دانلود مقاله مدیریت زنجیره تامین دیجیتال در بحران COVID 19
چکیده
مقدمه
مروری بر مطالعات پیشین
توسعه فرضیه
روش ها
نتایج
بحث
نتیجه گیری
منابع
Abstract
Introduction
Literature review
Hypothesis development
Methods
Results
Discussion
Conclusion
References
چکیده
اگرچه بسیاری از شرکت‌ها به طور فعال دارایی‌های مختلف فناوری دیجیتال (DT) را در زنجیره تامین خود به کار می‌برند تا تأثیر منفی همه‌گیری COVID-19 بر عملیات را کاهش دهند، هنوز مشخص نیست که آیا این دارایی‌های DT واقعا مفید هستند یا خیر. برای تفکیک این معما، بررسی می‌کنیم که آیا شرکت‌هایی که سطوح بالاتری از استقرار دارایی DT دارند، نسبت به شرکت‌هایی با سطوح پایین‌تر، عملکرد زنجیره تامین بهتری در بحران COVID-19 دارند یا خیر. از منظر هماهنگی دارایی، ما بر دو بعد استقرار دارایی DT تمرکز می کنیم: وسعت و عمق، که به ترتیب دامنه و مقیاس دارایی های DT را منعکس می کنند. نتایج تجربی از 175 شرکت چینی که دارایی‌های DT را به درجات مختلف به کار گرفته‌اند نشان می‌دهد که هم وسعت و هم عمق استقرار دارایی DT روابط مثبتی را با دیده شدن زنجیره تامین نشان می‌دهد. در مقابل، عمق و نه وسعت استقرار دارایی DT رابطه مثبتی با چابکی زنجیره تامین دارد. مهمتر از همه، سطوح بالای دیده شدن زنجیره تامین و چابکی زنجیره تامین، پیش نیازهای عملکرد عالی زنجیره تامین در بحران COVID-19 بود. ما با کشف مکانیسمی که از طریق آن استقرار دارایی DT بر عملکرد زنجیره تامین از منظر هماهنگی دارایی تأثیر می گذارد، به ادبیات مدیریت زنجیره تامین دیجیتال کمک می کنیم. مطالعه ما همچنین به شرکت‌ها در بهبود استراتژی‌های تحول دیجیتال خود برای مبارزه با همه‌گیری COVID-19 کمک می‌کند.
توجه! این متن ترجمه ماشینی بوده و توسط مترجمین ای ترجمه، ترجمه نشده است.
Abstract
Although many firms are actively deploying various digital technology (DT) assets across their supply chains to mitigate the negative impact of the COVID-19 pandemic on operations, whether these DT assets are truly helpful remains unclear. To disentangle this puzzle, we investigate whether firms that have higher levels of DT asset deployment achieve better supply chain performance in the COVID-19 crisis than firms with lower levels. From an asset orchestration perspective, we focus on two dimensions of DT asset deployment: breadth and depth, which reflect the scope and scale of DT assets, respectively. The empirical results from 175 Chinese firms that have deployed DT assets to varying degrees reveal that both the breadth and the depth of DT asset deployment show positive relationships with supply chain visibility. In contrast, the depth but not the breadth of DT asset deployment poses a positive relationship with supply chain agility. Most importantly, high levels of supply chain visibility and supply chain agility were prerequisites for excellent supply chain performance in the COVID-19 crisis. We contribute to the digital supply chain management literature by uncovering the mechanism through which DT asset deployment generates impacts on supply chain performance from an asset orchestration perspective. Our study also assists firms in improving their digital transformation strategies to combat the COVID-19 pandemic.
Introduction
The outbreak of COVID-19 generates huge uncertainties in demand and disruption in global supply chains, resulting in delivery delays and shortages of goods (Tietze et al., 2020). For example, some Foxconn facilities in China were forced to close as a result of the Wuhan lockdown, causing Apple to postpone the release of new goods to the market (Xu et al., 2020). To mitigate the negative impact of the COVID-19 pandemic on operations, firms must optimize their supply chains to ensure a certain level of safety stocks and achieve on-time delivery (Choi, 2021). Because digital technologies (DTs), one type of important asset, can theoretically help firms achieve end-to-end transparency, replace those employees who are absent because of COVID-19, predict potential risks, and reduce demand uncertainty (Ivanov et al., 2019), many firms are actively deploying various DT assets across their supply chains (Ivanov, 2020). McKinsey (2020) reports that the COVID-19 crisis has accelerated the digitalization of supply chains and management practices of most firms worldwide by three to four years.
Conclusion
To understand whether firms that have higher levels of DT asset deployment can achieve superior supply chain performance in the COVID-19 crisis, we survey 175 Chinese firms that have deployed DT assets to varying degrees. Based on the asset orchestration perspective, we divide the deployment of DT assets into two dimensions: breadth, which reflects the scope of DT asset deployment; and depth, which captures the scale of DT asset deployment. Our results reveal that both the breadth and depth of DT asset deployment show positive associations with supply chain visibility. In contrast, the depth but not breadth of DT asset deployment displays a positive linkage with supply chain agility. Last but not least, supply chain visibility and supply chain agility are two key factors that have helped firms achieve excellent supply chain performance in the COVID-19 crisis. Overall, we contribute to the current digital supply chain management literature by revealing the mechanism of how different types of DT asset deployment strategies affect supply chain performance. We hope that our findings can help firms improve their digital strategies to survive the COVID-19 pandemic.
H1a
The breadth of DT asset deployment is positively associated with supply chain visibility
H1b
The depth of DT asset deployment is positively associated with supply chain visibility
H2a
The breadth of DT asset deployment is positively associated with supply chain agility
H2b
The depth of DT asset deployment is positively associated with supply chain agility
H3
Supply chain visibility is positively associated with supply chain agility
H4
Supply chain visibility is positively associated with supply chain performance
H5
Supply chain agility is positively associated with supply chain performance