供应链数字化与制造企业竞争优势的关系研究

doi:10.16381/j.cnki.issn1003-207x.2022.1240

Abstract

Abstract:

The global economy remains in a precarious state， increasing risks and uncertainties in supply chain management. Many unpredictable disturbances outside the organization may induce supply chain disruption， threatening the survival and development of manufacturing firms. To adapt to the new competitive environment， novel technologies are urgently needed by manufacturing firms to optimize the process and paradigm of supply chain management. In recent years， the rise of digital technologies （e.g.， big data， cloud computing， artificial intelligence， etc.） has injected new impetus into supply chain management. As an important activity in the application of digital technologies， supply chain digitalization is gaining an increasing amount of attention in both practice and research. Many studies have shown that supply chain digitalization is conducive to the establishment of end-to-end digital connections among supply chain members （e.g.， manufacturers， suppliers， retailers， customers， etc.） and improves the efficiency of supply chain operations in demand forecasting， product design， manufacturing， logistics， and product delivery. Although supply chain digitization has attracted extensive attention from academics， few studies have focused on the impact of supply chain digitization on the survival and development of manufacturing firms from the market competition perspective. How to improve supply chain resilience and shape manufacturing firms' competitive advantage through supply chain digitization has become an important issue to be further discussed in supply chain management literature.Building on the theories of resource-based view and technology affordance， the survey data of 226 Chinese manufacturing firms are used to explore the interplay of supply chain digitalization， supply chain resilience， and competitive advantage. Moreover， considering the multi-agent feature of supply chain management， relational governance among supply chain members is also taken as a contextual factor to analyze its moderating effect on the above-mentioned relationship. Three key conclusions can be drawn from our research. First， supply chain digitization is positively related to the competitive advantage of manufacturing firms. As a management practice of digital technology application， supply chain digitization can enhance the visibility and transparency of the supply chain， improve the efficiency of business processes and value creation， and help manufacturing firms shape their competitive advantages. Second， supply chain resilience mediates the relationship between supply chain digitization and the competitive advantage of manufacturing firms. Supply chain resilience is an effective way for the supply chain to cope with disruption risks， which combines the functions of agility and robustness. Supply chain digitalization can improve the strategic coordination of the supply chain， transform the independent tasks among supply chain members into collaborative， synchronous， and integrated business processes， and respond to various potential and real disruption risks with a high degree of supply chain resilience， thus enabling manufacturing firms to occupy a dominant position in the market competition. Third， relational governance positively moderates the mediating effect of supply chain resilience between supply chain digitization and manufacturing firms' competitive advantage. Relational governance （e.g.， trust and relational norms） is a safeguard mechanism for manufacturing firms to build competitive advantages， which will promote close cooperation among supply chain members. Under the influence of relational governance， digital technology can fully empower supply chain management， enable supply chain members to effectively integrate and utilize data resources， improve the supply chain's capability to deal with disruption risks， and promote manufacturing firms to achieve higher performance than competitors.

Key words: supply chain digitalization, competitive advantage, supply chain resilience

CLC Number:

F272.3

Hua Zhang, Xin Gu. The Interplay of Supply Chain Digitalization and Manufacturing Firms' Competitive Advantage: The Moderating Effect of Supply Chain Resilience[J]. Chinese Journal of Management Science, 2025, 33(4): 285-298.

