Research on the e-business logistics service mode based on branch storage and warehouse financing

Factors, Outcome, and the Solutions of Supply Chain Finance: Review and the Future Directions

“…The higher the reputation, image, or track record, the better the trustworthiness and facilitation of SCF will be. Besides, the SC partners need to maintain cooperation (Jiang et al 2016;Zheng and Zhang 2017;Yu and Zhu 2018) and coordination (Shang et al 2009;Silvestro and Lustrato 2014;Gomm 2010;Yu and Ma 2015), as well as share risk, reward (Randall and Farris 2009), and information (Silvestro and Lustrato 2014;Wandfluh et al 2016;Jiang et al 2016;Ding et al 2017); and jointly make decisions (Raghavan and Mishra 2011;Wuttke et al 2013b). Carnovale and Yeniyurt (2015) demonstrated that the supply chain network is crucial for the firm's performance, and a well-connected network is associated with better performance.…”

“…The visibility of information across the trade process and the supply chain is desirable. In supply chain financing, the same is desired (Silvestro and Lustrato 2014;Jiang et al 2016), and the level of automation can increase the visibility.…”

“…The talent, skill, and expertise of the workforce may also affect supply chain financing. Jiang et al (2016) input it in a factor called 'basic condition', which consisted of personnel quality, and other factors similar to this concept include innovation ability, technical ability, quality, and financial condition. Yan and Sun (2013) performed several analytical methodologies such as the Stackelberg game, coordination analysis, and numerical analysis, and showed that an "appropriate financing scheme/solution" matters, and influences the retailer's decision to order.…”

“…It leads to financial service providers extending finance at lower interest rates. Supply chain finance not only facilitates a lower cost of financing, it also helps reduce the overall cost in the supply chain, e.g., cost of producing and delivering goods/services (Blackman and Holland 2006;Iacono et al 2015;Gelsomino et al 2016b;Jiang et al 2016;Liu and Wen 2017;Babich and Kouvelis 2018). SCF has been widely touted to offer solutions to the problems faced by SMEs in availing finance; the literature on SCF revealed that SCF improves the accessibility to funds, particularly for smaller SC partners (Suayb Gundogdu 2010; Wang et al 2012;Yan and Sun 2015;Hofmann and Zumsteg 2015;Liu and Wen 2017;Ding et al 2017;Chen and Wen 2017;Zheng and Zhang 2017;Li et al 2011).…”

“…The major problems in approaching working capital optimisation from a single-company perspective involve larger enterprises exercising their bargaining power and optimising the working capital at the expense of other enterprises in the supply chain, which can cause cash flow risk and disruptions in the supply chain. SCF, on the other hand, helps reduce cash flow risk (Wuttke et al 2013b;Jiang et al 2016;Martin 2017;Yan and Sun 2015;Gelsomino et al 2016b;Liu and Wen 2017) and disruptions in the supply chain (Blackman and Holland 2006;Wuttke et al 2013b;Jiang et al 2016). It helps unlock and improve the working capital position, e.g., in factoring, reverse factoring, inventor financing, or warehouse financing, a supplier can avail the needed funds before the payment period.…”