Configuration of digital and physical infrastructure platforms: Private and public perspectives

Abstract

Investments in infrastructure platforms aim to enhance supply chain performance. We build on network‐based models of platform growth to characterize configurations of digital and physical supply chain infrastructure. We define cross‐platform effect as the value accrued by a platform on one side of a multiplatform configuration as capability for the opposite side platform evolves. We posit that aligning cross‐platform effect across digital and physical infrastructure enhances system outcomes. Our arguments are informed by evidence on private–public partnerships for developing production and distribution infrastructure in the pharmaceutical industry. We identify enablers and inhibitors for cross‐platform effects within these data in terms of product and process technology readiness, path‐dependent standards creation, organizational alignment, regulatory fragmentation, and the desire towards such infrastructure yielding resilient outcomes. Implications of findings, in shaping analytical and empirical research on managing supply chain infrastructure, at the levels of firms, industries, and public policies are discussed.

The role of digital platforms in e-commerce food supply chain resilience under exogenous disruptions

“…Interviews with seven experts were conducted, who are affiliated with distinguished UK academic institutions, organisations and the technology/food industry. The selected experts represent significant areas of expertise, proficiency and In the e-commerce food sector, digital platforms allow real-time searching and order placement, inducing horizontal value creation and network effects Digital platform-based business model development is increasingly essential, allowing better collaboration and disintermediation in supply chains (Akter et al, 2022); (Behnke and Janssen, 2020); (Cenamor et al, 2017); (Chan et al, 2023); (Ciulli et al, 2019); (Dablanc et al, 2017); (De Reuver et al, 2018); (Dolgui et al, 2020); (Hahn, 2020); (Han et al, 2022); (Hein et al, 2020); (Ivanov and Dolgui, 2019); (Ivanov and Das, 2020); (Joglekar et al, 2022); (Kapoor and Vij, 2018); (Li et al, 2020); (Mallinson et al, 2016); (Parker et al, 2016) Element 2: Structural variety Refers to a breadth of interchangeable raw materials, components and products available within an interactive platform ecosystem required for procurement to intermediates or final customers. Reduced complexity and unified SC interactions aid in reducing the need for "certainty" throughout a SC network In a dynamic environment, supply chains must manage risks by balancing performance and efficiency while improving data flows, materials d...…”

“…The current issue and full text archive of this journal is available on Emerald Insight at: https://www.emerald.com/insight/1359-8546.htm Digital platforms, a constantly evolving phenomenon (Joglekar et al, 2022), offer a medium that bridges the gap between producers and consumers through processes of disintermediation. For example, Facebook is a social media platform that has transformed how people interact and engage (Parker et al, 2016).…”

Internet of Things Network Security Improvement Investment: The Role of Platform and Smart Device Manufacturer

“…Moreover, several studies have specifically focused on various aspects of IoT platforms. For instance, Joglekar et al (2022) have conducted research on IoT platform issues, exploring factors such as platform functionalities and ecosystem development. Basaure et al (2020) have examined the competition dynamics of emerging consumer IoT data platforms, considering factors like consumer switching costs and provider multihoming within different market conditions and regulatory schemes.…”

Expanding the boundaries of the discipline: The 30th‐anniversary issue of Production and Operations Management

“…Platforms usually create value through same-side and cross-side network effects; however, when dealing with a complex structure that involves digital and physical supply chain infrastructure, the value creation becomes unclear. By viewing a platform as a part of an ecosystem, Joglekar et al (2022) describe the "cross-platform effect" as the value gain accrued by a platform on one side of a multi-platform configuration when the network capability on the opposite side of the platform evolves. They posit that aligning cross-platform effects across digital and physical infrastructure can improve system outcomes.…”

“…By viewing a platform as a part of an ecosystem, Joglekar et al. (2022) describe the “cross‐platform effect” as the value gain accrued by a platform on one side of a multi‐platform configuration when the network capability on the opposite side of the platform evolves. They posit that aligning cross‐platform effects across digital and physical infrastructure can improve system outcomes.…”