GSJ: Volume 7, Issue 11, November 2019, Online: ISSN 2320 9186 · 1.1. Blockchain, Big Data, and...

GSJ: Volume 7, Issue 11, November 2019, Online: ISSN 2320-9186 www.globalscientificjournal.com

Blockchain and Big Data Analytics in the Optimization of Nigeria Vaccine

Supply Chain

Omole TimileÈin Michael1, Olaiy Abiodun Paul2

, Djibril Wade3, Freddy Rukema Kaniki4, Oluwasola Stephen Ayosanmi5, Ajani Olumide Faith6, Aturaka Olusegun7, Sanni

Olaniyi Felix8, Gwa Zachary Terna8, Olaide Lateef Afelumo9, Jimmy Aiden10, Ajani Love Adeiye5, Abdulsalam Musa8

1Department of Strategic Supply Chain Management, University of Roehampton, London, UK; 2Department of Procurement

and Supply Chain Management, Axios Foundation, Abuja, Nigeria; 3Department of Immunology-IRESSEF, Institut de Recherche en

Santé, de Recherche en Santé et de Formation; 4Department of Health Sciences, Eben-zer University of Minembwe; 5Department of

Family Medicine, McGill University, Montreal Quebec, Canada; Nigeria 6Logistics and Supply Chain Management Department,

Malaysia University of Science and Technology; 7Depertment of Laboratory and Logisitcis, GHSC-PSM, Chemonics International;

8Department of West African Breast Cancer Study, Lagos State University Teaching Hosipital, , 9Department of Occupational Health

& Safety, Urbacon Trading & Consulting, Qatar; 10Depertment of Procurement and Supply Chain Management, Malaria

Consortium, Nigeria.

Abstract

Temperature excursion, cold chain maintenance and the attendant issues of maintaining vaccine integrity across

the supply chain network till the last mile remain a critical bottleneck to immunization and vaccine coverage. This

study takes a pragmatic approach to understand supply chain professionals’ perspective regarding their

awareness, acceptability, feasibility, and preparedness to take up innovations to optimize the vaccine supply chain

and immunization coverage. Internet-based questionnaire was used to reach different public health supply chain

professionals in Nigeria. A community of professionals whose works relates to the supply chain of public health

commodity was selected as the sampling frame. This community includes some supply chain professionals in

Nigeria who have identified as part of the International Association of Public Health Logisticians, IAPHL. There 200

valid responses of which 70.5% were males, and 29.5% were females. The knowledge of respondents on the

vaccine supply chain was as high as 100% among all professions. All also had good awareness on the use of

blockchain in vaccine supply chain with the least value of 50.0% for financial/business and project professionals.

Blockchain recorded 100.0% acceptability and feasibility among most professions such as IT, financial/business

project management and regulatory with minimum acceptability of 88.9% among health/public health

development professions. Acceptability and feasibility of blockchain were also very high regardless of respondents’

position or year of experience. Preparedness to take up blockchains was rated highest (96.0%) for international

political will and least (54.0%) for national political will. This study found that the majority of participants had

good knowledge of vaccine supply chain as well as a good awareness of blockchain though it is a new technology to

developing countries. The overall acceptability and feasibility of blockchains were generally high. Preparedness of

Nigeria vaccine supply chain to take up blockchains was rated high across all sectors. We, therefore, conclude that

blockchain and big data analytics can be adopted to optimize the Nigeria vaccine supply chain.

Keywords: Blockchain, vaccine, supply chain, acceptability, feasibility, preparedness

GSJ: Volume 7, Issue 11, November 2019 ISSN 2320-9186

1212

GSJ© 2019 www.globalscientificjournal.com

1.0. Introduction

Due to the current accelerating rate of innovation, many industries face disruptions that could leave the present

business models obsolete. Failure to adapt to the continuously changing competitive environment can have dire

consequences most notably with a faster pace of innovation in 2018. The challenge has not become easier for

companies. A significant challenge for companies is to foresee disruptive technologies making an impact in their

industry and what the consequences of the disruption could end up being.

