AbstractThis study is an investigation on supply chain integration in bioenergy. It takes a
different approach from many contemporary studies found in the literature because most research in bioenergy treats technological performance, characteristics of feedstock, impact on energy consumption in relation to the carbon footprint as distinct and separate entities. None of these examples consider bioenergy from supply chain integration and thus, a business performance perspective. The study proposes that bioenergy is defined from the biomass-to-bioenergy, which is from the point of origin to the point of conversion, and that it is a developing industry. It was found that stakeholders play a prominent role throughout the various phases from planning approval to project implementation and are also involved during operational phases of a bioenergy business. In the study this is referred to as stakeholder integration. During handover phases process integration dominates operational activities within the bioenergy firm. By dividing characteristics in a bioenergy business as stakeholder and process integration it is possible to identify constructs that are applicable to bioenergy. These were investigated through secondary research as well as primary research approaches. Inherent within the configuration of bioenergy supply chains are issues and challenges that were different from established energy systems and factors peculiar to conventional supply chain approaches. The research finds bioenergy supply chains tend to be horizontally integrated from B2C, and as yet lack vertical integration, B2B found in mature supply chains. Contributions resulting from this factor, coupled with the research approaches, particularly by using qualitative methods extended knowledge and practice in operations management research as well identifying best practice in a novel and emergent industry.
|Date of Award
|14 Mar 2017
|Ben Clegg (Supervisor) & Prasanta Dey (Supervisor)
- supply chain integration
- process and stakeholder factors