Papers are also invited for a number of special tracks (In progress):
Information Management in Supply Chains
Dr. Salomée RUEL, La Rochelle Business School, France.
Pr. Ilias VLACHOS, La Rochelle Business School, France.
Track Description: Information is one of the main flows to be managed throughout a Supply Chain. This topic has always been one of the key interest in Supply Chain Management research field and is still particularly up to date since technology advances have a strong impact on information management practices. Our special track would welcome papers related to Supply Chain 4.0 e.g. Big Data, Predictive Analytics, Internet of Things, Blockchain, since those technologies create visibility, accessibility, reliability or even decision-making and agility capabilities. In addition, research that would deal with knowledge management, collaboration or information sharing would fit this Special Track.
Dr. Marie-Laure BARON, Le Havre University, France
Pr. Marc BIDAN, Polytech Nantes, France
Dr. Morgane FRITZ, La Rochelle Business School, France
Dr. Lhoussaine OUABOUCH, FSJES Ibn Zohr University, Morocco
Dr. Salomée RUEL, La Rochelle Business School, France
Dr Konstantina SPANAKI, Loughborough University, UK
Pr. Ilias VLACHOS, La Rochelle Business School, France
Dr. Apostolos ZARIDIS, Hellenic Open University, Greece
Financial Risk Assessment for Manufacturing Control under industrial and environmental Constraints (Leasing, warranty, logistic, subcontracting)
Dr. Sofiene Dellagi, Lorraine University, Metz – France
Dr. Zied Hajej, Lorraine University, Metz – France
Dr. Lahcen Mifdal, Universiapolis, Agadir-Morocco
Dr. Majdouline Ilias, Universiapolis, Agadir-Morocco
Track Description: Nowadays, the fierce competition between enterprises has led many of them to revise their maintenance and production or service strategies. In fact ameliorating the situation of an industry requires certainly reducing costs and maximizing the customer satisfaction. These two goals cannot be achieved without a good management and a good know how while making decisions. These decisions are generally associated, at least, with three levels of the hierarchical planning process: strategic, tactical and operational levels. Maximizing the profit is the main objective in the manufacturing sector. Thus, cooperation of various activities such as production and maintenance is necessary in order to achieve this objective. Within the last few years, the financial risk in the case of a problem of optimization of production and maintenance have drawn the attention of academia and manufacturers. This risk is due to various factors: failure of the machine and their repair, stock-out, means of transport…etc.
From this point of view, researchers as well as practitioners are invited to propose new studies in this frame and to present industrial cases related to the integrated maintenance problems under constraints. Research related to the keyword below is welcomed.
Keywords : Risk Assessment for Manufacturing ; Production control ; Management of industrial activities ; Reliability and maintenance ;Spare part inventory management ; quality ; Supply Chain Management ; Prognostics and Health Management ; Optimization in logistics ; Production control ; etc..
Communication, Project Management and Customer Relationship Management
Béatrice SIADOU-MARTIN, full professor in marketing, University of Lorraine, France, firstname.lastname@example.org
Hélène Yildiz, Associate Professor of Marketing, University of Lorraine, France, email@example.com
Marketing theory and practice have focused not only on exchange between firms and customers but also on ongoing relationships between them. During the past few years, new managerial practices including consumers have been developed by firms: for instance, co-creation, co-innovation, customer-driven innovation, one-to-one communication via social media, growing interaction by mobile apps….
For example, sharing opinion with a community is a reality that is fully expressed in ecosystems such as TripAdvisor or App Stores. Each one contributes without waiting for any reward other than to bring their own stone an effective community building. But, we can observe that the reasons to engage in co-creation have a common point in their diversity: a desire to follow a brand, to join a project, to propose an idea, to enter into discussion and to integrate into a community…
What are the benefits of these projects for customer relationship? How can a firm manage these projects? What about privacy? How motivating employees in these new commercial interactions? Is there a specific profile of consumers committed in these projects? What about the impacts of these practices on customer/brand relationship? Etc.