Figures/Tables 8

变量	因子载荷
业务流程数字化（BD），Cronbach's α=0.882，CR=0.882，AVE=0.652
BD1数字技术使供应链的动态、安全与交互实时可见	0.786
BD2数字技术促进销售预测与生产数据的信息共享	0.813
BD3数字技术促进业务、人员与技术的无缝集成	0.780
BD4数据驱动的决策支持系统增强供应链适应性和可靠性	0.848
价值创造数字化（VD），Cronbach's α=0.851，CR=0.851，AVE=0.534
VD1数字技术促进供应链成员跨边界合作	0.737
VD2数字技术支持定制化产品和服务的生成	0.749
VD3易于改变产品功能以满足不断变化的用户需求	0.768
VD4数字技术促进设计、运营与用户关系的数字创新	0.701
VD5快速响应竞争对手的行动、技术更新与用户需求变化	0.697
供应链敏捷性（SA），Cronbach's α=0.904，CR=0.904，AVE=0.653
SA1供应链可快速适应生产周期变化	0.779
SA2供应链可迅速适应用户服务水平变化	0.800
SA3供应链可快速适应产品交付时间变化	0.817
SA4供应链可快速适应市场需求变化	0.824
SA5供应链可快速适应新的商业模式	0.820
供应链稳健性（SR），Cronbach's α=0.874，CR=0.874，AVE=0.582
SR1供应链可保持与变化发生之前相同的稳定状态	0.779
SR2供应链在应对变化时可做出合理反应	0.764
SR3供应链在各种可能的应用场景中表现良好	0.786
SR4供应链在压力中仍然能够正常运作	0.748
SR5供应链在风险中有良好的恢复能力	0.735
关系治理（RG），Cronbach’s α=0.885，CR=0.885，AVE=0.606
RG1合作各方认同彼此的角色和责任	0.745
RG2合作各方能够有效处理突发事件	0.810
RG3合作各方相互信任并弥补契约的未尽事宜	0.754
RG4合作各方能够保持互利互惠关系	0.768
RG5合作各方依靠相互理解来实现彼此利益最大化	0.813
竞争优势（CA），Cronbach’s α=0.895，CR=0.895，AVE=0.630
CA1用户满意我们的产品质量	0.812
CA2我们有能力获得新用户	0.778
CA3我们及时交付用户所需产品	0.770
CA4我们的市场份额增长显著	0.803
CA5我们已经达到了财务目标	0.805

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测量题项	因子载荷
测量题项	BD	VD	SA	SR	RG	CA
BD1	0.810	0.079	0.071	0.122	-0.001	0.198
BD2	0.838	0.116	0.125	0.059	0.103	0.101
BD3	0.820	0.024	0.028	0.071	0.150	0.163
BD4	0.828	0.067	0.174	0.166	0.082	0.159
VD1	0.003	0.746	0.116	0.226	0.125	0.074
VD2	0.173	0.724	0.120	0.179	0.044	0.191
VD3	0.072	0.766	0.118	0.122	0.158	0.144
VD4	0.066	0.773	0.115	0.134	-0.031	0.065
VD5	0.010	0.720	0.062	0.174	0.183	0.151
SA1	0.146	0.015	0.777	0.163	0.168	0.130
SA2	0.093	0.063	0.812	0.121	0.047	0.176
SA3	0.073	0.210	0.818	0.110	0.118	0.095
SA4	0.120	0.103	0.818	0.106	0.135	0.119
SA5	0.119	0.054	0.824	0.130	0.048	0.165
SR1	0.202	0.056	0.063	0.787	0.101	0.158
SR2	0.269	0.079	0.121	0.746	0.076	0.113
SR3	0.209	0.136	0.108	0.785	0.054	0.074
SR4	0.094	0.081	0.196	0.766	0.137	0.086
SR5	0.118	0.118	0.162	0.712	0.197	0.194
RG1	0.150	0.094	0.023	0.076	0.764	0.198
RG2	0.110	0.088	0.107	0.047	0.829	0.089
RG3	0.042	0.050	0.157	0.237	0.759	0.148
RG4	0.052	0.009	0.112	0.100	0.784	0.209
RG5	0.106	0.125	0.103	0.096	0.801	0.159
CA1	0.092	0.091	0.147	0.106	0.235	0.797
CA2	0.164	0.215	0.153	0.042	0.178	0.759
CA3	0.196	0.159	0.191	0.124	0.111	0.747
CA4	0.170	0.170	0.125	0.208	0.202	0.743
CA5	0.086	0.138	0.148	0.198	0.186	0.773

	1	2	3	4	5	6	7	8	9
1.企业规模	-
2.企业年龄	-0.023	-
3.关系长度	0.163^*	0.008	-
4.价值创造数字化	0.020	-0.065	0.088	0.731
5.业务流程数字化	0.018	0.018	-0.083	0.241^**	0.807
6.供应链敏捷性	0.023	-0.015	0.064	0.330^**	0.283^**	0.808
7.供应链稳健性	0.084	-0.099	0.155^*	0.473^**	0.301^**	0.371^**	0.763
8.关系治理	0.093	-0.097	0.061	0.300^**	0.251^**	0.305^**	0.339^**	0.778
9.竞争优势	0.054	0.004	0.050	0.401^**	0.415^**	0.411^**	0.407^**	0.462^**	0.794
均值	2.208	2.177	2.226	3.204	3.290	3.473	3.418	3.179	3.368
标准差	0.709	0.643	0.821	0.699	0.932	0.800	0.732	0.914	0.828

