The value of sharing disaggregated information in supply chains

Investigation of the Effect of e-Platform Information Security Breaches: A Small and Medium Enterprise Supply Chain Perspective

“…Therefore there has been some discussion about ways to incentivize members in the chain that participate in, but do not benefit from, an information-sharing partnership (Dominguez et al 2018b;Yao, Dong, & Dresner, 2010), while incentives are not offered for non-participating members. To our knowledge, the focus of past research into information-sharing benefits has been on one of the following three scenarios: i) a dyadic partnership in a two-stage supply chain setting (Cachon & Fisher, 2000;Huang et al, 2017;Khan, Hussain, & Saber, 2016;Kovtun et al, 2019;Lee, So, & Tang, 2000;Teunter et al 2018;Zhou & Benton Jr, 2007), ii) dyadic partnership in a multi-stage supply chain setting without any consideration for the other members in the supply chain (Dominguez et al 2018a), or iii) full partnership in a multi-stage supply chain setting (Dominguez et al, 2018b;Ganesh, Raghunathan, & Rajendran, 2014;Lau, Huang, & Mak, 2004). Studies of scenario i) are very limited in scope because the interaction is only between two players, which does not account for the complexities of supply chain interactions where processes in one part of the supply chain have a bearing on what goes on in other parts (Chatfield, 2013).…”

“…Another factor that can affect the nature and extent of the impact of ISBs on SMEs is the extent to which information is shared. It has been reported that it is beneficial to supply chain members to engage in the sharing of important information such as demand, inventory, supply lead time and capacity information (Devaraj, Krajewski, & Wei, 2007;Kovtun, Giloni, & Hurvich, 2019;Mukhopadhyay & Kekre, 2002;Rached, Bahroun, & Campagne, 2015;Yu, Ting, & Chen, 2010). In order to take advantage of said information-sharing benefits, SMEs try to share real-time information with their suppliers, utilizing varying degrees of information-sharing partnerships ranging from sharing solely with their direct suppliers (partial information integration) to sharing all along the supply line, all the way to the manufacturer (full information integration).…”

A tripartite evolutionary game research on information sharing of the subjects of agricultural product supply chain with a farmer cooperative as the core enterprise

“…The research results of Qian et al (2012) showed that effective information sharing can help supply chain node enterprises to better allocate resources and solve the problem of asymmetry in supply and demand of upstream and downstream enterprises. It can be seen that improving the effectiveness and completeness of shared information can reduce the overall operating cost of the supply chain and promote efficient cooperation among supply chain members (Chatfield & Pritchard, 2013; Dominguez et al, 2018; Kovtun et al, 2019; C. Li, 2013; Raweewan & Ferrell, 2018; Y. Wang & Zhang, 2016; Zhou et al, 2017). If there is a lack of information communication between the node enterprises in the supply chain system, it is difficult to achieve tacit cooperation (W. X. Jiang, 2019).…”

Value of information sharing in supply chain under promotional competition

“…(2016), and Kovtun et al. (2019). In this field of research, the reduction of inventory‐related costs is often measured in a serial supply chain, except in Cachon and Fisher (2000).…”

“…In addition, these studies have considered either continuous‐time (Chen, 1998; Axsäter and Viswanathan, 2012) or independent and identically distributed (i.i.d.) (Bourland et al., 1996; Gavirneni et al., 1999; Cachon and Fisher, 2000) or correlated demands (Lee et al., 2000; Aviv, 2007; Cui et al., 2015; Babai et al., 2016; Huang et al., 2016; Kovtun et al., 2019; Sabitha et al., 2016). These studies imply that the pricing decisions and their impact on demand are assumed to be exogenous factors.…”