In this context, conceptual article, synthesis of literature, qualitative studies, quantitative studies, experiments are welcomed.
Don’t hesitate to contact us for further information:
Blandine Antéblian, University of Bourgogne
Lydie Belaud, University of Lorraine
Audrey Bonnemaizon, University Paris Est Créteil
Isabelle Collin-Lachaud, University of Lille
Sihem Delkili, EM Strasbourg
Mbaye Diallo, University of Lille
Christian Dianoux, University of Lorraine
Nathalie Fleck, University of Maine
Joseph Kaswengi, University of Lille
Gilles Paché, Aix-Marseille University
Karine Picot-Coupey, Universtiy of Rennes 1
Juliet F. Poujol, University Paris-Nanterre
Aurélie Michaud-Trévinal, University of La Rochelle
Agnès Walser-Luchesi, EM Strasbourg
Supply Chain Finance
Btissam Moncef, ISC Paris-France, firstname.lastname@example.org
Julia Guinchard – Nascimento, ISC Paris Business School, email@example.com
Liquidity concerns have encouraged companies and financial intermediaries to develop strategies for improved cash management. In this new context, Supply Chain Finance (SCF) programs are defined by More & Basu, (2013) as “managing, planning, and controlling all the transaction activities and processes related to the flow of cash among supply chain stakeholders in order to improve their working capital”. These programs aim to further improve financial performance by integrating operational and financial flows within the SCM. Their goal is to optimize the asset management of all supply chain partners by reducing management costs. Factoring, reverse factoring, payable financing, dynamic discounting, tax and transfer pricing are examples of financial solutions which aim to optimize Cash flows mainly by lengthening payment lead-time.
Studies are required to improve our understanding for SCF literature, practices and impact on businesses’ performance. The objective of this track is to highlight advances on Supply Chain Finance. Theoretical and empirical contributions topics can include (but not limited):
- Supply Chain Finance solutions, models and barriers
- Supply chain financial measures
- Cost of capital analysis
- Supply chain collaboration to support SCF
- Relationship implications of supply chain finance
- Organization issues related to SCF solutions implementation
- Role of innovation and technologies to implement SCF (digitalization, block chain, internet of things)
Logistics and SCM issues in emerging and developing economies
Track Chair: Jamal EL BAZ, Université Ibn Zohr, MA
Track Description: Several researches have begun to investigate Logistics and SCM issues in emerging and developing countries during the last decade. While some studies have adopted macroeconomic approach by examining value chain and costs of regions and countries, others have focused on micro economic issues related to firms’ processes and supply chains industries. Submissions that apply qualitative or quantitative approaches on logistics and SCM issues in developing countries or emerging economies in Africa and Asia are welcome.
Jamal El Baz, Ibn Zohr University, Morocco
Rébecca Stekelorum, ICN Business School, France
Issam Laguir, Montpellier Business School, France
Anass Cherrafi, ENCG Marrakech, Morocco
Kent Gourdin, College of Charleston, USA
Andreas Gissel, Ludwigshafen am Rhein, Germany
Regina Frei, Portsmouth University, UK.
Design and Sustainable Supply Chain
Mourad CHOUKI, Professor of Strategy, La Rochelle BUSINESS SCHOOL-Excelia Group
Brigitte BORJA DE MOZOTA, Professor Emeritus of Design management, Paris West University
Valérie FERNANDES, Professor of Supply chain management, La Rochelle BUSINESS SCHOOL-Excelia Group
Eco-design is increasingly in demand today. With this concept, the designer is involved in managing the project from its early stage, with the role of providing a new reading and perspective of the phenomenon or object being developed. When designers are involved in the ideation process, customer expectations can be better met. This process is similar to the process of “design thinking”, since it focuses on human concerns of innovation, while taking a multidisciplinary approach. It helps to bring fresh perspectives, use new materials, limit the use of energy, and develop new types of responsible packaging. Design and design thinking can also be used to develop new distribution and transportation channels. This holistic design mobilizes multiple actors and puts the focus on people. The approach shares common ground with sustainable logistics, by which all logistics variables must be reviewed to ensure sustainability. This can affect the design of products and packaging, and supply and distribution modes, etc. The Design and Sustainable Supply Chain track addresses the importance of design in the supply chain and aims to draw the link between design and sustainable logistics. Our aim is to answer the following question: How does design management relate to sustainable logistics?
