Business model for integrated sustainable value creation: A supply chain perspective


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In the context of globalization, the process of value creation is becoming more complex, exposed to greater risks for companies, partners, and customers. Moreover, modern digital technologies, such as the use of digital twin technology, can increase the use of geographically dispersed work teams and contribute to sustainable value creation in the future. However, the digital transition creates new organizational models and influences relationships in supply chains, thus affecting structural changes in business models.
Hence, the study aims to investigate, from the whole value chain perspective, how the next generation of digital services is affecting business value and changing the business model concept. In addition, this paper discusses the stakeholder and social responsibility value creation perspective on business model for integrated sustainable value creation.
To investigate this, it was decided to use a quantitative methodology in the form of questionnaires, which were distributed among different interested parties: two contractors, three suppliers, and an operator.
The results indicated that all respondents, such as an operator, shipping companies, and subsea service providers, are positive about future digital technologies, which should ensure environmental sustainability, improve human interaction and communication. At the same time, they emphasize the importance of integrated join work within the value creation element. Overall, all participants are interested in reducing costs, they expect initiatives from each other in offering sustainable and innovative solutions, and to achieve these, innovative cooperation is needed.

The study is supported by a grant from the Research Based Innovation “SFI Marine Operation in Virtual Environment (SFI-MOVE)” (Project no: 237929) in Norway.

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    • Figure 1. Linking integrated sustainable value creation, CSR, and stakeholder perspectives
    • Figure 2. Business model structural changes through the introduction of new ROV systems
    • Figure 3. Policy instruments required to support the implementation of new ROV systems
    • Figure 4. Future competence and skills needed to perform new remote operation activities
    • Table 1. Case description and collected data
    • Table 2. Factors that have contributed to innovations in business models during the last years
    • Table 3. SWOT analysis of the introduction of new ROVs systems (Suppliers’ view)
    • Table 4. SWOT analysis of the introduction of new ROVs systems (Contractors’ view)
    • Table 5. SWOT analysis of the introduction of new ROVs systems (Operator’s view)
    • Conceptualization
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