Consumer integration in supply chain management: a taxonomy

Green Intellectual Capital and Green Supply Chain Performance: Does Big Data Analytics Capabilities Matter?

“…To ensure the success of managing green supply chains and improving the environmental performance of firms, several studies in the supply chain management literature, such as [83][84][85], have emphasized the importance of integration within these chains, such as green integration with customers, which is described as environmental cooperation and the sharing of information related to environmental aspects with key customers to improve green practices within the supply chain [83], as well as integration with suppliers, which focuses on building long-term cooperative partnerships between the firm and key suppliers, particularly strategic coordination concerning environmental initiatives and activities and taking joint decisions related to environmental aspects [86]. Green internal integration, the main pillar for the success of the green supply chain, focuses on coordinating the organizational efforts undertaken by the senior management and sharing these efforts with all organizational units and departments that focus on planning and implementing environmental programs in the supply chain [87,88].…”

Making supply chains more sustainable through customer and consumer engagement: The case of rare metals

“…The potential to engage and co‐create with the customers, consumers and users is used widely in the B2C sector (Hoffmann, 2007; Zimmerling et al, 2017) but seems less common and more complex to implement in the B2B sector (Lacoste, 2016; Marty, 2022; Reaidy et al, 2021). Ascertaining the implications of the identified gap necessitates a closer examination of the engagement of downstream actors in B2B companies that operate upstream or further upstream in the supply chain, concerning finished products such as, in this study, the IoT and nanotechnology utilizing rare metals.…”

“…However, several authors suggest that the engagement of downstream actors, such as consumers and users, in business-to-business (B2B) environments is a more challenging and less explored topic (Lacoste, 2016;Marty, 2022;Reaidy et al, 2021). As a result, our research aims to focus on B2B companies to fill this gap.…”

“…Regarding the gaps, first, existing literature has thoroughly examined the engagement of downstream actors in supply chains (Asgari et al, 2017; Frohlich & Westbrook, 2001; Zimmerling et al, 2017). However, several authors suggest that the engagement of downstream actors, such as consumers and users, in business‐to‐business (B2B) environments is a more challenging and less explored topic (Lacoste, 2016; Marty, 2022; Reaidy et al, 2021). As a result, our research aims to focus on B2B companies to fill this gap.…”

Digital supply chain: challenges and future directions

“…In this regard, the emergence of new technologies changes the design activities as the knowledge of all stakeholders (buyers, suppliers and engineers) concerning the products (Benzidia 2013). It also creates new opportunities for companies to better integrate their end-consumer (Reaidy et al 2020) and increase customer satisfaction by proposing individual product based on configurators and 3D printing (Preindl, Nikolopoulos, and Litsiou 2020). However, even if digitalisation has a major impact on Supply Chain, lots of SC stakeholders are still sceptical because of its true added value in a cost/benefit perspective (Makris, Lee Hansen, and Khan 2019)…”