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A Cause and Effect Model for Digital Sustainable Supply Chain Competitiveness under Uncertainties: Enhancing Digital Platform

Author

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  • Ming-Lang Tseng

    (Institute of Innovation and Circular Economy, Asia University, Taichung 413, Taiwan
    Department of Medical Research, China Medical University Hospital, China Medical University, Taichung 404, Taiwan
    Faculty of Economic and Management, University Kebangsaan Malaysia, Bangi 43600, Malaysia)

  • Tat-Dat Bui

    (Institute of Innovation and Circular Economy, Asia University, Taichung 413, Taiwan)

  • Ming K. Lim

    (College of Mechanical and Vehicle Engineering, Chongqing University, Chongqing 400044, China
    Centre for Business in Society, Coventry University, Coventry CV1 5FB, UK)

  • Stephen Lewi

    (Department of Business Administration, Asia University, Taichung 413, Taiwan)

Abstract

This study provides insights into digitalization in sustainable supply chain management by establishing a structural set of attributes with causal interrelationships among them, as well as by reporting empirical findings on successful criteria for footwear supply chain practices in Indonesia. Sustainable supply chain management and digitalization are mutual benefits. However, there are unclear cause and effect interrelationships. This study aims to critically pinpoint digitalization to approach sustainability and is designed to help firms achieve supply chain competitiveness. The fuzzy Delphi method and fuzzy decision-making trial and evaluation laboratory are utilized, due to the fuzziness associated with human decision making and the complexity and uncertainty in the supply chain. Five aspects and seventeen criteria are validated. The findings indicate that four aspects, including digital platform effectiveness, digital communication belonging to the supply chain digitalization perspective, labour conditions, and manufacturing processes, are important to sustainable supply chain management. The top causal criteria, including logistics integration, logistics optimization, delivery speed, proactive action, and real-time inventory, are considered to assist firms in implementing better practices.

Suggested Citation

  • Ming-Lang Tseng & Tat-Dat Bui & Ming K. Lim & Stephen Lewi, 2021. "A Cause and Effect Model for Digital Sustainable Supply Chain Competitiveness under Uncertainties: Enhancing Digital Platform," Sustainability, MDPI, vol. 13(18), pages 1-19, September.
    • Handle: RePEc:gam:jsusta:v:13:y:2021:i:18:p:10150-:d:632917
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    References listed on IDEAS

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    6. Martin Beaulieu & Omar Bentahar, 2021. "Digitalization of the healthcare supply chain: A roadmap to generate benefits and effectively support healthcare delivery," Post-Print hal-03208957, HAL.
    7. Tseng, Ming-Lang & Lim, Ming K. & Wong, Wai-Peng & Chen, Yi-Chun & Zhan, Yuanzhu, 2018. "A framework for evaluating the performance of sustainable service supply chain management under uncertainty," International Journal of Production Economics, Elsevier, vol. 195(C), pages 359-372.
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    Cited by:

    1. Harshad Sonar & Ayon Mukherjee & Angappa Gunasekaran & Rajesh Kr Singh, 2022. "Sustainable supply chain management of automotive sector in context to the circular economy: A strategic framework," Business Strategy and the Environment, Wiley Blackwell, vol. 31(7), pages 3635-3648, November.
    2. Gheorghe Minculete & Sebastian Emanuel Stan & Lucian Ispas & Ioan Virca & Leontin Stanciu & Marius Milandru & Gabriel Mănescu & Mădălina-Ioana Bădilă, 2022. "Relational Approaches Related to Digital Supply Chain Management Consolidation," Sustainability, MDPI, vol. 14(17), pages 1-28, August.
    3. Dyi-Cheng Chen & Tzu-Wen Chen, 2021. "Research on Sustainable Management Strategies for the Machine Tool Industry during the COVID-19 Pandemic in Taiwan," Sustainability, MDPI, vol. 13(23), pages 1-15, December.

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