Table 2 Summarised literature review... | Emerald Publishing

Table 2

Summarised literature review findings with topic-based components

Topic	Definition	Relevant literature components	Key authors
Element 1: Platformisation	Platformisation refers to the process by which firms (e.g. food business operators) may transition from a traditional, linear SC business model to platform-business-models whereby bidirectional interactions enable mutual value-creation and exchange among SC actors	• An extensive transformation is occurring in food ecosystems, presenting a plethora of benefits for SC actors, food safety and access (i.e. resilience and efficiency) • Bidirectional data flows enabling mutual value creation and exchange among network actors • In the e-commerce food sector, digital platforms allow real-time searching and order placement, inducing horizontal value creation and network effects • Digital platform-based business model development is increasingly essential, allowing better collaboration and disintermediation in supply chains	(Akter et al., 2022); (Behnke and Janssen, 2020); (Cenamor et al., 2017); (Chan et al., 2023); (Ciulli et al., 2019); (Dablanc et al., 2017); (De Reuver et al., 2018); (Dolgui et al., 2020); (Hahn, 2020); (Han et al., 2022); (Hein et al., 2020); (Ivanov and Dolgui, 2019); (Ivanov and Das, 2020); (Joglekar et al., 2022); (Kapoor and Vij, 2018); (Li et al., 2020); (Mallinson et al., 2016); (Parker et al., 2016)
Element 2: Structural variety	Refers to a breadth of interchangeable raw materials, components and products available within an interactive platform ecosystem required for procurement to intermediates or final customers. Reduced complexity and unified SC interactions aid in reducing the need for “certainty” throughout a SC network	• In a dynamic environment, supply chains must manage risks by balancing performance and efficiency while improving data flows, materials distribution and transactions • Achieved through rearrangement and component reallocation/change to adjust supply and production capacities in response to disruptions • Crucial for robustness and resilience, with different structural variations impacting supply chain performance • Different structural variations crucially impact supply chain robustness and resilience	(Akter et al., 2022); (Dolgui et al., 2018); (Dolgui et al., 2020); (Chopra and Sodhi, 2004); (Ivanov and Dolgui, 2019); (Ivanov et al., 2017); (Scheibe and Blackhurst, 2018)
Element 3: Process flexibility	Refers to the ability of production, sourcing and transportation systems in SCs to change/adapt in line with dynamic environments. Backup and dual-sourcing, product substitution and production capacity with coordination have been identified as major elements of SC flexibility	• Necessary due to the difficulty of predicting and managing factors associated with external SC disruptions • Enabled by digital technologies introduced into brick-and-mortar supply chains, providing greater plasticity for improved disruption management • Resilient supply chains enhance process flexibility by simplifying the implementation of changes in multiple risk scenarios • Necessitated by the difficulty of predicting and managing factors associated with external supply chain disruptions • Enabled by digital technologies in food supply chains, providing flexibility and contributing to improved disruption management • Need for process flexibility in supply chains to facilitate adaptability to turbulent environments	(Ciulli et al., 2019); (Dolgui et al., 2020); (Ivanov and Dolgui, 2019); (Li et al., 2020); (Xu et al., 2020)
Element 4: System resource efficiency	System resource efficiency is defined as the correlation between resilience and the efficient utilisation of resources, particularly in the context of minimising food waste and addressing circularity holes to enhance overall efficiency and resilience in food supply chains. A mechanism whereby digitally enabled linkage (e.g. among waste generators and potential receivers) is formulated to inform, mobilise and integrate circularity holes within SC operations aiming to increase resource efficiency (i.e. reduce waste)	• Resilience is correlated with resource efficiency, with efficient resource utilisation reducing the ability of companies to respond to disruptions • In the context of food supply chains, reducing food waste is a key aspect of improving resource efficiency • Circularity brokerage, integrating system resource efficiency, addresses circularity holes, contributing to more efficient and resilient operations • Resilience correlates with resource efficiency, where efficient resource utilisation is essential for incorporating changes • In the context of food supply chains, improving efficiency involves reducing food waste and addressing the severity of global food waste issues • The concept of circularity brokerage is integrated into system resource efficiency, contributing to more sustainable and resilient operations	(Akter et al., 2022); (Bottani et al., 2019); (Ciulli et al., 2019); (Dolgui et al., 2020); (Umar et al., 2017); (Power et al., 2020); (Rohm et al., 2017); (Sodhi et al., 2022); (WRAP, 2019)