Mourad CHOUKI, La Rochelle BUSINESS SCHOOL – Excelia Group
Valérie FERNANDES, La Rochelle BUSINESS SCHOOL – Excelia Group
Brigitte BORJA DE MOZOTA, Paris West University
Temna SATOURI , Paris 13 University
Sybille PERSSON, ICN BUSINESS SCHOOL
Klaus-Peter SCHULZ, ICN BUSINESS SCHOOL
Dhouha RHODESLY, University of Tunis
Yasmine BOUGHZALA, University of Tunis
Fatiha OUTINI NAOUI, La Rochelle BUSINESS SCHOOL – Excelia Group
Laurent GIRAUD, University of Toulouse
The Netwocracy - the new paradigm for project, firm and state management?
Dr Violeta Moskalu, Lorraine University, Paris-Est-Créteil and Kyiv School of Economics visiting lecturer
The new digital world and the ongoing globalization processes put the basis for a new, network-based theoretical approach for management and political sciences. The concept of the network is based on some immutable principles – like autonomy, interdependence, distance & deterritorialization – that affect the behavior of members.
The distribution of decision-making power inside the new DAOs (decentralized autonomous organization) organizational and institutional forms introduces new governance problems into organizations and in companies with large borders, where the added-value creation stages are entrusted to various autonomous actors.
We wish to question the phenomena that take place outside the traditional major theoretical reference points in management and political sciences disciplines: the influence of « new network-based horizontal structures » on the functioning of the market, the state, the companies, the media and civil society in general.
Scientific Committee of the track
Dr Violeta Moskalu, Lorraine University, Paris-Est-Créteil and Kyiv School of Economics visiting lecturer, founder of Global Ukraine Foundation (France – Ukraine)
Dr Dmytro Khutkyy, Manager of E-Democracy Group, Reanimation Package of Reforms, https://sites.google.com/view/khutkyy/ (Ukraine)
Dr Oleksiy Vynogradov, Vice-president of the MIM Business School (Ukraine)
Dr Oleksiy Honcharuk, Head of BRDO (Ukraine)
Supply chain relational capital
Naouel MAKAOUI, ICD Paris, France, firstname.lastname@example.org
In the literature, the supply chain relational capital has been asserting itself for some years as the dominant paradigm. This approach is a major evolution from relationship modeling – traditionally based on a strictly economic interpretation – to modeling integrating the social dimension.It is founded on the theory of social exchange. The social links allow a behavioral alignment between the supply chain actors in order to reach a « Goal Congruence » and increases Supply chain performance. Relationship capital also creates value for partners by giving them access to exclusive resources and opportunities, unlike other forms of economic, financial and human capital.
Keywords: Relational capital, Socialization, Supply chain performance
Haithem Nagati, ICD Paris, France
LSP, Digitalisation process and new socio-economic models
Olivier MEVEL, Université de Bretagne Occidentale, FR, email@example.com
Thierry MORVAN, Université Rennes 1, FR, firstname.lastname@example.org
Logistics Service Providers (LSP) have become one of the main players in the supply chain thanks to the large range of service packages they offer and thanks to their innovative capacity in a continually evolving context. The new emerging socio-economic models (collaborative economics, circular economics, …) the rise of the digital, the emergence of intermediation platforms, the development of e-commerce and the ensuing issues of urban deliveries,…. all these features raise numerous new questions : theoretical and practical issues about the roles and challenges of Logistics Service Providers (LSP) in the years to come. Therefore, the point is to bring elements of understanding, of reflection, analysis and discussion around the following themes, even though other themes are also possible.
