Industrial internet supply chain emergency capacity improvement model based on stochastic differential game
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Cited by 3 publications
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Sustainable performance and supply chain leadership in logistic firms: the role of corporate sustainability strategies and digital supply chain
Purpose This study aims to investigate the relationship between supply chain leadership, digital supply chain practices and corporate sustainability strategies on the sustainability performance of logistics firms in Nigeria, one of Africa’s largest economies. It indicates that collaborative efforts within the supply chain context can improve sustainability performance. Design/methodology/approach Data from 468 firms in a major sub-Saharan African market were collected through a structured questionnaire. The analysis used descriptive statistics, principal component analysis and hierarchical regression analysis. Factor analysis and Cronbach’s alpha analysis were used to assess the validity and reliability of the instrument. Findings The results of this study reveal significant findings: proactive sustainability strategies exert a substantial positive effect on sustainability performance (β = 0.694, SE = 0.025, p < 0.01). Even when proactive sustainability strategies are included in the model, the positive impact of reactive sustainability strategies remains significant (β = 0.694, SE = 0.025, p < 0.01: Model 5). Regarding the moderating role of proactive and reactive corporate sustainability strategies, there is a notable interaction effect between supply chain leadership and proactive sustainability strategies concerning sustainability performance (p < 0.05). This confirms the positive relationship between supply chain leadership and sustainability performance when proactive sustainability strategies are at a high level (β = 0.844, SE = 0.0010, p < 0.01), supporting H4 that this relationship strengthens with higher levels of proactive sustainability strategies. Conversely, for Hypothesis H5, the interaction effect of reactive sustainability strategies with supply chain leadership changes the relationship from significantly positive to significantly negative (β = −0.068, SE = 0.0009, p < 0.01). Using the Baron and Kenny approach to test mediation, the mediating effect of digital supply on digital leadership is significant (β = 0.345, p = 0.000, p < 0.01). Furthermore, the effect of digital supply on sustainability performance is statistically significant (β = 0.081, p = 0.006, p < 0.01), as is the effect of digital leadership on sustainability performance (β = 0.181, p = 0.000, p < 0.01). These results indicate a mediation effect of digital supply. Research limitations/implications This study of logistic management has limitations, including its cross-sectional nature, which precludes the establishment of causality, thus necessitating longitudinal research to determine causal relationships. In addition, the focus on Nigerian firms, which vary significantly in their stages of learning and institutional development, emphasizes the need for further research in diverse contexts. Future studies should examine alternative institutional environments or developed economies to validate these assumptions. Another limitation is the potential for bias due to six employees rating their firms on each variable; therefore, using multiple data sources is recommended to objectively evaluate the validity of the self-reported questionnaire. Practical implications This study advises managers to exercise caution when selecting between proactive and reactive sustainability strategies to enhance sustainability performance. Proactive strategies reinforce the relationship between supply chain leadership and sustainability performance, while reactive strategies diminish it. Therefore, managers are encouraged to adopt more proactive strategies. This paper suggests that managers in emerging economies should recognize the distinct impacts of proactive sustainability strategies and allocate more resources toward them to improve sustainability performance, even in competitive markets. In addition, it highlights the importance of digital supply in fostering sustainability performance. Originality/value This study presents a novel perspective on the moderating role of corporate sustainability strategies in the relationship between supply chain leadership and the sustainability performance of logistics firms. It provides empirical evidence and fresh insights on proactive and reactive sustainability strategies for logistics firms in Nigeria. The findings highlight that proactive sustainability strategies enhance the connection between supply chain leadership and sustainability performance, whereas reactive strategies do not.