Topic	Definition	Relevant literature components	Key authors
Element 1: Platformisation	Platformisation refers to the process by which firms (e.g. food business operators) may transition from a traditional, linear SC business model to platform-business-models whereby bidirectional interactions enable mutual value-creation and exchange among SC actors	• An extensive transformation is occurring in food ecosystems, presenting a plethora of benefits for SC actors, food safety and access (i.e. resilience and efficiency)• Bidirectional data flows enabling mutual value creation and exchange among network actors• In the e-commerce food sector, digital platforms allow real-time searching and order placement, inducing horizontal value creation and network effects• Digital platform-based business model development is increasingly essential, allowing better collaboration and disintermediation in supply chains	(Akter et al., 2022); (Behnke and Janssen, 2020); (Cenamor et al., 2017); (Chan et al., 2023); (Ciulli et al., 2019); (Dablanc et al., 2017); (De Reuver et al., 2018); (Dolgui et al., 2020); (Hahn, 2020); (Han et al., 2022); (Hein et al., 2020); (Ivanov and Dolgui, 2019); (Ivanov and Das, 2020); (Joglekar et al., 2022); (Kapoor and Vij, 2018); (Li et al., 2020); (Mallinson et al., 2016); (Parker et al., 2016)
Element 2: Structural variety	Refers to a breadth of interchangeable raw materials, components and products available within an interactive platform ecosystem required for procurement to intermediates or final customers. Reduced complexity and unified SC interactions aid in reducing the need for “certainty” throughout a SC network	• In a dynamic environment, supply chains must manage risks by balancing performance and efficiency while improving data flows, materials distribution and transactions• Achieved through rearrangement and component reallocation/change to adjust supply and production capacities in response to disruptions• Crucial for robustness and resilience, with different structural variations impacting supply chain performance• Different structural variations crucially impact supply chain robustness and resilience	(Akter et al., 2022); (Dolgui et al., 2018); (Dolgui et al., 2020); (Chopra and Sodhi, 2004); (Ivanov and Dolgui, 2019); (Ivanov et al., 2017); (Scheibe and Blackhurst, 2018)
Element 3: Process flexibility	Refers to the ability of production, sourcing and transportation systems in SCs to change/adapt in line with dynamic environments. Backup and dual-sourcing, product substitution and production capacity with coordination have been identified as major elements of SC flexibility	• Necessary due to the difficulty of predicting and managing factors associated with external SC disruptions• Enabled by digital technologies introduced into brick-and-mortar supply chains, providing greater plasticity for improved disruption management• Resilient supply chains enhance process flexibility by simplifying the implementation of changes in multiple risk scenarios• Necessitated by the difficulty of predicting and managing factors associated with external supply chain disruptions• Enabled by digital technologies in food supply chains, providing flexibility and contributing to improved disruption management• Need for process flexibility in supply chains to facilitate adaptability to turbulent environments	(Ciulli et al., 2019); (Dolgui et al., 2020); (Ivanov and Dolgui, 2019); (Li et al., 2020); (Xu et al., 2020)
Element 4: System resource efficiency	System resource efficiency is defined as the correlation between resilience and the efficient utilisation of resources, particularly in the context of minimising food waste and addressing circularity holes to enhance overall efficiency and resilience in food supply chains.A mechanism whereby digitally enabled linkage (e.g. among waste generators and potential receivers) is formulated to inform, mobilise and integrate circularity holes within SC operations aiming to increase resource efficiency (i.e. reduce waste)	• Resilience is correlated with resource efficiency, with efficient resource utilisation reducing the ability of companies to respond to disruptions• In the context of food supply chains, reducing food waste is a key aspect of improving resource efficiency• Circularity brokerage, integrating system resource efficiency, addresses circularity holes, contributing to more efficient and resilient operations• Resilience correlates with resource efficiency, where efficient resource utilisation is essential for incorporating changes• In the context of food supply chains, improving efficiency involves reducing food waste and addressing the severity of global food waste issues• The concept of circularity brokerage is integrated into system resource efficiency, contributing to more sustainable and resilient operations	(Akter et al., 2022); (Bottani et al., 2019); (Ciulli et al., 2019); (Dolgui et al., 2020); (Umar et al., 2017); (Power et al., 2020); (Rohm et al., 2017); (Sodhi et al., 2022); (WRAP, 2019)

Source: Authors’ own work