Supply chain vs supply chain competition: a niche‐based approach

Abstract

PurposeThe purpose of this paper is to propose a conceptualization of supply chain vs supply chain competition using the ecological niche approach. It suggests a probabilistic methodology for evaluating competition from time series data, using overlap in the utilization of services provided by critical providers as a source of competition.Design/methodology/approachLiterature on ecological niche theory and competition is explored and given the uncertainty that surrounds the operation and management of supply chains, a probabilistic approach to the analysis of supply chain vs supply chain competition (via the Bayesian inference) is advocated. Simulated data are used to illustrate the methodology.FindingsShould an area of overlap be identified, ecological niche theory provides a sensible approach to identifying the nature and extent of competition between supply chains. Applicability of the methodology is not limited to supply chain vs supply chain competition.Research limitations/implicationsThe data used for the analysis of competition between supply chains are computer generated and use a single niche dimension. Although this was done to merely test/validate the proposed model, the approach is somewhat oversimplified. However, the model is readily extendable to multiple niche dimensions.Originality/valueThe proposed approach offers a simple and straight‐forward method of estimating competition in general, and supply chains vs supply chain competition in particular. Attempts at using the niche theory of competition in this context are so far inconspicuous. Hence, approaching competition in this way contributes to furthering our understanding of competitive interaction especially in supply chains, whose prospect is yet to be pointed out in literature.

Promoting the Development of Enterprise Niche: Case Study on China’s Organizational Ambidexterity

“…The model reveals the evolution process of separation-partial overlap-separation and embedded replication of enterprise niche. The process is consistent with the conclusion that fierce competition leads to the separation of enterprise niche to gain ecological competitive advantages for the enterprises [2,3]. It's worth mentioning that the curve in Figure 4 is not a really mathematical function curve, but a qualitative trend summary according to the different market segment product sales of the two enterprises.…”

“…However, if two enterprises occupy the same resources or environment variables in order to meet their demands of survival and development, the two enterprises' niche will overlap. Niche overlap produces competition [3]. The fierce competition leads to the separation of ecological niche.…”

“…Organizational ambidexterity refers to an enterprise's ability to apply two different actions to solve the duality paradox when balancing complex situations [1]. Fierce competition leads to the separation of enterprise niche [2,3], thus enterprises gain ecological competitive advantages. Scholars put forward the perspectives of strategic niche management [4,5], niche width [6] and technological niche [7] to study the development and evolution of enterprise niche in an innovation ecosystem [8][9][10][11][12][13].…”

Analyzing competition in intermodal freight transport networks: The market implication of business consolidation strategies

“…Our focus is on the first category as actual competition among IFT chains. Another interesting work about competition among supply chains is the paper by Antai [25]. He has developed a conceptual model for competition among supply chains using the ecological niche approach.…”

El efecto mediador de la capacidad ejecutiva para la innovación entre la gestión del conocimiento y el rendimiento de la cadena de suministros

“…El Sector Logístico Portuario (SLP) representa un eslabón importante en la economía de los países que poseen sistemas portuarios (Cooper et al, 2016). Representando alrededor del 85% de la carga mundial anual transportada y estando en constante crecimiento, proporciona una importante fuente de empleos de manera directa e indirecta, gracias a su dinamismo y relevancia en la diversas actividades económicas, destacándose sobre todo, las pequeñas y medianas empresas (pymes) quienes juegan un papel preponderante con sus operaciones y están en constante competitividad para mantenerse en este mercado (Antai, 2011), realizando grandes esfuerzos en el desempeño de sus competencias y habilidades en la cadena de suministros (CS), logrados a partir de los lazos comerciales que establecen en interacción continua con los agentes del sistema portuario (Davis et al, 2007). Por lo tanto, las pymes se ven en la necesidad de tener dentro de sus capacidades la capacidad de innovar, gestionar sus recursos propios y desarrollarse en el sector al que pertenecen, optimizando sus gastos y recursos para la reducción de costos, en espera de mantener su vida institucional en el mediano o largo plazo (Busse y Wallenburg, 2011).…”