- What are the strategies to be considered by LSP in a digital world? What new skills ought to be developed?
- What are the impacts of big data services offered by LSP?
- Collaborative economics, LSP, what are the model to develop
- The role and the impacts of service providers in the expansion of pooling projects
- The role of technologies in automated supply chain pooling; intermediation platforms as new economic actors…
Humanitarian Logistics and Disaster Response
Sean Grogan, Polytechnique Montréal, email@example.com
Nathalie Perrier, Polytechnique Montréal, firstname.lastname@example.org
Preparing for and responding to disasters is a major logistical challenge. Governmental, nongovernmental, and inter-governmental organizations devote considerable resources to preventing, mitigating, preparing, responding, assessing, and recovering from the effects of disasters. It is has been noted disaster response and relief is a, « growth industry. » That is, there has been and will be an increase in the need for these organizations to mobilize and respond to disasters and other humanitarian crises.
Some such actions explored in this field are pre-position of supplies, allocation of assessment teams, deployment of search and rescue teams, last-mile distribution of supplies, stationing of field hospitals, donor management, and more.
Venture Capital, Private Equity and Project Management
Veasna KHIM, Université de Lorraine, FR
Hery RAZAFITOMBO, Université de Lorraine, FR
Private Equity and Venture capital (PE and VC, hereafter) industry has grown greatly over the last three decades, in the US and more recently in Europe. It is well-known that PE and VC play a crucial role in incubating innovative firms, especially venture capital for start-up in high-tech sectors. More importantly, PE and VC financing has grown significantly relative to bank financing. This assumes that, more than Bank, they appears to be more accurate in meeting the financial needs of innovative firms but also is likely to most likely to support project they financed. The aim of this track is to address issues around the relationship between PE, VC and project management. How PE and VC (can) evaluate the entrepreneur’s project? Do PE and VC manage their investments analogous to projects? What project management tools, processes and methods they use? How PE and VC interact with the firm management?…
Researchers as well as practitioners are invited to propose studies, cases and researches related to these topics.
Keywords : venture capital, private equity, project management, start-up, financial choice, performance, efficiencies
Scientific Committee :
Jean Noël ORY, Université de Lorraine, FR
Céline BARREDY, Université de Lorraine, FR
Veasna KHIM, Université de Lorraine, FR
Hery RAZAFITOMBO, Université de Lorraine, FR
Sustainable Urban Logistics - Methods, Models and Applications
Track Chair : Prof. Andrea Genovese,The University of Sheffield
Track Description : Until recently, despite growing interest and awareness of freight transport operations at local authority level, many urban transportation authorities have often overlooked freight; at the same time, despite an increasing number of advanced models and powerful algorithms presented in the literature for optimizing Urban Logistics, planning-oriented Decision Support Systems (DSSs) are seldom considered by private and public agents as a concrete option to enhance the quality of real-world decision-making process. This is partly due to the fact that these models and methods rarely incorporate a multi-stakeholder perspective in their analysis, often resulting in centralised and hierarchical decision-making procedures that might be of little help in contexts where a more participatory approach is required. Within this context, this track is aimed at gathering contributions that deal with the practical application of Decision Support Systems to real-world problems arising in Urban Logistics. These include (but are not limited to):
- Multi-Criteria Decision-Making approaches for Urban planning;
- Stakeholders engagement and participatory Decision-Making techniques;
- Advanced mathematical modelling for Urban Logistics optimization;
- Facility location for Urban Logistics;
- Methods and Models for Reverse logistics optimisation in Urban contexts;
- Risk management in Urban Logistics;
- Financial implications of Urban Logistics solutions;
- Social and Environmental Sustainability Evaluation of Urban Logistics solutions;
- Integration of Decision Models and Geographical Information Systems;
- Forecasting approaches for Urban Logistics;
- Case studies concerning practical applications of Urban Logistics solutions.
