Resources and capabilities for organizational BDA adoption
| AUTO | BEVE | CHEM | ELEC | FIBE | HLTH | PHAR | PIPE | |||
|---|---|---|---|---|---|---|---|---|---|---|
| Code ID | Category/Code | |||||||||
| Individual | I1 | Individual technology skillsets | B/L | B | B/L | B | B | B | B | B |
| I2 | Individual business knowledge and understanding | B | B/L | B | S/B | B | B | S/B/L | B/L | |
| I3 | Individual analytical skills | L | B | L | B | L | L | |||
| Technological | T1 | BDA system development resource | ||||||||
| T1.1 | Access to accurate data | B | B | B | B | B | B | B | B | |
| T1.2 | System integration | B | B | B | B | B | B | B | ||
| T1.3 | Technology infrastructure | B | B | B | B | B | B | B | ||
| T2 | BDA system development capability | |||||||||
| T2.1 | Technological know-how | B | B | B | B | B | B | B | B | |
| T2.2 | Competence in analytics for model development | B | B | B | B | B | B | |||
| T3 | Dynamic system management capability | |||||||||
| T3.1 | Data management capability | L | L | L | L | L | L | L | L | |
| T3.2 | Dynamic data analytics capability | L | L | L | L | L | ||||
| Organizational | O1 | Business needs and consistency with strategy | ||||||||
| O1.1 | Vision on business | S | S | S | S | S | S | S | S | |
| O1.2 | Strategic alignment to company strategy | S | S | S | S | S | S | S | S | |
| O2 | Organizational culture and resource | |||||||||
| O2.1 | Evidence-based decision-making culture | S | S | S | S | S | S | S | S | |
| O2.2 | Innovation culture | L | L | L | L | L | L | L | ||
| O2.3 | Financial commitment | B | B | B | B | B | B | B | B | |
| O2.4 | Coordination and governance structure | L | L | L | L | L | L | L | ||
| O3 | Change management capability | |||||||||
| O3.1 | Committed leadership and Executive involvement | S/B/L | S/B/L | S/B/L | S/B/L | S/B/L | S/B/L | S/B/L | S/B/L | |
| O3.2 | Cross-functional involvement (Internal) | B | B | B | B | B | B | B | ||
| O3.3 | Collaboration and partnerships (External) | B | B | B | B | B | B | B | B |
| AUTO | BEVE | CHEM | ELEC | FIBE | HLTH | PHAR | PIPE | |||
|---|---|---|---|---|---|---|---|---|---|---|
| Code ID | Category/Code | |||||||||
| B/L | B | B/L | B | B | B | B | B | |||
| B | B/L | B | S/B | B | B | S/B/L | B/L | |||
| L | B | L | B | L | L | |||||
| Access to accurate data | B | B | B | B | B | B | B | B | ||
| System integration | B | B | B | B | B | B | B | |||
| Technology infrastructure | B | B | B | B | B | B | B | |||
| Technological know-how | B | B | B | B | B | B | B | B | ||
| Competence in analytics for model development | B | B | B | B | B | B | ||||
| Data management capability | L | L | L | L | L | L | L | L | ||
| Dynamic data analytics capability | L | L | L | L | L | |||||
| Vision on business | S | S | S | S | S | S | S | S | ||
| Strategic alignment to company strategy | S | S | S | S | S | S | S | S | ||
| Evidence-based decision-making culture | S | S | S | S | S | S | S | S | ||
| Innovation culture | L | L | L | L | L | L | L | |||
| Financial commitment | B | B | B | B | B | B | B | B | ||
| Coordination and governance structure | L | L | L | L | L | L | L | |||
| Committed leadership and Executive involvement | S/B/L | S/B/L | S/B/L | S/B/L | S/B/L | S/B/L | S/B/L | S/B/L | ||
| Cross-functional involvement (Internal) | B | B | B | B | B | B | B | |||
| Collaboration and partnerships (External) | B | B | B | B | B | B | B | B |
| BDA project status | ||||||||
| Bare initiation | x | |||||||
| Recently in implementation | x | x | ||||||
| In implementation | x | x | x | x | ||||
| Fully routinized | x | |||||||
| Target SCP function | ||||||||
| Demand forecasting | x | x | ||||||
| Production planning and control | x | x | x | x | x | x | ||
| Distribution planning | x | x | x | |||||
| x | ||||||||
| x | x | |||||||
| x | x | x | x | |||||
| x | x | |||||||
| x | x | x | x | x | x | |||
| x | x | x | ||||||
Note(s): Note on abbreviations: S – Structuring, B – Bundling, L – Leveraging. An exception of the coding details is reported in appendix ( Table A1)
Source(s): Table by authors
Sharing content requires targeting cookies to be enabled. Please update your cookie preferences to use this feature.