How Do Industry 4.0 Technologies Boost Collaborations in Buyer-Supplier Relationships? In assessing Industry 4.0 technologies, this study found that buyer-supplier visibility and buyer-supplier integration matters more than the digital technologies used.

被引:0
作者
Patrucco, Andrea [1 ]
Moretto, Antonella [2 ]
Trabucchi, Daniel [2 ]
Golini, Ruggero [3 ]
机构
[1] Florida Int Univ, Supply Chain Management, Dept Mkt & Logist, Miami, FL 33199 USA
[2] Politecn Milan, Sch Management, Milan, Italy
[3] Univ Bergamo, Gen Management & Supply Chain Management, Bergamo, Italy
关键词
Digital technologies; Supply chain; Buyer-supplier relationship; Industry; 4.0; CHAIN INTEGRATION; INFORMATION-TECHNOLOGY; RFID ADOPTION; BIG DATA; PERFORMANCE; CHALLENGES; INNOVATION; MANAGEMENT; ANALYTICS; INTERNET;
D O I
10.1080/08956308.2021.1999131
中图分类号
F [经济];
学科分类号
02 ;
摘要
Overview: Business leaders often consider digital technologies an enabler of new business models and market opportunities, but they often overlook their potential impact on the entire value chain. Considering three Industry 4.0 technologies-big data analytics and cloud computing, track and tracing, and simulation and modeling software-we identify the opportunities and challenges that emerge in the context of managing supply chain relationships. This study uses data from an international survey to test how these three Industry 4.0 technologies increase visibility and integration between buyers and suppliers and how they impact supply chain performance. Our results show mixed evidence: although all three technologies directly improve supply chain performance, big data analytics and cloud computing and simulation and modeling also fully support collaborative supply chain models, while track and tracing tools create more visible supply chains but are detrimental to obtaining higher process integration with suppliers. Surprisingly, buyer-supplier collaboration, in terms of visibility and integration, matters more than the technologies themselves.
引用
收藏
页码:48 / 58
页数:11
相关论文
共 44 条
[1]  
AMFG, 2019, IND 4 0 7 REAL WORLD
[2]  
[Anonymous], 2016, Digital Enterprise Transformation, DOI DOI 10.4324/9781315577166
[3]  
Bagozzi RP., 1988, J ACAD MARKET SCI, V16, P74, DOI [DOI 10.1007/BF02723327, 10.1177/009207038801600107]
[4]   RFId adoption in the FMCG supply chain an interpretative framework [J].
Balocco, Raffaello ;
Miragliotta, Giovanni ;
Perego, Alessandro ;
Tumino, Angela .
SUPPLY CHAIN MANAGEMENT-AN INTERNATIONAL JOURNAL, 2011, 16 (05) :299-315
[5]   THE MODERATOR MEDIATOR VARIABLE DISTINCTION IN SOCIAL PSYCHOLOGICAL-RESEARCH - CONCEPTUAL, STRATEGIC, AND STATISTICAL CONSIDERATIONS [J].
BARON, RM ;
KENNY, DA .
JOURNAL OF PERSONALITY AND SOCIAL PSYCHOLOGY, 1986, 51 (06) :1173-1182
[6]   Supply chain integration through community cloud: Effects on operational performance [J].
Bruque-Camara, Sebastian ;
Moyano-Fuentes, Jose ;
Manuel Maqueira-Marin, Juan .
JOURNAL OF PURCHASING AND SUPPLY MANAGEMENT, 2016, 22 (02) :141-153
[7]   Supply chain collaboration: Impact on collaborative advantage and firm performance [J].
Cao, Mei ;
Zhang, Qingyu .
JOURNAL OF OPERATIONS MANAGEMENT, 2011, 29 (03) :163-180
[8]   The benefits of supply chain visibility: A value assessment model [J].
Caridi, Maria ;
Moretto, Antonella ;
Perego, Alessandro ;
Tumino, Angela .
INTERNATIONAL JOURNAL OF PRODUCTION ECONOMICS, 2014, 151 :1-19
[9]   E-procurement and supply chain performance [J].
Chang, Hsin Hsin ;
Tsai, Yao-Chuan ;
Hsu, Che-Hao .
SUPPLY CHAIN MANAGEMENT-AN INTERNATIONAL JOURNAL, 2013, 18 (01) :34-51
[10]   Does relationship learning lead to relationship value? A cross-national supply chain investigation [J].
Cheung, Mee-Shew ;
Myers, Matthew B. ;
Mentzer, John T. .
JOURNAL OF OPERATIONS MANAGEMENT, 2010, 28 (06) :472-487