Prof. Andrea Genovese, University of Sheffield, UK
Dr. Antonino Sgalambro, University of Sheffield, UK
Dr. Erica Ballantyne, University of Sheffield, UK
Dr. Adrian Solomon, South-East European Research Council, Greece
Prof. Sergio Rubio, University of Extremadura, Spain
Dr. Carmela Piccolo, University of Naples, Italy
Agility in procurement
Laurence VIALE, EM Strasbourg, email@example.com
Dorsaf ZOUARI, Université de Grenoble Alpes, firstname.lastname@example.org
According to the study conducted by Ardent Partners (2015) in collaboration with SAP Ariba, agility will be the next driver of purchasing success. Increasingly debated in the professional sphere, the theme of agility in Purchasing is for some people above all a state of mind, for others it is a matter of tools and internal organization (alignment with global organizational objectives) as well as a capacity for adaptation and even innovation (Public Procurement Forum, 2018).
From an academic point of view, this notion is not yet defined or clearly addressed.
We propose to approach agility as an emerging context, perspective or trend. This track will help to clarify the new purchasing management mechanisms to meet these challenges related to the uncertain and dynamic context. Themes can address without restriction organizations, purchasing strategies, roles and responsibilities, category management, skills / talents to meet these goals.
The Track’s Scientific Committee
Laurence VIALE, EM Strasbourg.
Dorsaf ZOUARI, Université de Grenoble Alpes.
L’agilité dans les achats publics c’est possible ! Camille George le 21 nov. 2018 Forum des achats public, organisé par le Conseil National des Achats.
SAP Ariba, CPO Rising 2015: The Agility Agenda.
Skills, Careers and Logistics Trades
Ludivine Chaze-Magnan, Associate professor in Supply Chain Management and Information Systems at the Grenoble Alpes University (France)
Laurent Livolsi, Associate professor in Supply Chain Management and Logistics, Head of SNCF Logistics Chair and Assistant director of CRET-LOG at Aix Marseille University (France)
Over the last twenty years, logistics and supply chain have evolve significantly: Rise of new technologies and digitalization, development of e-commerce, sustainability issues, strategies for servitization, management of innovations, for example…. Consequently, Supply Chain Management faces more complex and various challenges and enlarge supply chain jobs to tackle them. If a lot of research has focused on knowledge management, the field of human capital and business skills remains under studied in the logistics and SC sector.
Whether it is the ASLOG, increasingly interested in this issue related to new « talents » and skills development or DHL highlighting a global crisis in terms of talent shortage, the question of human resources and specific logistics skills for tomorrow emerges in many facets.
In this perspective, some questions have to be highlighted/emphasized: What are the logistical skills for tomorrow? What are the emerging jobs? What are the profiles of new talents? How can organizations capitalize and/or develop skills? What role information systems play? Which place soft skills hold? Is gender relevant for SC skills?
Conceptual articles, synthesis of literature, qualitative studies, quantitative studies, and experiments are welcomed in this track.
Healthcare logistics and Supply Chain Management
Nathalie Sampieri Teissier : email@example.com
Blandine Ageron : firstname.lastname@example.org
For several years, the hospital sector has faced new challenges (demographic, budgetary, regulatory, political, etc.). Confronted these profound changes, it is imperative to rethink the organization and management of the health system in order to optimize the resources (material, human, information, etc.) and control expenditures (Pillay, 2008) while maintaining a level of service to the patient. Hospitals must therefore seek to rationalization their activities, to manage their flows, to develop a global vision. In this perspective, hospitals must imperatively associate and integrate contemporary management practices with medical knowledge.
Over the last ten years, much research (Pan, 2007, Beaulieu et al., 2014) has focused on the management and the organization of hospital systems. Key topics include hospital information systems, performance evaluation, risk management, skills and knowledge management, and logistics and resource configuration.
