Digital Transformation of Supply Chain Innovation

Dear Colleagues,

Supply chain management has been supported by information and communication technology (ICT), where stakeholders are engaged in ongoing communication for the timely flow of goods and services. Lately, the fourth industrial revolution (Industry 4.0) emerged not only to integrate emerging technologies but also to envision how products can be manufactured, transported, and distributed to customers in a cyber–physical system (CPS). The CPS supports autonomous information exchange between machines, storage systems, and production facilities where the Internet of Things (IoTs) provides a unified platform that enables CPSs to use sensors, actuators, and smart devices connected to 5G-enabled internet (Taboada & Shee, 2021). IoTs/Industrial IoTs, big data analytics, block chain, robotics, drones, cloud technologies, and business intelligence have emerged in the context of Industry 4.0 to support the phenomenon of the digital supply chain (Tjahjono et al., 2017). Supply Chain 4.0, on the other hand, proposes performance improvement by means of the digitalization of processes, which supports a faster, flexible, granular, accurate, and more efficient next-generation supply chain to achieve higher efficiency.

Under this circumstance, while the integration of digital technologies into supply chain management has been increasingly emphasized, it is critical to probe further into innovative supply chain management practices, particularly in the post-COVID-19 era to achieve sustainable operations. From block chain technologies to artificial intelligence, digital transformation offers an unparallel opportunity to achieve higher efficiency, traceability, transparency, and agility in supply chain management.

Digital transformation is symbiotically related to other terminologies such as digital capability, digital orientation, and digital innovation to navigate through challenges amid disruptions and crises (Surahman et al., 2023). By effectively leveraging digital tools, companies can maintain their operations, connect with customers, and explore new revenue streams despite the limitations imposed by external factors. While the digitalization of supply chain operations has become a buzz word among academics and practitioners alike, some research argues that it does not bring about much improvements in performance. For example, some studies link digital innovation to higher profitability (Achmad et al., 2023; Lestari et al., 2021), while others have found no direct relationship (Chae et al., 2014). However, implementing digital product innovation has been shown to enhance performance by generating value for customers (Liu et al., 2020). Additionally, digital innovation drives competitive advantage and financial performance (Berawi et al., 2020; Leão & da Silva, 2021), reduces costs, and improves profitability (Osmundsen et al., 2018; Saksonova & Kuzmina-Merlino, 2017). Zhang et al. (2021) argue that the resilience of organizations is enhanced by successful digital transformation, which is facilitated by a combination of exploitative and explorative innovations.

This Special Issue aims to address and compile research that could possibly enhance a new wave of transformation innovations through the digitalization of supply chain management.

This call for paper proposals invites the submission of research that not only advances academic knowledge but also addresses the pressing needs of industry and society in an increasingly digitalized world.

Topics to be covered in this Special Issue include, but are not limited to, the following:

1. ICT and its impact on operational performance in the post-COVID-19 era.
2. ICT leads to cost reduction, risk minimization, and accelerate time-to-market for products and services.
3. Whether Industry 4.0 emerging technology adoption is a hype or reality, exploring the status quo of companies’ initiatives in the adoption of emerging technologies (e.g., IoTs, Block chain, AI, robotics, warehouse management systems, SAP-ERP).
4. COVID-19 resilience strategy and ICT investment are perceived to be correlated. ICT investment remains a proactive and reactive resilience strategy.
5. SMEs and large organizations to collaborate for a common ICT platform to streamlining operations for higher efficiency.
6. The role of AI in shaping sustainable supply chains and carbon footprint reduction.
7. Digital transformation and associated security concerns pose challenges but offer opportunities for innovation.
8. Industry 4.0 and SCM 4.0 drive sustainability significantly.
9. ICT and digital investment have been argued to have mixed impacts on supply chain performance, thus bringing in more action research and best practice cases to drive its real-world impact and competitive advantage.
10. Supply chains are inherently global, spanning across continents involving manufacturers, suppliers, transporters, and retailers. Simplifying supply chain complexities though digital innovation may offer businesses a competitive advantage.

Methodology:

Authors may either follow quantitative, qualitative, or mixed-methods research of various companies across sectors. It is expected that authors provide a whole supply chain approach rather than exploring the issues at an organizational level. Further, successful cases, best practices, and longitudinal studies are encouraged to be submitted. We invite scholars and practitioners from various disciplines to contribute their expertise and insights to this important area of research.

References:

Achmad, G. N., Yudaruddin, R., Budiman, P. W., Santi, E. N., Suharsono, A. H. P., & Wahyuningsih, N. (2023). Eco-innovation and SME performance in time of covid-19 pandemic: moderating role of environmental collaboration. Emerging Science Journal, 7, 251-263.

Berawi, M. A., Suwartha, N., Asvial, M., Harwahyu, R., Suryanegara, M., Setiawan, E. A., Maknun, I. J. (2020). Digital innovation: Creating competitive advantages. International Journal of Technology, 11(6), 1076-1080.

Chae, H.-C., Koh, C. E., & Prybutok, V. R. (2014). Information technology capability and firm performance: contradictory findings and their possible causes. MIS quarterly, 38(1), 305-326.

Leão, P., & da Silva, M. M. (2021). Impacts of digital transformation on firms' competitive advantages: A systematic literature review. Strategic Change, 30(5), 421-441.

Lestari, D., Siti, M., Wardhani, W., & Yudaruddin, R. (2021). The impact of COVID-19 pandemic on performance of small enterprises that are e-commerce adopters and non-adopters. Problems and Perspectives in Management, 19(3), 467.

Liu, Y., Dong, J., & Wei, J. (2020). Digital innovation management: Theoretical framework and future research. Management World, 36(7), 198-217.

Osmundsen, K., Iden, J., & Bygstad, B. (2018). Digital transformation: Drivers, success factors, and implications. Proceedings of the MCIS 2018. Corfu, Greece. Retrieved from https://www.researchgate.net/publication/330397210_DIGITAL_TRANSFORMATION_DRIVERS_SUCCESS_FACTORS_AND_IMPLICATIONS.

Saksonova, S., & Kuzmina-Merlino, I. (2017). Fintech as financial innovation–The possibilities and problems of implementation.

Surahman, Shee, H., Fitrian, Z., Adi, A. S., & Yudaruddin, R. (2023). The effect of digital transformation and innovation on SMEs’ performance in times of COVID-19. Problems and Perspectives in Management, 21(4), 84-100. doi:10.21511/ppm.21(4).2023.07

Taboada, I., & Shee, H. (2021). Understanding 5G technology for future supply chain management. International Journal of Logistics Research and Applications, 24(4), 392-406.

Tjahjono, B., Esplugues, C., Ares, E., & Pelaez, G. (2017). What does industry 4.0 mean to supply chain? Procedia manufacturing, 13, 1175-1182.

Zhang, J., Long, J., & von Schaewen, A. M. E. (2021). How does digital transformation improve organizational resilience?—findings from PLS-SEM and fsQCA. Sustainability, 13(20), 11487.

Dr. Himanshu Shee
Dr. Omid Ameri Sianaki
Dr. Tharaka De Vass
Guest Editors

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• digital supply chain management
• supply chain innovation
• sustainable operations
• Industry 4.0
• SCM 4.0
• emerging technology adoption
• circular economy