A business model approach to supply chain management

Abstract

Purpose – This paper aims to extend the topics from a 2007 paper to stimulate debate on strategic issues vital for the long-term success of supply chains (SCs). The authors upgraded from SC process modelling towards SC business model management; from information to knowledge transfer and from the maturity of SC to dynamic capabilities. The paper attempts to identify and connect the elements of SC business model and the key issues for development of dynamic capabilities to enable future redesign of business models. Design/methodology/approach – The paper develops two frameworks showing the elements of an SC business model and the interconnection of those elements and dynamic capabilities. The use of these frameworks is demonstrated in a case study of Post of Slovenia. The case uses both primary and secondary data gathered from interviews, publicly accessible articles and internal reports. Findings – An SC should develop the elements of its business model in such a way that it will be able to continually change its existing or add a new business model from the AS-IS state to a currently unpredictable “TO-BE” state as a response to currently unknown changes in its business model. Research limitations/implications – The selection of the elements in the frameworks is partly arbitrary. A single case study was conducted. Practical implications – SCs should not simply focus on improving the maturity/efficiency of current processes but can use the findings to carefully design their current business model and develop dynamic capabilities for future changes. Originality/value – This paper summarises and extends the recent literature through the dynamic capabilities approach and business model management and proposes two frameworks and identifies topics relevant for future development of the SCM field.

Business process management and supply chain collaboration: effects on performance and competitiveness

“…Our research contributes to the work by Trkman et al (2015) on the intra-and interorganisational capabilities, and the extension of the body of knowledge on SCC argued by Soosay and Hyland (2015). The results show both mutual benefits in the form of collaborative advantage, and individual benefits in terms of organisational performance.…”

“…Secondly, previous studies have illustrated the importance of intra-and inter-organisational performance, and that both BPM and SCC are important for improving performance and competitiveness (Zacharia et al, 2009;Nyaga et al, 2010;Trkman et al, 2015). However, there was limited empirical testing of the relationship between BPM and SCC.…”

“…Additionally, prior studies (e.g., Hung, 2006;Maddern et al, 2007;Kumar et al, 2008;Skirinjar et al, 2008) did not formulate a BPM construct to include all the main attributes as identified in the literature, hence, they did not frame BPM in a holistic manner. Our paper contributes to the topic of SCC, which remains of high interest (Soosay and Hyland, 2015), and considers the need for organisations to develop both intra-and interorganisational capabilities and competitiveness (Trkman et al, 2015). The purpose of this paper is, therefore, by means of empirically testing a conceptual framework, to identify the interrelationships between BPM, SCC, collaborative advantage and organisational performance in manufacturing companies operating in Thailand.…”

Innovative Born Globals: Investigating the Influence of Their Business Models on International Performance

“…On the other hand, especially new ventures are facing specific problems "when dealing separately with business development, innovation and early internationalization" and have to find an appropriate way to handle "complexity, uncertainties and risks of being innovative on a global scale" (Tanev et al, 2015, p. 1). But the economic conditions have changed for all companies around the globe (for the old and the new ones) and so the question remains unanswered why BGs obviously exploit new international chances and technological advantages better than the majority of the existing companies (Trkman et al, 2015).…”

A multi objective SCOR-Based Decision Alignment for Supply Chain Performance Management

“…In many studies, di erent parts of the SC are assumed independent and their internal relations and changing behaviors are not considered. In addition, there are some defects in analysis of feedback in design and implementation stages in order to adapt the behavior of SC for the environmental changes [36]. Many of the studies are not comprehensive enough and cannot evaluate and improve the performance based on the performance indicators.…”