“…The proposed analytic infrastructure would allow firms to successfully take advantage of big data to enhance their SC innovation capabilities. More recently, Tiwari et al (2018) highlighted that BDA can aid in supplier management decision through providing insight on firm spending pattern (Panchmatia, 2015); can aid in supply network design through proper analysis of service level and penalty cost data (Wang, Gunasekaran and Ngai, 2016; Wang, Gunasekaran, Ngai and Papadopoulos, 2016); can aid in product design and development through analysis of customer purchase record and online behavior (Afshari and Peng, 2015); and can further aid in demand planning (Chase, 2013; Hassani and Silva, 2015), procurement (Wang, Gunasekaran and Ngai, 2016; Wang, Gunasekaran, Ngai and Papadopoulos, 2016; Fan et al , 2015), production (Stich et al , 2015; Katchasuwanmanee et al , 2016), inventory logistics and distribution (Mehmood and Graham, 2015; Brouer et al , 2016), SC agility (Giannakis and Louis, 2016) and sustainability (Wu et al , 2017; Zhao et al , 2017). Furthermore, Hazen, Skipper, Ezell and Boone (2016) suggested eight theories, namely, actor-network theory, social capital theory, institutional theory, resource-dependence theory, transaction cost economics, agency theory, resource-based view (RBV) and ecological modernization theory, to explore BDPA’s influence on SC sustainability.…”