Facilitator: Daun Choi

Often, effective SCF practices lack practical implementation due to firms’ inability to access and control the necessary resources. Digital technologies, namely IoTs, AIs, and blockchains, play a significant role in enabling seemingly impractical solutions to exist in practice. In this workshop, we seek to understand whether digital technologies support cutting-edge SCF platform solutions by discussing the following hypotheses: “Digital technologies lead SCF to the next level” and “Digital technologies introduce more problems than they solve”.

Facilitator: Sairam Sriraman

Although conventional SCF platforms that offer reverse factoring solutions to a vast majority of suppliers are well established in practice, focal firms still face challenges in onboarding their suppliers. SCF platforms’ efficiency depends on focal firms’ ability to persuade their suppliers to join the platform. Offering SCF solutions, buyers often demand large payment term extensions in exchange for financing access. In this workshop, we seek to identify effective strategies and developments in reverse factoring that help focal firms in onboarding their suppliers by discussing the following conjectures: “Focal firms that customize their SCF platforms onboard larger number of suppliers” and “Focal firms that primarily use SCF platforms to gain information access over payment terms extension have high supplier adoption rates”.

Facilitator: Daun Choi

Often, effective SCF practices lack practical implementation due to firms’ inability to access and control the necessary resources. Digital technologies, namely IoTs, AIs, and blockchains, play a significant role in enabling seemingly impractical solutions to exist in practice. In this workshop, we seek to understand whether digital technologies support cutting-edge SCF platform solutions by discussing the following hypotheses: “Digital technologies lead SCF to the next level” and “Digital technologies introduce more problems than they solve”.

Facilitator: Sairam Sriraman

Although conventional SCF platforms that offer reverse factoring solutions to a vast majority of suppliers are well established in practice, focal firms still face challenges in onboarding their suppliers. SCF platforms’ efficiency depends on focal firms’ ability to persuade their suppliers to join the platform. Offering SCF solutions, buyers often demand large payment term extensions in exchange for financing access. In this workshop, we seek to identify effective strategies and developments in reverse factoring that help focal firms in onboarding their suppliers by discussing the following conjectures: “Focal firms that customize their SCF platforms onboard larger number of suppliers” and “Focal firms that primarily use SCF platforms to gain information access over payment terms extension have high supplier adoption rates”.

Facilitator: Begimai Marlenova

Current disruptive events such as COVID-19, semiconductor crisis, and container shortages substantially damage global supply chains. Many strategies can mitigate the effect of such disruptions, one of which is the use of Supply Chain Finance (SCF). How can SCF be a potential solution for the mitigation of disruptive events? How can SCF maintain the health of suppliers during such events? Besides the mitigation effect of SCF for disruptive events, SCF can also bring other long-term benefits. What SCF innovations can lead to more advantages? How can SCF help firms achieve further goals besides cash flow optimization, such as sustainability performance?

Facilitator: Sairam Sriraman

Supply chain finance offers financial support to SME suppliers, and suppliers could benefit from supply chain finance during supply chain disruptions. Therefore, one could argue that supply chain finance helps create a resilient supply chain. However, there exists no clear guideline on creating supply chain resilience, as resilience is hard to measure. Further, supply chain resilience is often confused with supply chain risk management. In our workshop, we target developing a guideline for designing a resilient supply chain by finding answers to the following questions: How can a supply chain bounce back to normal or new normal from disruptions? How can firms develop supply chain resilient strategies? How are resilience strategies different from risk mitigation strategies? Who should take ownership of creating a resilient supply chain?