Measuring chain digitisation maturity: an assessment of Dutch retail branches

Abstract

Purpose -The purpose of this article is to develop a validated measurement model and typology for chain digitisation maturity, defined as the degree of interorganisational collaboration through ICT.Design/methodology/approach -Through a literature (meta) study, 22 existing maturity models are found and analysed, on the basis of which an integrated framework is developed. This framework is subsequently applied to interorganisational collaboration within the Dutch retail sector (i.e. retailers and their wholesalers, manufacturers, customers, and trade organisations). The measurement model is tested by determining the chain digitisation level of 24 different retail sub-sectors (branches) through desk research, interviews, and surveys. Data are collected at the level of the branch, mainly through representatives of trade organisations.Findings -The framework (i.e. measurement model) appears to be applicable to describing the Dutch retail sector and comparing its branches, providing both expected and new insights. The typology supports the vision of the combination of two dimensions: the level of technology and the level of organisation.Research limitations/implications -The framework has been applied to the (Dutch) retail sector only. It seems suitable for application to other sectors as well.Practical implications -The empirical application provides an extended view of the current situation of the (Dutch) retail sector with regard to chain digitisation. On this basis, a roadmap can be derived to support the adoption and deployment of chain digitisation among retail organisations.Originality/value -Our framework for chain digitisation and the derived typology are of value to the SCM research community, as they are specifically developed and tested at the level of interorganisational chains.

Trust and it Innovation in Asymmetric Environments of the Supply Chain Management Process

“…It could be the case that firms in the Polish sample collaborate for the sake of IT innovations or their performance does not depend on innovation efforts they put forth. It could be argued that this effect can be explained by the peculiarities of the emerging market confirming a suggestion made in Plomp and Batenburg [81]. They point out that there is no clear insight into which factors drive businesses to adopt and deploy IT innovations in emerging markets under asymmetrical environments.…”

A maturity model for demand-driven supply chains in the consumer product goods industry

“…Another important departure from most existing SC-MM consisted in the participatory operationalization of the concepts through a structured consultation with SC managers, who assigned the priority scores for the AHP process. In the majority of MM, a Lickert-scale with endpoints from 1 (¼ absent) to 5 ( ¼present) is adopted to situate companies at different maturity levels (Fraser et al, 2002) and the majority of the existing SC-MM models provide only qualitative criteria to situate a company in the maturity grid (Plomp and Batenburg, 2010). In a manner somehow similar to our participatory-building approach, Reyes and Giachetti (2010) describe the use of experts to develop and to validate an SC-MM in Mexico, but they used Delphi techniques instead of AHP.…”

“…A DDSC maturity model (DDSC-MM) is proposed and tested in a large multinational beverage Contents lists available at ScienceDirect journal homepage: www.elsevier.com/locate/ijpe company at regional and national levels in three countries at different SC maturity stages: Brazil, the United Sates, and Uruguay. The paper adds an original angle to the extant literature in SC-MM (García-Mireles et al, 2012;Plomp and Batenburg, 2010;Estampe et al, 2013) in four ways. First, it develops a participatory MM for DDSC using a novel process, based on the application of the multicriteria Analytic Hierarchy Process (AHP) method (Saaty, 1980).…”

Business Rules Management Solutions: Added Value by Effective Means of Business Interoperability

“…From literature four levels of collaboration can be recognized: 1) no collaboration, 2) bilateral collaboration, 3) multilateral collaboration and 4) extended collaboration [15]. Two organisations within the same industry or value chain working together is defined as a bilateral collaboration.…”