Exploiting Mobile Technology for Achieving Supply Chain Integration in Indian Retail

Khare, Arpita; Misra, Rajnish Kumar; Dubey, Aditi; Garg, Aditi; Malhotra, Varun; Nandan, Harshit; Singh, Diptimaan

doi:10.1080/10599231.2012.637845

Cited by 8 publications

(4 citation statements)

References 90 publications

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“…The integration between the whole system would be highly needed to sustain the transformation (Eriksson, 2015; Zhu et al , 2014). Khare et al (2012) stated that the relationship between SCM and technology coordination plays an immense role after incorporating internal actors. The need for integrating the supply chain contributes to DSC as the most fundamental requirement.…”

Section: Resultsmentioning

confidence: 99%

Digitalization of the supply chain: transformation factors

Aamer¹,

Sahara

Al-Awlaqi

2022

JSTPM

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Purpose There is an increasing interest in the supply chain’s digitalization, yet the topic is still in the preliminary stages of academic research. The academic literature has no consensus and is still limited to research assessing the supply chain’s digitalization of organizations. This study aims to explore the supply chain digitalization drivers to understand the emerging phenomena. More specifically, the authors devised from the literature the most common factors in assessing the readiness in scaling supply chain digitalization. Design/methodology/approach This study followed a five-phased systematic literature review (SLR) methodology in this research: designing, analyzing, conducting, writing and assessing the quality of the review. The SLR is beneficial for justifying future research regardless of the complex process that requires dealing with high-level databases, information filtering and relevancies of the content. Through analysis of 347 titles and abstracts and 40 full papers, the authors showed and discussed the supply chain digitalization: transformation factors. Findings The results generated three main themes: technology, people and processes. The study also generated ten subthemes/primary drivers for assessing the readiness for supply chain digitalization in organizations: IT infrastructure, cybersecurity systems, digitalization reskilling and upskilling, digitalization culture, top management support, digitalization and innovation strategy, integrated supply chain, digital innovation management, big data management and data analytics and government regulations. The importance of each factor was discussed, and future research agenda was presented. Research limitations/implications While the key drivers of the supply chain digitalization were identified, there is still a need to study the statistical correlation to confirm the interrelationships among factors. This study is also limited by the articles available in the databases and content extraction. Practical implications This study supports decision-makers in understanding the critical drivers in digitalizing the supply chain. Once these factors are studied and comprehended, managers and decision-makers could better anticipate and allocate the proper resources to embark on the digitalization journey and make informed decisions. Originality/value The digitalization of the supply chain is more critical nowadays due to the global disruptions caused by the Coronavirus (COVID-19) pandemic and the surge of organizations moving toward the digital economy. There is a gap between the digital transformation pilot studies and implementation. The themes and factors unearthed in this study will serve as a foundation and guidelines for further theoretical research and practical implications.

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Section: Resultsmentioning

confidence: 99%

Digitalization of the supply chain: transformation factors

Aamer¹,

Sahara

Al-Awlaqi

2022

JSTPM

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“…Besides, most companies utilize information systems to manage the ordering and production process, enabling them to readily access and share progress-related information with partners, and monitor orders collectively, thereby coming to solutions timely for late orders. Simatupang and Sridharan (2005) and Khare et al (2012), and others have also brought this up. Particularly, companies A and C both use the SAP system to manage order information while company B utilizes its own information system to integrate with its partner.…”

Section: Information Sharingmentioning

confidence: 91%

“…To facilitate collaborative decision-making processes in the supply chain, information on items and pricing is frequently available in periodic evaluation records or provided by partners. This conclusion is reinforced by the research of Sezen (2008) and Khare et al (2012). When collaborating with company A, partners provide full information on prices and raw material qualities.…”

Section: Information Sharingmentioning

confidence: 95%

Can Supply Chain Collaboration Improve Firm Performance? Experiences on Leather and Footwear Companies in Vietnam

Nguyen

Phat

Hoang

et al. 2022

OSCM: An Int. Journal

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This study investigates key components of supply chain collaboration that contribute to firm performance in vertical collaboration with supply chain partners based on supply chain management experiences on the leather and footwear companies in Vietnam as well as how they work in these companies from an extended resource-based perspective. The mix-research methods employed, include prior studies' review, in-depth interviews with seven experts in the leather and footwear industry, and case studies at three typical companies in this sector. The results indicate that seven critical supply chain collaboration components, such as information sharing, goal congruence, decision synchronization, joint knowledge creation, incentive alignment, resource sharing, and collaborative communication, have a significant impact on firm performance in the context of leather and footwear companies in Vietnam. Accordingly, companies in the leather and footwear industry, as well as those struggling to maximize firm performance can use it as a reference and put it into action.

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“…Integration. According to the study conducted by Khare et al (2012) with 197 retailers "supply chain integration with suppliers and customers is done through extensive use of mobile networks" p. 177. mSCM integration may involve strategies of packaging customization, common use of equipment, or shared services, but IS have an increasing impact in this field, for example with the knowledge of inventory, shared planning systems, and joint networks (Frohlich and Westbrook, 2001;Zha et al, 2008). Shah et al (2002) studied inter-organizational information systems (IOIS) and proposed a matrix for SCM and IOIS alignment.…”

Section: Content Analysismentioning

confidence: 99%

Mobile supply chain management in the Industry 4.0 era

Barata

Cunha

Stal

2018

JEIM

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Purpose The purpose of this paper is to identify avenues for future research in mobile supply chain management (mSCM) in the advent of Industry 4.0. Design/methodology/approach A systematic literature review was used to identify, classify, and analyze current knowledge, identify trends, and propose recommendations for future research. Findings Other research fields, such as operations, production, industrial engineering, and computer science, seem to have a head start in research into Industry 4.0. Several avenues are suggested for investigation under an information systems lens. Research limitations/implications Despite the care taken in the systematic literature review, the language (English), the selected keywords, and selected databases represent a natural limitation. Practical implications With Industry 4.0 at the top of the agenda of managers and countries, it is important to identify relevant research avenues. Originality/value A gap between the extant literature on mSCM and new concerns raised by Industry 4.0 is presented, and some research opportunities to close those gaps are proposed.

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Exploiting Mobile Technology for Achieving Supply Chain Integration in Indian Retail

Cited by 8 publications

References 90 publications

Digitalization of the supply chain: transformation factors

Digitalization of the supply chain: transformation factors

Can Supply Chain Collaboration Improve Firm Performance? Experiences on Leather and Footwear Companies in Vietnam

Mobile supply chain management in the Industry 4.0 era

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