Supply chain learning in the Australian food industry: the impact of digital transformation

Abstract

This paper aimed at examining how digital transformation (DT) has impacted supply chain learning (SCL) in the food industry. For that, a multi-case study was conducted in organizations located in Australia, where the food industry is highly relevant to the country's socioeconomic development and DT initiatives are relatively established. We classified SCL based on its driver and network. The different sources of evidence across case studies (represented by triadic relationships in the food industry) allowed the identification of commonalities, which led to the formulation of research propositions. Findings indicated that DT plays a key role in the way knowledge and learning are created and shared across the food industry, shifting their responsibility from the sole leadership of the focal company (e.g., food processor) to a more collaborative learning context where non-focal companies (e.g., food producer/grower and retailer) actively contribute. In turn, the dissemination of such a learning seems to remain exclusively within the food industry and not expanding nor being exchanged with other supply chains, despite the advances in DT. In other words, a more extensive DT in the food industry tends to move SCL from captive to consortium. The understanding of the impact of DT on SCL helps organizations, especially from the food industry, set expectations and enhance learning throughout their supply chains. As they become digitized, learning may be expedited, anticipating potential issues and entailing competitive advantages that can go beyond the organizational boundaries.