entities as a critical success factor when aiming for a sustainable supply chain and proposes various collaborative mechanisms (CMs) to enable firms in the implementation of a sustainability-oriented initiative. The goal of this paper is to investigate the role of collaboration in these initiatives and explore the proposed CMs via a systematic literature review method. A total of 404 articles were reviewed and the multitude of CMs proposed in the literature were classified into seven categories: relationship management, contractual and economic practices, joint practices, technological and information sharing practices, governance practices, assessment practices, and supply chain design. This systematic mapping of the field provides an in-depth view of the current state of research as well as research gaps. It also intends to help practitioners by highlighting the role played by these mechanisms in four phases of sustainable supply chain deployment.     

Supply chain resilience for single and multiple sourcing in the presence of disruption risks

This paper investigates the use of sourcing strategies to achieve supply chain resilience under disruptions. The coping strategies considered are single and multiple sourcing, backup supplier contracts, spot purchasing, and collaboration and visibility. Collaboration and visibility, which affect suppliers’ recovery capabilities and a buyer’s warning capability, have not been similarly modelled in the past. A scenario-based mathematical model is developed such that it considers objectives under uncertainties including disruption risks and operational risks. A broad numerical study examines its output for various risk attitudes in a decision-maker, ranging from risk neutral to risk averse. The sensitivity of procurement strategies to other key parameters such as recovery and warning capabilities is examined. One of the major findings is that buyer’s warning capability plays a vital role in enhancing supply chain resilience. We seek to build on these efforts to further support disruption planning and mitigation and to obtain a deeper understanding of the relationship between supply chain characteristics and resilience.     

The performance impact of implementing Web-based e-procurement systems

As Web-based e-procurement has become an important business avenue for the improvement of inter-organisational process efficiency, its implementation for purchasing direct materials nevertheless implies establishing collaboration mechanism among supply chain participants based on the adopted Internet based infrastructure. However, the value of Web-based procurement to the supply chain participants remains an arduous task for researchers. This study proposes a Web-based e-procurement impact model based on supply chain orientation, which includes both operational and strategic impacts. Specifically, the strategic dimension is about partner relationship, and the operational efficiency dimension includes supplier performance, buyer performance, process integration, and process automation. To prove the proposed model's contribution, a questionnaire survey was conducted on 137 firms in Taiwan who have all participated in e-procurement related projects. The results verify that the electronic execution of purchasing activities improves both the operational efficiency dimension and the strategic dimension. Furthermore, partnership has a positive impact on supplier performance and buyer performance.     

A Literature Review of Supply Chain Collaboration Mechanisms and Their Impact on Performance

This article contributes a comprehensive literature review fulfilling the identified need for a systematic empirical study examining how well the mechanisms of supply chain collaboration (SCC) correspond with performance. A review of articles during the period of 2000–2017 reveals fundamental trends in adopted methodologies, scopes of SCC, and areas of performance. However, limited research focused on qualitative and simulation-based research in specific industries and geographic sections was found. A need for additional research on horizontal and internal collaboration, elements of power dependence in the relationship with performance, and the effects of SCC mechanisms on environmental and social performance was identified. This article contributes a maturity model for SCC that provides guidance to engineering managers to develop a roadmap for effectively implementing and improving the SCC process. The article suggests that engineering managers may benefit from examining case studies and the systems dynamics tool to explore how different collaboration levels lead to various performance outcomes in future.     

Digital twin-driven smart supply chain

Today’s supply chain is becoming complex and fragile. Hence, supply chain managers need to create and unlock the value of the smart supply chain. A smart supply chain requires connectivity, visibility, and agility, and it needs be integrated and intelligent. The digital twin (DT) concept satisfies these requirements. Therefore, we propose creating a DT-driven supply chain (DTSC) as an innovative and integrated solution for the smart supply chain. We provide background information to explain the DT concept and to demonstrate the method for building a DTSC by using the DT concept. We discuss three research opportunities in building a DTSC, including supply chain modeling, real-time supply chain optimization, and data usage in supply chain collaboration. Finally, we highlight a motivating case from JD.COM, China’s largest retailer by revenue, in applying the DTSC platform to address supply chain network reconfiguration challenges during the COVID-19 pandemic.