PurposeThis paper aims to examine how the extant publication has related big data analytics (BDA) to supply chain planning (SCP). The paper presents a conceptual model based on the reviewed articles and the dominant research gaps and outlines the research directions for future advancement.Design/methodology/approachBased on a systematic literature review, this study analysed 72 journal articles and reported the descriptive and thematic analysis in assessing the established body of knowledge.FindingsThis study reveals the fact that literature on relating BDA to SCP has an ambiguous use of BDA-related terminologies and a siloed view on SCP processes that primarily focuses on the short-term. Looking at the big data sources, the objective of adopting BDA and changes to SCP, we identified three roles of big data and BDA for SCP: supportive facilitator, source of empowerment and game-changer. It bridges the conversation between BDA technology for SCP and its management issues in organisations and supply chains according to the technology-organisation-environmental framework.Research limitations/implicationsThis paper presents a comprehensive examination of existing literature on relating BDA to SCP. The resulted themes and research opportunities will help to advance the understanding of how BDA will reshape the future of SCP and how to manage BDA adoption towards a big data-driven SCP.Originality/valueThis study is unique in its discussion on how BDA will reshape SCP integrating the technical and managerial perspectives, which have not been discussed to date.

Business models can be created by combining business model patterns. The use of patterns can stimulate creativity of entrepreneurs and support the design of innovative business models for sustainability. In this article, we analyze the frameworks on sustainable business model (SBM) patterns, which can be mainly classified along the three dimensions of the triple bottom line (TBL): economic, environmental, and social. Furthermore, we introduce the concept of “truly sustainable business models” by drawing on contingency and system theory. We observe that the simple application of the frameworks of business model patterns by combining economic, environmental, and social business model patterns for sustainability into one single business model does not necessarily lead to a truly sustainable business model. Therefore, the combination of patterns along the TBL seems a necessary, but not sufficient condition for achieving true sustainability, and hence, the mere reliance on SBM patterns in business model design can be misleading to entrepreneurs. Our conceptual work advances research related to frameworks on SBM patterns by identifying three critical levels for the analysis of whether a business model is truly sustainable or not. The first level is inherent to the business model as a system; the second is related to the larger system, in which the business model is embedded; and the third is about the contingency factors that can impact the sustainability effectiveness of the business model over time.

PurposeThis paper investigated the organizational adoption of big data analytics (BDA) in the context of supply chain planning (SCP) to conceptualize how resources are orchestrated for organizational BDA adoption and to elucidate how resources and capabilities intervene with the resource management process during BDA adoption.Design/methodology/approachThis research elaborated on the resource orchestration theory and technology innovation adoption literature to shed light on BDA adoption with multiple case studies.FindingsA framework for the resource orchestration process in BDA adoption is presented. The authors associated the development and deployment of relevant individual, technological and organizational resources and capabilities with the phases of organizational BDA adoption and implementation. The authors highlighted that organizational BDA adoption can be initiated before consolidating the full resource portfolio. Resource acquisition, capability development and internalization of competences can take place alongside BDA adoption through structured processes and governance mechanisms.Practical implicationsA relevant discussion identifying the capability gap and provides insight into potential paths of organizational BDA adoption is presented.Social implicationsThe authors call for attention from policymakers and academics to reflect on the changes in the expected capabilities of supply chain planners to facilitate industry-wide BDA transition.Originality/valueThis study opens the black box of organizational BDA adoption by emphasizing and scrutinizing the role of resource management actions.

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