With the comprehensive acceleration of the global economic and social digital transformation and the rise of a new round of technological revolution and industrial transformation, the manufacturing industry is developing in the high-end, intelligent, and green trend. However, many underlying and key technologies in industries such as electronic information and advanced manufacturing in China are still confronted with bottlenecks. The competitive advantage of the ICT manufacturing industry is increasingly constrained by the resilience of the supply chain. The various links of the industrial and supply chain are closely interconnected, involving the complex integration of different production factors such as capital, technology, and talent. As society further develops, the connotation of production factors is gradually expanding and deepening. New quality productive forces, including data, knowledge, technology, and management, are important supports. Therefore, accurately grasping the connotation of new production factors, exploring their impact mechanism on the resilience of the supply chain, and cultivating new quality productive forces to maintain the security and stability of the supply chain are of great significance for the ICT manufacturing industry to accumulate competitive advantages with new factors.
This study synthesizes insights from various scholars, and proposes a comprehensive supply chain resilience framework that addresses three critical dimensions: pre-disruption response capabilities, intra-disruption adaptation capabilities, and post-disruption recovery capabilities. It takes 295 listed companies in the computer, communication, and other electronic equipment manufacturing industry on the A-share market from 2018 to 2022 as samples. Numerical values of new production factor variables are obtained based on the data collected through the CSMAR database, CNRDS database, and corporate annual reports to calculate the supply chain resilience of enterprises over a 5-year period for analysis. By defining variables and constructing a multiple linear regression model, the interaction mechanism among the four factors is further explored.
The results show that data and management factors have a significant positive impact on the resilience of the supply chain in the ICT manufacturing industry, while knowledge and technology factors have a significant negative impact. However, when combined, there is a certain substitution effect between the data and knowledge factors, that is, when the level of data elements is generally improved, the negative impact of risks such as the knowledge paradox on the resilience of the supply chain may be partially suppressed. There are differences in the resilience of the supply chain between upstream and downstream enterprises in the ICT manufacturing industry, with downstream enterprises having better resilience than upstream enterprises, and the new factors have different effects on the resilience of the supply chain between upstream and downstream. There is a significant differentiation in the competitive pattern among industrial regions, and there is regional heterogeneity in the impact of new factors on the resilience of the supply chain.
This paper expands the empirical research on supply chain resilience, and clarifies the connotation of new production factors and quantifies them in the context of the digital economy and new quality productive forces. It conducts an in-depth analysis of the relationship between new production factors and the resilience of the supply chain of ICT manufacturing enterprises from the perspective of factor combinations, providing support for ICT manufacturing enterprises to better cope with uncertainty shocks and maintain supply chain stability. To enhance the resilience and competitiveness of the ICT manufacturing industry's supply chain, it is imperative to foster the synergistic application of new production factors, including the robust safety management of data, knowledge, and technology. Concurrently, there is a need to bolster communication and collaboration with supply chain partners across the upstream and downstream sectors, ensuring the coordinated development of each link within the supply chain. This approach will facilitate the establishment of stable relationships and lead to the collaborative optimization of the supply chain. Furthermore, to capitalize on regional development opportunities, it is essential to seize the momentum of the central region's rise and the Western Development Strategy. This involves actively encouraging and supporting the growth of ICT manufacturing enterprises in the central and western regions.