1.1. Blockchain, Big Data, and Cloud Computing - Data and Visibility

Blockchain technology, popularized by Bitcoin cryptocurrency, is characterized as an open-source, decentralized,

distributed database for storing data and transaction information [1]. Rather than relying on centralized

intermediaries (e.g., banks) this technology allows two parties to transact directly using duplicate, linked ledgers

called blockchains [2]. This approach makes transactions considerably more transparent than those provided by

centralized systems [3]. Blockchain technology is also defined as a distributed ledger technology that uses a

distributed, decentralized, shared and replicated ledger [1,2], which may be public or private, permission or

permission less, or driven by tokenized crypto economics or token less [4]. Beyond Bitcoin and cryptocurrency,

blockchain technology holds exciting potential as game-changer in any industry in a similar way the internet did

[5].

The first appearance of Blockchain technology was in 2008 through whitepaper for Bitcoin, a digital currency built

on principles such as cryptography and decentralization [6]. Recently, blockchain technology has started moving

from solely fintech to some other applications. Today blockchain technology has already been identified as a

potentially disruptive innovation for the supply chain management. A few innovative companies, such as Walmart

and Boeing, have identified the benefits of using blockchain technology in their supply chains, and are exploring

their opportunities with the technology [7,8]. A major hurdle for companies that do not typically follow the

behaviour of early adopters is to identify disruptive innovations as beneficial to their supply chain management or

operations. Therefore, this study takes a pragmatic approach to understand supply chain professionals’

perspective regarding their awareness, acceptability, feasibility, and preparedness to take up innovations to

optimize the vaccine supply chain and immunization coverage. The principal aim is to determine the possibility of

optimizing Nigeria vaccine supply chain with Blockchain and big data analytics.

1.2. Blockchain in the supply chain, (the Potentials)

Supply chains are believed to be one of the next big beneficiaries through applying the technology to increase

consumer confidence and quality assurance through, amongst other properties, increased traceability. Supply

chain management has become a prime focus for both industry and academia. For industrial players, especially as

a consequence of increased global trade and competition [9], cost related to supply chain processes have become

a significant share of the overall costs. This process has resulted in increased scientific work in the fields of supply

chain strategy and process optimization [10].

The emergence of innovations such as blockchain technology leads to disruptions in both traditional operations

and competitive environment [11]. Blockchain technology might be a prime example of such a situation, and it is

highly likely that future innovations might grow in complexity and be more challenging to identify as useful in

specific industrial settings.

The scientific community has started to give blockchain technology serious attention and nearly a decade after its

first appearance, academic work on blockchain technology is beginning to appear in fields besides computer


1213


science and finance, such as supply chain management. This development raises the question if the technology

could have been applied to these new fields earlier if decision-makers had a more straightforward way of assessing

the strategic fit of blockchain to their specific situation [12].

Underwood (2016) in her report, opined that blockchain is expected to revolutionize industry and commerce and

drive economic change on a global scale. She maintained this position based on the attributes of blockchain as

immutable, transparent, secure, fast and trustworthy and its potential public or private ownership. Among others,

Underwood [13] submitted that blockchain would be beneficial to developing countries, healthcare programs, and

supply chain. One of the key benefits in developing countries like Nigeria is the ‘Trust element’ of the blockchain

[13]. Trust element means that supply chain data, information and transactions in developing countries can benefit

from the trust attribute of the blockchain technology. The issue around data to support the vaccine supply chain in

Nigeria can, therefore, be tamed by with blockchain’s reliable data that are reliable, accessible and incorruptible

[14].

The blockchain-based supply chain could be more interoperable and simplify the capture and description of events

that are written against smart contracts through the supply chain network for visibility and traceability [15].

Maersk and Walmart had respectively used the blockchain technology to track the shipment of their containers

and livestock through their intercontinental supply chain [16]. In the supply chain of temperature-sensitive

products like vaccines, blockchain holds some potential that would enhance quality. Gemalto has piloted this

potential in transporting thermolabile medicines from manufacturers to hospitals [16]

Challenges of Blockchain and Big Data Analytics

Though blockchain is a classic disruptive technology that no industry or society can ignore, it still presents with

some challenges [4,13,14]. Therefore, for any industry to benefit from the technology, it must pay attention to

how the challenges can be addressed. As identified by Walch [4], some of the regulation-related challenges

include; inconsistency, confusing, misleading and hazy vocabulary in blockchain technology. These make regulating

the technology complicated as such impeding the adoption of the blockchain [4]. Our survey is therefore

addressing strategies to mitigate some of these challenges.