This last point seems to have gained importance for many organizations that have modified their value chain by positioning logistics as a key and transversal function that supports all value creation processes. In the healthcare sector, Sampieri-Teissier (2016) mentions that thanks to a better management of logistics activities, hospitals should reduce their expenses significantly. By implementing inventory control practices, flow and process optimization, better resource allocation, they can better serve patients while providing to their staff favorable working conditions and to the whole organization more efficient processes.
In this perspective, some questions have to be highlighted/emphasized: What will be the next logistical challenges for healthcare sector? Does lean management represent an opportunity for hospitals? How digitalization will transform logistics and supply chain practices in healthcare? How to optimize logistics and supply chain processes in hospital context? What will be the organization of logistics and SCM in the hospital in the next decades? Does the patient centered care will change the scope of SCM? How the management of human resources in logistics and SCM will contribute to face all theses challenges?
Conceptual articles, synthesis of literature, qualitative studies, quantitative studies, and experiments are welcome in this track.
Beaulieu, M., Roy, J., Landry, S., Michaud, M., Roy, C. (2014). La logistique hospitalière au Québec : passé, présent et futur. Gestion, 39(3), 56-62.
Pan, Z. X., & Pokharel, S. (2007). Logistics in hospitals: a case study of some Singapore hospitals. Leadership in Health Services, 20(3), 195-207.
Pillay, R. (2008), Managerial competencies of hospital managers in South Africa: a survey of managers in the public and private sectors, Human Resources for Health, 6(4), 186-202.
Sampieri-Teissier, N. (2016). Valoriser la logistique hospitalière au service des patients. Supply Chain Magazine, (102), 144-145.
Emerging Physical Internet Paradigms in the Last-Mile Supply Chain
During the last decade, there has been an increasing interest in online sales web-stores or marketplaces. This new channel in retail has led many retailers to adopt innovative logistics models in the city built on offering multiple pickup locations and multiple delivery options. Also, the rise of both population concentration and online sales in urban areas is expected to increase further the transport demands in the near future. Hence, dramatic impacts are appearing in many urban scenarios, thus, calling for a greater sustainability in the freight delivery and, overall, for the adoption of solutions falling into the framework of the Physical Internet initiative. In fact, the final portion of the supply chain is affected by different problems – e. g. increasing energy consumption, pollution, and congestion; a higher number of vehicles and goods to be delivered; reluctance to collaboration in logistics –, and for this reason it represents a big challenge in multiple perspectives and for multiple stakeholders: quality of life in cities; customer satisfaction and safety; business efficiency and reduction of transport costs and impacts; policy implications; overall increase of complexity in the last mile. “Last mile” is a term used in logistics for describing the movement of goods in the last part of the supply chain, generally from a transportation hub to a final destination.
The “Emerging Physical Internet Paradigms in the Last-Mile Supply Chain” track addresses the emerging paradigms for innovative and sustainable solutions for the last mile delivery in urban areas in multiple perspectives and with different methodological approaches.
Physical Internet; E-Commerce; Internet Of Things; Blockchain; Sustainable Logistics; Green Logistics; Decarbonization; Collaborative Logistics; Urban Logistics; City Logistics; Last Mile Delivery; Last Mile Supply Chain; Last Mile Safety and Performance; Customer Satisfaction.
