Recent trends in supply chain management of business-to-business firms: a review and future research directions

Shrivastava, Santosh K.

doi:10.1108/jbim-02-2023-0122

Cited by 29 publications

(11 citation statements)

References 72 publications

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“…In this paper, we have considered two types of information, such as asymmetric preference of purchase channels choice by the consumers and information symmetry between the manufacturer and the retailer, which greatly affect the analytical process of B2B Manufacturer-Stackelberg framework, and the final payoffs of our model can be summarized in Table 5. However, the limitation of this paper is amplified by the influence of quality on production cost, which encourages us to revise it in future research (Shrivastava, 2023).…”

Section: Discussionmentioning

confidence: 99%

Examining B2B channel decision-making within differential quality-level zone: a supply chain design using a non-cooperative strategic game theoretic approach (“Stackelberg Supply Chain for B2B”)

Cao,

Dubey,

Luo

2023

JBIM

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Purpose The consumers want to purchase the target products in the right place, whereas the manufacturers want to allocate their possible products to optimal distribution channels. The manufacturer must know how to handle itself in this business. The study aims to examine the B2B channel decision-making with different product qualities in a non-cooperative supply chain. Design/methodology/approach The authors develop a B2B Manufacturer-Stackelberg game as an analytical framework, combining asymmetric preference of purchase channels choice by the consumers, a continuous quality setting of the manufacturer and differential channel structure to study the manufacturer’s product strategy and channel optimisation. By horizontal comparisons across four channel structures, product variety can be classified into the differential quality-level zone through exogenous quality intervention, and the preference of manufacturers in each quality-level zone within the structures can be ranked. Findings Theoretically and practically, the hybrid-channel structure should be completely neglected when the direct channel dominates the retail channel. In contrast, dual-channel structures dominate single channels irrespective of the channel power, and channel preferences between high-quality and low-quality zones are stable, whereas the preference in medium-quality zone is unstable. In addition, the supply chain system cannot achieve global Pareto improvement without any additional coordination mechanism between the manufacturer and the retailer. Originality/value The extended results by numerical examples suggest that the bigger the area of the medium-quality zone, the more significant the product variety of the manufacturer.

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Section: Discussionmentioning

confidence: 99%

Examining B2B channel decision-making within differential quality-level zone: a supply chain design using a non-cooperative strategic game theoretic approach (“Stackelberg Supply Chain for B2B”)

Cao,

Dubey,

Luo

2023

JBIM

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“…The study of resilience has gained attention from scholars in B2B and SC research in recent years. Recent research on trends in SC management of B2B firms found SC risk and resilience as one of the key themes, highlighting the importance of studying internal drivers such as organisational culture and external drivers such as disruptions (Shrivastava, 2023). In this line, other scholars have tested how resilience can also act as a mediator of certain capabilities that impact firm performance, such as data analytics capability or entrepreneurial leadership (Bahrami et al, 2022;ul Haq and Aslam, 2023).…”

Section: Theoretical Contributionmentioning

confidence: 99%

Firm disruption orientation and supply chain resilience: understanding mechanisms to mitigate disruption impact

Matas,

Perez,

Ruiz

et al. 2024

JBIM

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Purpose This study aims to investigate the interplay between a proactive attitude towards disruptions – supply chain disruption orientation – and supply chain resilience, increasing our understanding of their influence on reducing the impact of supply chain disruptions within the B2B context. Design/methodology/approach As unexpected disruptions are closely related to a dynamic and changing perception of the environment, this research is framed under the dynamic capabilities lens, consistent with existing resilience literature. The authors used partial least squares-path modeling (PLS-PM) to empirically test the proposed research model using survey data from 216 firms. Findings Results show that a proactive approach to disruptions alone is insufficient in mitigating their negative impact. Instead, a firm’s disruption orientation plays a crucial role in boosting its resilience, which acts as a mediator, reducing the impact of disruptions. Originality/value This paper sheds light on the mechanisms by which firms can mitigate the effects of supply chain disruptions and offers insights into how certain capabilities are needed so that firms’ attitudes can effectively impact firm performance. This research thus suggests that dynamic capabilities, traditionally perceived as being enabled by other elements, act themselves as enablers. Consequently, they have the potential to translate strategic orientation or attitudes into tangible effects on performance, enriching our understanding of how firms combine their internal attitudes and capabilities to achieve sustained competitive advantage.

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“…New investigations are constantly required to evaluate the merits of technologies and business models as they emerge. Shrivastava (2023) is cognizant of this and engages in a two-fold study to examine trends in this area. In conjunction with the proven method of searching relevant databases, the author collects data from different social media platforms.…”

Section: A Different Study Approachmentioning

confidence: 99%

“…For the present work, Shrivastava (2023) collected relevant data from LinkedIn, Twitter, You Tube and supply chain forums and blogs. Texts and videos obtained resulted in over 140,000 documents and the same topic modelling was deployed to reveal nine themes.…”

Section: A Different Study Approachmentioning

confidence: 99%

Toward greater understanding of supply chain management issues

2023

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Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Challenges facing supply chain management are increasing in the wake of major crisis. Firms can be best positioned to succeed through embracing key measures that include developing a circular and sustainable supply chain, engaging in effective risk management, adopting digital technologies, increasing data security and ensuring that favorable working conditions exist across the supply chain. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

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Recent trends in supply chain management of business-to-business firms: a review and future research directions

Cited by 29 publications

References 72 publications

Examining B2B channel decision-making within differential quality-level zone: a supply chain design using a non-cooperative strategic game theoretic approach (“Stackelberg Supply Chain for B2B”)

Examining B2B channel decision-making within differential quality-level zone: a supply chain design using a non-cooperative strategic game theoretic approach (“Stackelberg Supply Chain for B2B”)

Firm disruption orientation and supply chain resilience: understanding mechanisms to mitigate disruption impact

Toward greater understanding of supply chain management issues

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