1.3. Going forward

Blockchain technology is novel to the world’s economy, and it as such requires adequate investment for proper

adoption [17]. This investment includes purchasing the technology and securing the interest of user/decision-

makers with relevant and convincing benefits. A report suggests that blockchain technology could solve some the

toughest pharma supply chain problems and up to 83% of top executives interviewed in June 2017 opined that

blockchain technology would be adopted in life-science within the next five years [18].

2. Methods

We conducted an electronic survey using an internet-based questionnaire to collect data from different

professionals who have good experience of Nigeria supply chain of vaccines. The respondents were drawn from

different levels of operation, geography, and areas of practice. At the time of this study, the estimated population

size of professionals in Nigeria’s development/health public health was above 5000. A number of professionals

whose works are related to the supply chain of public health commodities was recruited as the sampling frame in

accordance with the method of Easterby-Smith et al. [19]. Sample size calculator was used to estimate the

expected sample size. At a 95% confidence interval and P-value of 0.05, the estimated sample size was 281 [20].


1214


The questionnaire was shared on the listserv of the IAPHL and other smaller internet-based social network

(Whatsapp, Telegram and LinkedIn) and opened for one (1) calendar month after which it was closed to further

responses. At the end of one-month time horizon, (December 3, 2017, to January 2, 2018) a total of 200 valid

responses were received and the questionnaire closed to further responses using the switch on the Google form.

Following this stage, the data were harvested for onward analysis. We improve the response rate by assuring

confidentiality and providing a concise introduction to the survey and how responses will affect a smoother supply

chain. We also ensured that questionnaires were easy to use and understandable and only took 5-10 minutes of a

participant’s time. The permission and support of the administrator of the different platforms were also secured to

give the process speed and credibility. This approach follows the strategy by Easterby-Smith et al. [19]. on how to

improve the response rate [19]. The data analysis combined SPSS version 25 and Microsoft Excel. With SPSS, we

better managed data with case selection, file reshaping, and creating derived data. A metadata dictionary was

stored with the data. Statistical analysis tasks performed with the base package include the generation of

descriptive statistics, prediction of numerical outcomes, and prediction of identifying groups.

3. Results

3.1. Background information

The study comprised 200 valid responses, of which 141 (70.5%) were males, and 59 (29.5%) were females (male:

female; 2:1). The most frequent age group was 31 – 40 (113, 56.5%) followed by >40 years (48, 24.0%) while 21 –

30 recorded the least value of 39 (19.5%). Majority of respondents were Health/Public health development

professional (81, 40.5%) followed by 52 (26.0%) supply chain professional only, 49 (24.5%) were into the supply

chain and health/public health development. There were 8 (4.0%) financial/business and project managers, 7

(3.5%) were regulatory and safety professionals while the IT profession had the least number of 3 (1.5%).

Respondents were from various specialties including technical/executive officers (82, 41.0%), middle managers

(59, 29.5%), consultants (26, 13.0%), senior managers (25, 12.5%) and regulatory/policymakers (8, 4.0%). Fifty-

seven percent of the respondents had maximum of 5 years’ experience in Nigeria supply chain/development, 57

(28.5%) had between 6 – 10 years’ experience, 26 (13.0%) had between 11 – 20 years’ experience while only 3

(1.5%) had more than 20 years’ experience in Nigeria supply chain/development (Table 1).


1215


Table 1: Demographics with professional experience

Parameter Frequency Percentage

Gender Male Female

141 59

70.5% 29.5%

Age category 21 - 30 31 - 40 41 and above

39

113 48

19.5% 56.5% 24.0%

Profession Supply Chain Professional Only Health/Public Health/Devt Professional Only Supply Chain and Health/Public Health/Devt IT professionals Only Financial/Business and Project Mgt Regulatory and Safety Professionals

52 81 49 3 8 7

26.0% 40.5% 24.5% 1.5% 4.0% 3.5%

Specialization Consultant Middle Manager Regulatory and Policy Maker Senior Manager Technical/Executive Officer

26 59 8

25 82

13.0% 29.5% 4.0%

12.5% 41.0%

Year of experience ≤ 5 6 – 10 11 – 20 >20

114 57 26 3

57.0% 28.5% 13.0% 1.5%

3.2. Knowledge of supply chain with an awareness of blockchain in supply chain

The knowledge of respondents in the vaccine supply chain and level of awareness of blockchain were examined. All

(100.0%) Information Technology (IT) and regulatory and safety professionals had good knowledge of vaccine

supply chain, 98.0% of supply chain and health/public health development, 92.3% of supply chain professionals,

91.8% of health/public health/development professional only while the least value of 62.5% was seen among

financial/business and project managers. All IT professional had good (100.0%) awareness of blockchain, 85.7% of

regulatory and safety professionals, 61.7% of health/public health/development professionals, 71.2% of supply

chain professionals, 75.5% of supply chain and health/public health/development professional and 50.0% of

Financial/Business and Project management profession had good awareness of the use blockchain in vaccine

supply chain.

