Purpose

Vulnerable complex, global, and fragmented supply chains are increasingly exposed to various disruptions, e.g. economic downturns, war, natural event disasters, cyber- and terror attacks, and epidemics. To cope with these disruptions, supply chain resilience (SCR) is required. SCR strategies include plans and activities used by SC actors to increase resilience, frequently structured as e.g. redundancy, flexibility, agility, and collaboration in literature (Tukamuhabwa et al., 2015; Shekarian & Mellat Parast, 2021). SCR strategies may be adopted throughout the entire logistics system, consisting of three levels (Wandel & Ruijgrok, 1993) with goods owners, transport actors, and infrastructure actors. Together, the actors form a complex yet interdependent system vulnerable to supply chain disruptions.

Collaboration, often indicated as a SCR strategy, plays a vital role for enhancing the other three strategies of redundancy, agility and flexibility in the logistics system. Collaboration offers opportunities for organizational learning within as well as between organizations, that in turn is essential for improving redundancy, agility as well as flexibility. Research on how the constructs of collaboration, organizational learning and SCR are related to each other is however still in its infancy. The purpose of this study is to describe and structure the constructs of collaboration, organizational learning and SCR. Inspired by a theory elaboration approach (Ketokivi & Choi, 2014), this research proposes a conceptual model of the constructs and illustrates their interrelations based on findings from a systematic literature review and an interview study.

Research Approach

The study is inspired by an elaboration approach. A conceptual model is constructed, based on a systematic literature review, combining supply chain resilience strategies, collabo­ration, and organi­zational learning (absorptive capacity). An interview study on three levels of the logistics system provides findings to further contextualize the model and illustrate its different parts.

Findings and Originality

The study presents a conceptual model which provides a structured view on SCR strategies, collaboration, learning, and their interrelations. The scope of the model differs from others by incorporating three levels of the logistics system which is illustrated by empirical findings.

Research Impact

Research on how the constructs of collaboration and organizational learning are related to SCR and to each other is still in its infancy. Our conceptual model describes and illustrates the interrelations and how collaboration is an antecedent to SCR strategies, mediated by three learning processes. Internal and external collaboration are not considered as SCR strategies but rather enablers for the learning processes leading to SCR.

Practical Impact

The results provide managers on different levels of the logistics system with a deeper understanding of the collaboration and learning dimensions of SCR. Empirical illustrations exemplify how internal and collaborative SCR strategies and three different learning processes lead to SCR. In the light of recent and future supply chain disruptions, this is of utmost importance. 

The transition to battery electric vehicles (BEVs) challenges current logistics systems and actors’ business models, especially logistics service providers (LSP). In response, the purpose of this study is to increase the understanding of the characteristics of critical factors in business models for LSPs when adapting electrified freight. A structured interview study targeting LSPs that are operating BEVs has been carried out. Eleven factors deemed as critical were identified in business model components, pointing to a need to take a holistic view when designing business models for electrified freight. Furthermore, four themes are identified that address how characteristics of logistics systems change when BEVs are adopted. This includes changes in uncertainty and complexity. To comply with the increased dynamic, the paper proposes a conceptual framework which captures the evolvement of the critical factors when the market matures by classifying them as constant, fading, adopting, and emerging. The critical factors and their evolvement can be used as guidelines for practitioners and researchers in their development of sustainable business models in the transfer towards electrified freight.

Purpose: A transition to electric freight will challenge current systems and business models, especially for logistics service providers (LSP). Therefore, the purpose is to increase the understanding of critical factors in business models for LSPs when adopting to electrified freight.

Design/methodology/approach: A structured interview study has been carried out, targeting LSPs about their experience and expectation on electrification. The responses were analysed through a business model lens.

Findings: Twelve factors deemed as critical were identified, covering the different components of a business model. From the analysis of critical factors, four hypotheses were developed. The hypotheses concern areas that can guide designs of future business models.  

Research implications: This study identifies challenges highlighted by LSPs as relevant and combine these in critical factors to be considered when designing business model for electrified freight.

Practical implications: For many companies, business models are vital to their existence, thus the results can shed light on factors of high relevance for companies in a transport-related context.

Social implications: Large-scale adoption of electric trucks has the potential to reduce the climate impact, but it is of essence to develop sound business plans, which this study contributes to.

Original/value: This paper takes a business model approach, and builds on in-depth primary data from LSP’s experiences with regional electrified freight – a novel area in need of development. 

Purpose

Supply Chain Management (SCM) has for the past decades been a central concept for logistics research. The importance of effectively managing supply chains has further increased by global supply chain complexity, shifts in customer demands and needs, a focus on sustainability, and mitigation strategies and responses to supply chain disruptions.Integration and collaboration in the supply chain and having a customer focus are two central characteristics of SCM. By truly understanding customers, i.e. having a customer orientation, combined with supply chain integration capabilities, the full potential of supply chain management could be released. Therefore, the purpose of this research is to suggest a conceptual framework by identifying the dimensions of customer orientation and exploring the relation between customer orientation and integration in supply chains.

Research Approach

The paper builds on a systematic literature review. Combinations of the keywords customer orientation, supply chain, logistics, integration, and collaboration were used. The initial search identified 518 potential articles. Exclusion criterias limited the sample to 107 articles, being read in full. The final 28 applicable articles were analysed in order to define dimensions of customer orientation, as well as their relations to supply chain integration.

Findings and Originality

The overall findings of the paper is a conceptual framework for how customer orientation is related to supply chain integration. The analysis revealed a set of three customer orientation dimensions: (i) The prerequisites for customer orientation, in terms of strategy and culture; (ii) The means of understanding the customer, in terms of generation and dissemination of information; and (iii) The actions based on having a customer understanding, in terms of responsive and proactive actions. Each dimension relates to supply chain integration in a bi-directional way. Independent of its starting point, a synergetic interplay between customer orientation and integration is proposed.

Research Impact

This research takes a holistic view on the use of the concept of customer orientation in SCM and supply chain integration literature. While SCM research has predominantly concerned customer service-oriented measures and aims, this study builds a more thorough framework, especially addressing the important relations between customer orientation and integration in supply chain management.

Practical Impact

The results from the paper can provide supply chain managers with a deeper understanding of customer orientation and provide guidance to how supply chain integration can be approached and supported by this understanding. In the light of recent supply chain challenges, this is of utmost importance for supply chain managers.

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