TY - JOUR
T1 - Competitive advantage, relationship, and benefit
T2 - Primary and secondary influencing factors of supply chain collaboration in China’s advanced manufacturing industry
AU - Liu, Haohua
AU - Lin, Lin
AU - Cheng, Yang
AU - Chen, Xiuling
AU - Ren, Jianwei
N1 - Funding Information:
Haohua Liu was funded by the Jiangxi Provincial Social Science “14th Five-Year Plan” (2021) Fund Project (grant no. 21YJ22D) and the Jiangxi University Humanities and Social Science Project (grant no. GL20112). Xiuling Chen was funded by the Social Science Planning Project of Fujian Province (grant no. FJ2021X017), and Jianwei Ren was funded by the National Natural Science Foundation of China (grant no. 71862026). Haohua Liu and Xiuling Chen contributed to the study design and content description. Jianwei Ren, who was one of the funders, contributed to the revision of the manuscript.
Publisher Copyright:
© 2023 Liu et al. This is an open access article distributed under the terms of the Creative Commons Attribution License, which permits unrestricted use, distribution, and reproduction in any medium, provided the original author and source are credited.
PY - 2023/6
Y1 - 2023/6
N2 - The advanced manufacturing industry is located at the top of the manufacturing value chain. Its development is restricted by supply chain collaboration (SCC), the level of which is affected by many factors. Few studies comprehensively summarize what influences SCC and distinguish the impact level of each factor. Practitioners have difficulty isolating the primary factors that affect SCC and managing them effectively. Therefore, based on synergetics and the theory of comparative advantage, this study analyzes what influences SCC in the advanced manufacturing industry and how these influencing factors work, using data from 94 manufacturing enterprises and the Haken model to identify the influencing factors. The results show that China’s advanced manufacturing supply chain underwent a phase change and entered a new stage during 2017–2018. In the new stage, the competitive advantages of enterprises are one order parameter (slow variable) and are primary factors affecting SCC. The interest demands of enterprises are a fast variable and are secondary factors affecting SCC. The competitive advantages of enterprises dominate the interests of enterprises in affecting the collaboration level of China’s advanced manufacturing supply chain. In addition, in the process of influencing SCC, there is a positive correlation between the competitive advantages of enterprises and the interest demands of enterprises, and the two factors have a positive feedback mechanism. Finally, when the enterprises in the supply chain cooperate based on their differential advantages, the collaboration capability of the supply chain is at the highest level, and the overall operation of the supply chain is orderly. In terms of theoretical contribution, this study is the first to propose a collaborative motivation framework that conforms to the characteristics of sequential parameters, which provides a theoretical reference for subsequent studies on SCC. In addition, the theory of comparative advantage and synergetics are linked for the first time in this study, and both of them are enriched and developed. Equally importantly, this study compares the bidirectional influence between firms’ competitive advantages and firms’ interest demands and the ability of both to influence SCC, enriching previous validation studies of unidirectional influence. In terms of practical implications, this study guides top managers to focus on the management practice of collaborative innovation in the supply chain and advises purchasing managers and sales managers on selecting supply chain partnerships.
AB - The advanced manufacturing industry is located at the top of the manufacturing value chain. Its development is restricted by supply chain collaboration (SCC), the level of which is affected by many factors. Few studies comprehensively summarize what influences SCC and distinguish the impact level of each factor. Practitioners have difficulty isolating the primary factors that affect SCC and managing them effectively. Therefore, based on synergetics and the theory of comparative advantage, this study analyzes what influences SCC in the advanced manufacturing industry and how these influencing factors work, using data from 94 manufacturing enterprises and the Haken model to identify the influencing factors. The results show that China’s advanced manufacturing supply chain underwent a phase change and entered a new stage during 2017–2018. In the new stage, the competitive advantages of enterprises are one order parameter (slow variable) and are primary factors affecting SCC. The interest demands of enterprises are a fast variable and are secondary factors affecting SCC. The competitive advantages of enterprises dominate the interests of enterprises in affecting the collaboration level of China’s advanced manufacturing supply chain. In addition, in the process of influencing SCC, there is a positive correlation between the competitive advantages of enterprises and the interest demands of enterprises, and the two factors have a positive feedback mechanism. Finally, when the enterprises in the supply chain cooperate based on their differential advantages, the collaboration capability of the supply chain is at the highest level, and the overall operation of the supply chain is orderly. In terms of theoretical contribution, this study is the first to propose a collaborative motivation framework that conforms to the characteristics of sequential parameters, which provides a theoretical reference for subsequent studies on SCC. In addition, the theory of comparative advantage and synergetics are linked for the first time in this study, and both of them are enriched and developed. Equally importantly, this study compares the bidirectional influence between firms’ competitive advantages and firms’ interest demands and the ability of both to influence SCC, enriching previous validation studies of unidirectional influence. In terms of practical implications, this study guides top managers to focus on the management practice of collaborative innovation in the supply chain and advises purchasing managers and sales managers on selecting supply chain partnerships.
UR - http://www.scopus.com/inward/record.url?scp=85161252049&partnerID=8YFLogxK
U2 - 10.1371/journal.pone.0285247
DO - 10.1371/journal.pone.0285247
M3 - Journal article
C2 - 37279253
AN - SCOPUS:85161252049
SN - 1932-6203
VL - 18
JO - PLOS ONE
JF - PLOS ONE
IS - 6 June
M1 - e0285247
ER -