Track Scientific Committee:
Carlo Giglio, University of Calabria, Italy Annarita De Maio, University of Calabria, Italy Walid Klibi, KEDGE Business School, France Roberto Musmanno, University of Calabria, Italy Roberto Palmieri, University of Calabria, Italy Demetrio Laganà, University of Calabria, Italy
Blockchain in the Operations and Supply Chain Management
Dr. Sudhanshu Joshi, Doon University, India email@example.com
In the digital age, virtually all business models have been undergoing unprecedented disruptions thanks to unending breakthroughs in cutting-edge ICTs. A prominent and highly disruptive technology is blockchain (BC), which is already contributing to remodeling traditional business models and creating new opportunities across the entire supply chain. As a rule, BC refers “to a fully distributed system for cryptographically capturing and storing a consistent, immutable, linear event log of transactions between networked actors” (Risius & Spohrer, 2017). BC emerged as a technology to perform transactions in the cryptocurrency market (Nakamoto, 2008; Oh & Shong, 2017; Prybila, Schulte, Hochreiner, & Weber, 2017). Blockchain applications have reached an authoritative level in the financial sector, but it is only recently that they have spanned other areas, such as the Operations and Supply Chain Management (OSCM) field. Blockchain is considered there as both a critical challenge and a well-fit paradigm for opportunities. For instance, BC can trigger significant improvements in transparency, accountability and trust, security, efficiency and costs minimization (Kshetri, 2018).
Additionally, BC is viewed as a solution for SCM traceability problems (Lu & Xu, 2017) and for generating closer and trustworthy relationships (Aste, Tasca, & Di Matteo, 2017) not only between organizations and their suppliers, but also through the entire SCM. On the one hand, a blockchain-enabled smart contract (a script that can trigger a transaction) has the potential of bringing high levels of efficiency with a decentralized operation to SCM. On the other hand, BC can be combined with other cutting-edge technologies (such as big data analytics, internet of things, and cyber-physical systems) to bring about disruptive impacts in all specialized fields.
Despite the numerous potential benefits of BC, blockchain-related concepts (enablers, adoption, implementation, etc.) are still to be well mastered by a good number of managers. The challenges about how they can ensure that BC adds value to both their organizations and SCM remain unanswered. From the OSCM perspective, BC is still in its infancy, and all its potential remains unclear. For example, a recent review on bitcoin, blockchain and Fintech in SCM (Fosso Wamba, Kamdjoug, Robert, Bawack, & Keogh, 2018) identified few empirical studies using the survey method approach for investigating these subjects. And this adds to the scarcity of studies on BC applications that use empirical approaches, including survey (Ying, Jia, & Du, 2018).
This Track aims to call on OSCM scholars and practitioners to investigate the role of BC in creating value in OSCM. Specifically, this Special Section intends to gather research from the aforementioned specialists in order to shed more light on and gain an in-depth understanding of how blockchain integrates with and impacts new business models, transforms relationships, and improves performance and competitive advantage in OSCM. Subsequently, we look forward to unveiling strong practical and theoretical implications concerning BC in the OSCM context. As BC has only recently merged with OSCM, the research papers awaited are expected to make new contributions in terms of reporting empirical results (surveys and case studies) and practical field developments.
The proposed track is targeted at (but not restricted to) the following topics:
- Blockchain adoption barriers and challenges in the OSCM.
- A cross-country analysis of blockchain adoption barriers, challenges, and opportunities.
- Survey studies assessing the value of blockchain in OSCM improved service level.
- Survey studies reporting blockchain in the OSCM contexts (e.g., food industry transparency, counterfeiting, adulteration, trusted process, cooperation, operations costs minimization, fake drugs in pharmaceutical SCM, among others).
- Blockchain and OSCM information systems capabilities.
- Blockchain and the needs for workers’ skills and capabilities in OSCM.
- Blockchain and big data analytics (BDA) applications in OSCM.
- Blockchain and the Internet of things (IoT) applications in OSCM.
- Blockchain and smart-contract applications in OSCM.
- Blockchain and cyber-physical system applications in the OSCM.
- Blockchain and OSCM security improved in OSCM.
- Blockchain and information sharing in OSCM.
- Blockchain and OSCM improved efficiency process.
- Blockchain and improved transportation performance.
- Blockchain and SCM competitive advantage.
- Blockchain and SCM traceability/transparency improved B2B and B2C perspectives.
- In-depth case studies reporting blockchain applications in OSCM.
- Blockchain and buyer-supplier relationships remodeling.
- Blockchain and diffusion of innovation through SCM.