变量	竞争优势				供应链敏捷性
变量	模型1-1	模型1-2	模型1-3	模型1-4	模型1-5	模型1-6
企业规模	0.055	0.049	0.040	0.039	0.015	0.005
企业年龄	0.006	0.014	0.024	0.025	-0.019	-0.002
关系长度	0.043	0.017	0.045	0.031	0.061	0.057
业务流程数字化			0.304^***	0.255^***		0.191^**
价值创造数字化			0.374^***	0.295^***		0.310^***
供应链敏捷性		0.423^***		0.253^***
R²	0.005	0.171	0.273	0.323	0.005	0.156
ΔR²	0.005	0.166	0.268	0.050	0.005	0.151
F值	0.345	11.386^***	16.508^***	17.431^***	0.336	8.150^***

变量	竞争优势				供应链稳健性
变量	模型2-1	模型2-2	模型2-3	模型2-4	模型2-5	模型2-6
企业规模	0.055	0.027	0.040	0.029	0.059	0.051
企业年龄	0.006	0.059	0.024	0.045	-0.113	-0.087
关系长度	0.043	-0.018	0.045	0.018	0.130^*	0.116^*
业务流程数字化			0.304^***	0.264^***		0.169^***
价值创造数字化			0.374^***	0.275^***		0.423^***
供应链稳健性		0.466^***		0.233^**
R²	0.005	0.168	0.273	0.303	0.037	0.288
ΔR²	0.005	0.163	0.268	0.030	0.037	0.251
F值	0.345	11.194^***	16.508^***	15.875^***	2.860^*	17.781^***

变量	竞争优势
变量	模型3-1	模型3-2	模型3-3	模型3-4	模型3-5
企业规模	0.055	0.005	0.048	0.040	0.028
企业年龄	0.006	0.078	0.065	0.024	0.065
关系长度	0.043	-0.020	-0.054	0.045	0.023
业务流程数字化				0.304^***	0.242^***
价值创造数字化				0.374^***	0.249**
供应链敏捷性		0.240^***	0.259^***
供应链稳健性		0.249^***	0.236^***
关系治理		0.292^***	0.265^***	0.292^***	0.284^***
业务流程数字化×关系治理					0.089
价值创造数字化×关系治理					0.071
供应链敏捷性×关系治理			0.148^*
供应链稳健性×关系治理			0.165^*
R²	0.005	0.333	0.376	0.273	0.375
ΔR²	0.005	0.328	0.043	0.268	0.102
F值	0.345	18.261^***	16.372^***	16.508^***	16.299^***

The Interplay of Supply Chain Digitalization and Manufacturing Firms' Competitive Advantage: The Moderating Effect of Supply Chain Resilience

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路径	条件间接效应				调节中介效应
路径	调节变量	回归系数	标准误	95%置信区间	INDEX	标准误	95%置信区间
VD→SA→CA	低值RG	0.035	0.035	[-0.034, 0.103]	0.067	0.033	[0.010, 0.139]
VD→SA→CA	高值RG	0.157	0.053	[ 0.065, 0.270]	0.067	0.033	[0.010, 0.139]
BD→SA→CA	低值RG	0.060	0.024	[-0.042, 0.050]	0.061	0.025	[0.020, 0.117]
BD→SA→CA	高值RG	0.117	0.039	[ 0.050, 0.205]	0.061	0.025	[0.020, 0.117]
VD→SR→CA	低值RG	0.025	0.058	[-0.093, 0.134]	0.087	0.040	[0.014, 0.171]
VD→SR→CA	高值RG	0.184	0.052	[ 0.091, 0.296]	0.087	0.040	[0.014, 0.171]
BD→SR→CA	低值RG	0.016	0.028	[-0.042, 0.073]	0.045	0.022	[0.006, 0.096]
BD→SR→CA	高值RG	0.099	0.029	[ 0.048, 0.162]	0.045	0.022	[0.006, 0.096]

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