Managing Platform-based Supply Chains in the Digital Era: Lessons after Post-Pandemic

Submission due by: January 30, 2022

With the rapid development of the platform economy, more and more manufacturers sell their products through online platforms (Tan and Carrillo 2017; Shen, Willems, and Dai 2019). For example, electronic equipment manufacturers, such as Apple and Huawei, sell their products not only through their offline retail stores but also online platforms such as or Generally, the online platforms operate with two modes, i.e., marketplace mode and reselling mode (Tian et al. 2018; Shen, Willems, and Dai 2019). With marketplace mode, the manufacturers sell their products directly to consumers but pay a commission for their online sales to the platforms. With reselling mode, the platforms purchase products from the manufacturers with a wholesale price and then sell these products to consumers at a retail price. Specially, more and more supply chain members are exploring omni-channel.

Recently, blockchain technology has drawn increasing attention in research about supply chains (Chang, Iakovou, and Shi 2020; Pournader et al. 2020; Manupati et al. 2020). Fundamentally, blockchain establishes a “digital distributed ledger,” through decentralization and trust (Babich and Hilary 2020). After using blockchain technology, the data of the whole production process is recorded and the data cannot be changed arbitrarily (Choi et al. 2019; Choi et al. 2020). Blockchain can help supply chains to improve end-to-end data transparency, reduce costs and risks, enhance sustainable operations (Saberi et al. 2019) and solve the phenomenon of information islands, through a process that integrates procurement, production, logistics, sales, and source tracking.

As we know, the breakout of COVID-19 has caused significant impact on supply chain members, which is by a long-term disruption existence, disruption propagations, and high uncertainty (Ivanov, 2020). These sudden situations directly lead to demand decrease or increase (Zhao et al. 2020; Queiroz et al. 2020). For example, the outbreak of COVID-19 in China’s Hubei Province at the end of Year 2019 suddenly increased the demands of face mask and medicines, which generated extra costs for related manufacturers.

This special issue aims to advance the knowledge about the impact of the demand disruptions, the platform’s modes, and blockchain technology on the operational decisions of supply chain members. How to make the operations of supply chain members after post- pandemic. We invite authors from academia and industry to submit their work related to this scope. Your submission should be within the scope of the journal and aligned with the objectives of the Special Issue.

Topics include but are not limited to:

  • Platform-based production research with blockchain applications
  • Applications of blockchain for platform supply chain management
  • Platform-based production model for logistics and supply chain management after post-pandemic
  • The support of blockchain technology for post-pandemic
  • Platform-based production model for green supply chain management
  • The support of policy for the application of blockchain technology after post-pandemic

For this special issue, we may invite a few high-quality submissions for consideration from SSOM 2021 Conference hosted by Operations Research Society of China.


Important Dates:

Submission due by: January 30, 2022

First notification to authors: May 30, 2022

Final version due by: September 30, 2022

Publication: Online after acceptance


Guest Editors:

Prof. Gongbing Bi

School of Management, University of Science and Technology of China, China

Email: [email protected]  


Prof. Jianbin Li

School of Management, Huazhong University of Science and Technology, China

Email: [email protected]


Prof. Weihua Liu (Managing Guest Editor)

College of Management and Economics, Tianjin University, China

Email: [email protected]


Prof. Xiaoping Xu

School of Business, Anhui University, China

Email: [email protected]


Assistant Prof. Xiaoran Shi

School of Management, Tianjin University of Technology, China

Email: [email protected]



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