Sustainable performance and supply chain leadership in logistic firms: the role of corporate sustainability strategies and digital supply chain
Purpose This study aims to investigate the relationship between supply chain leadership, digital supply chain practices and corporate sustainability strategies on the sustainability performance of logistics firms in Nigeria, one of Africa’s largest economies. It indicates that collaborative efforts within the supply chain context can improve sustainability performance. Design/methodology/approach Data from 468 firms in a major sub-Saharan African market were collected through a structured questionnaire. The analysis used descriptive statistics, principal component analysis and hierarchical regression analysis. Factor analysis and Cronbach’s alpha analysis were used to assess the validity and reliability of the instrument. Findings The results of this study reveal significant findings: proactive sustainability strategies exert a substantial positive effect on sustainability performance (β = 0.694, SE = 0.025, p < 0.01). Even when proactive sustainability strategies are included in the model, the positive impact of reactive sustainability strategies remains significant (β = 0.694, SE = 0.025, p < 0.01: Model 5). Regarding the moderating role of proactive and reactive corporate sustainability strategies, there is a notable interaction effect between supply chain leadership and proactive sustainability strategies concerning sustainability performance (p < 0.05). This confirms the positive relationship between supply chain leadership and sustainability performance when proactive sustainability strategies are at a high level (β = 0.844, SE = 0.0010, p < 0.01), supporting H4 that this relationship strengthens with higher levels of proactive sustainability strategies. Conversely, for Hypothesis H5, the interaction effect of reactive sustainability strategies with supply chain leadership changes the relationship from significantly positive to significantly negative (β = −0.068, SE = 0.0009, p < 0.01). Using the Baron and Kenny approach to test mediation, the mediating effect of digital supply on digital leadership is significant (β = 0.345, p = 0.000, p < 0.01). Furthermore, the effect of digital supply on sustainability performance is statistically significant (β = 0.081, p = 0.006, p < 0.01), as is the effect of digital leadership on sustainability performance (β = 0.181, p = 0.000, p < 0.01). These results indicate a mediation effect of digital supply. Research limitations/implications This study of logistic management has limitations, including its cross-sectional nature, which precludes the establishment of causality, thus necessitating longitudinal research to determine causal relationships. In addition, the focus on Nigerian firms, which vary significantly in their stages of learning and institutional development, emphasizes the need for further research in diverse contexts. Future studies should examine alternative institutional environments or developed economies to validate these assumptions. Another limitation is the potential for bias due to six employees rating their firms on each variable; therefore, using multiple data sources is recommended to objectively evaluate the validity of the self-reported questionnaire. Practical implications This study advises managers to exercise caution when selecting between proactive and reactive sustainability strategies to enhance sustainability performance. Proactive strategies reinforce the relationship between supply chain leadership and sustainability performance, while reactive strategies diminish it. Therefore, managers are encouraged to adopt more proactive strategies. This paper suggests that managers in emerging economies should recognize the distinct impacts of proactive sustainability strategies and allocate more resources toward them to improve sustainability performance, even in competitive markets. In addition, it highlights the importance of digital supply in fostering sustainability performance. Originality/value This study presents a novel perspective on the moderating role of corporate sustainability strategies in the relationship between supply chain leadership and the sustainability performance of logistics firms. It provides empirical evidence and fresh insights on proactive and reactive sustainability strategies for logistics firms in Nigeria. The findings highlight that proactive sustainability strategies enhance the connection between supply chain leadership and sustainability performance, whereas reactive strategies do not.
Dynamic Incentive Mechanism of Collaboration in Prefabricated Building Supply Chain Based on Differential Game
Supply chain collaboration is an important guarantee for improving the performance of prefabricated construction projects and exerting its advantages. The aim of this study was to explore the level and effect of supply chain collaboration under a no-cost-sharing contract, a cost-sharing contract, and a centralized decision-making contract. A dynamic incentive model of prefabricated building supply chain collaboration based on the differential game model was proposed. Considering the impact of BIM on collaboration, the BIM application level was also introduced into the incentive model. Through the comparative analysis of model solution results and numerical simulation, it was found that, in the centralized decision-making contract, the optimal collaborative effort and the optimal total revenue of enterprises in the prefabricated building supply chain were the largest; the optimal collaborative effort of enterprise in the prefabricated building supply chain reduced first and then tended to be stable; and the improvement of the BIM application level could promote collaboration in the prefabricated building supply chain. The results of this study are helpful for managers to select and formulate a reasonable collaboration incentive contract in the prefabricated building supply chain.
Stochastic Differential Game of Sustainable Allocation Strategy for Idle Emergency Supplies in Post-Disaster Management
This study aims to explore allocation strategies for idle emergency supplies in a “demander–platform–supplier” supply chain system along with government regulation during the post-disaster recovery period. Allocation of emergency supplies is a complex task that encompasses resource allocation before and after disasters. It is essential to reduce losses in disaster-stricken areas and support development during post-disaster recovery. However, there is often an excessive supply of emergency materials and a mismatch between supply and demand sides in downstream supply chains, which may lead to severe waste and difficulties in recovering surplus materials. This paper takes idle emergency resource sharing level and corporate social responsibility goodwill as endogenous variables. The allocation approaches are dynamically evaluated by incorporating random elements that influence the endogenous variables. Three stochastic differential games are introduced to examine the interactions between the players. The centralized decision-making satisfies the consistency of overall and individual rationalities at any time in the emergency material allocation process, promoting the optimal sharing levels of emergency materials and overall profits. The decentralized decision-making with cost-sharing contracts achieves local optima and increases the dual marginal effect of the emergency industry chain. This paper incorporates the sharing economy into emergency management, showing how technology-driven sharing platforms can optimize resource utilization. The results suggest introducing cost-sharing contracts between demanders and suppliers can enhance collaboration and effort, leading to better resource allocation and increased efficiency. It contributes to sustainability by promoting efficient resource utilization through idle emergency resource sharing. By optimizing allocation strategies and enhancing corporate social responsibility, the study fosters the long-term viability and resilience of the supply chain system in post-disaster management.
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