Digital transformation in supply chain management enables businesses to achieve competitive advantage by using their resources more efficiently, to make every stage of their supply chain smarter, more transparent and more efficient, to be closer to individual customer needs, to provide a significant increase in decision-making quality, and to become increasingly flexible in the near future. and provides the advantages of having new business models that will be efficient.Unfortunately, today digital transformation is at the stage of digitization rather than digital transformation due to the high initial investment cost and concerns about the success of applications. In this study, successful digital transformation applications implemented in supply chain management to guide companies and supply chains that have not yet entered the digital transformation process, the advantages provided by these applications and the difficulties of the digital transformation process are discussed.In the study, using qualitative data analysis, open-ended interview questions were applied to a total of 28 companies, and the answers were separated on the basis of sectors and applications and new business models were grouped according to sectors. The advantages of the companies and their supply chains with digital transformation and the difficulties faced in the transformation process are discussed jointly to cover all sectors. The study ends with an evaluation and brief summary of the findings.
The purpose of supply chain risk management is to understand the risks and their impacts, to take preventive actions and to determine plans to be implemented when risk events occur. Even if supply chain risks appear to be a minor risk event that was initially ignored, they can cause billions of dollars in costs and long-term supply chain disruptions at the macro level. The ship named Ever Given, which blocked the canal by accident during transportation in the Suez Canal on March 29, 2021, caused significant adverse effects in the supply chains, but also caused a break in the supply chain. In this study, the occurrence of the event is examined in terms of past marine accidents and supply chain risk management. In addition, alternative scenarios that occurred during the accident were examined, their effects on supply chains were determined, and suggestions were made against such accidents in the future. Furthermore, in the conclusion part of the study, the changes it will bring about in the supply chain approaches are included.
Bu çalışmada, lojistik sektörü çalışanlarında örgütsel adalet algısının iş motivasyonuna etkisi incelenmiştir. Çalışma kapsamını kolayda örneklem yöntemiyle İstanbul’da faaliyet gösteren ve uluslar arası taşımacılık yapan lojistik işletmelerinde 185 beyaz yakalı çalışana ait anket sonuçları oluşturmaktadır. Çalışmada veriler, 20 Ocak – 31 Mart 2018 tarihleri arasında toplanmıştır. Çalışma 01.01.2020 tarihinden önce yapıldığından Etik Kurul İzin Belgesi gerekmemektedir. Anketler IBM SPSS 24.0 programı kullanılarak T testi, ANOVA, korelasyon, regresyon analizleri ve Bonferroni testi uygulanarak değerlendirmeye alınmıştır. Araştırma sonuçlarına göre, genel olarak örgütsel adalet ile iş motivasyonu arasında pozitif yönlü orta düzeyde anlamlı bir ilişki bulunmuştur (p=0,000, r=0,628). Örgütsel adalet boyutları ve iş motivasyonunun ilişkisi incelendiğinde, dağıtımsal adalet (p=0,000, r=0,571), işlemsel adalet (p=0,000, r=0,325) ve etkileşimsel adalet (p=0,000, r=0,624) boyutlarının her biri için iş motivasyonuyla aralarında pozitif yönlü̈ orta düzeyde anlamlı bir ilişki bulunmuştur. Buna göre ö̈rgütsel adalet, iş motivasyonunu pozitif yönde orta düzeyde etkilemektedir (p=0,000, R2=0,394).
The concept of disruptive technology has been in our lives for many years, and it is essential to measure their utilization levels to survive in the global competitive environment, to benefit from their contributions to supply chains, to examine their relations with supply chain operations and to compare them with average state of the industry. The aim of this study is to develop and validate a measurement instrument for supply chain management practices in the disruptive technology field. Accordingly, the study was carried out in five steps and the sample size consists of 47 companies as pilot data and 426 companies for the main data. These steps consist of item generation and purification, pilot test, initial identification of dimensionality, dimensionality confirmation and convergent validity assessment. As a result of the study, a new scale with a single factor structure was developed. The study ends with the evaluation of the findings. Correcting the lack of a measurement tool developed in this field in the literature is the theoretical contribution of the study. Furthermore, this study enables supply chain leaders to compare their utilization level of disruptive technology with the industries in which they operate, to associate it with operations and to enhance technology investments in practice.
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