All consultants (100.0%) had good knowledge of the vaccine supply chain, and 84.6% were aware of the use of

blockchain in the vaccine supply chain. Most middle managers (91.5%) had good knowledge of the vaccine supply

chain, and 72.9% had a good awareness of blockchain. Regulatory and policymakers had 87.5.0% and 37.5%, senior

managers; 92.0% and 72.0% while technical/executive officers had 91.5% and 62.2% good knowledge of vaccine

supply chain and a good awareness of blockchain respectively. Knowledge of vaccine supply chain was 92.1% for

those who had a maximum of 5 years working experience, 89.5% form 6 - 10 years while all (100%) those who had

above 10 years’ experience had good knowledge of vaccine supply chain. On the other hand, 62.3% of those who

had a maximum of 5 years’ experience had a good awareness of blockchain, 73.7% for 6 – 10 years, 80.8% for 11 –

20 years and none for those who had over 20 years’ experience (Table 2).


1216


Table 2: Experience of vaccine supply chain with an awareness of blockchain

3.2. Acceptability and Visibility of Blockchain technology in Nigeria Vaccine Supply Chain

Participants were surveyed about the acceptability and feasibility of blockchain technology in Nigerian vaccine

supply chain. This survey was conceived to overcome the cold chain challenges in the country. Blockchain recorded

100.0% acceptability among IT, Financial/business project management and regulatory and safety professions,

93.9% among supply chain/health/public health development, 92.3% supply chain and 88.9% health/public health

development professions. Similarly, the feasibility of blockchain was 100.0% among IT and regulatory/safety

professionals, 93.9% for supply chain/health/public health development, 92.3% supply chain, 87.5%

Financial/business project management and 84.0% health/public health development professions (Figure 1).

Acceptability of blockchain was 96.2% among consultants, 96.0% from senior managers, 94.9% among middle

managers, and 75.0% among regulators and policymakers. Feasibility was also 96.0% among senior managers,

94.9% among middle managers, 92.3% among consultants and 82.9% among technical/executive officers (Figure

2).

For respondents who had more than 20 years of experience, acceptability and feasibility recorded 100.0% each

while 11 – 20 (92.0% and 100.0%), 6 – 10 (93.0% and 87.7%) and for ≤5 (91.0% and 87.7%) for acceptability and

feasibility respectively (Figure 3).

Profession/Experience

Knowledge of Vaccine Supply Chain Awareness of Blockchain

Good Knowledge

Poor Knowledge

p Good Awareness

Poor Awareness

P

Profession

0.020

0.25

1

Supply Chain Professional Only 48 (92.3%) 4 (7.7%) 37 (71.2) 15 (28.8%)

Health/Public Health/Devt Professional Only 74 (91.8%) (8.6%) 50 (61.7%) 31 (38.3%)

Supply Chain and Health/Public Health/Devt 48 (98.0%) 1 (2.0%) 37 (75.5%) 12 (24.5%)

IT professionals Only 3 (100.0) - 3 (100.0%) -

Financial/Business and Project Mgt 5 (62.5%) 3 (37.5%) 4 (50.0%) 4 (50.0%)

Regulatory and Safety Professionals 7 (100.0%) - 6 (85.7%) 1 (14.3%)

Specialization

0.644

0.06

4

Consultant 26 (100.0%) - 22 (84.6%) 5 (15.4%)

Middle Manager 54 (91.5%) 5 (8.5%) 43 (72.9%) 16 (27.1%)

Regulatory and Policy Maker 7 (87.5%) 1 (12.5%) 3 (37.5%) 5 (62.5%)

Senior Manager 23 (92.0%) 2 (8.0%) 18 (72.0%) 7 (28.0%)

Technical/Executive Officer 75 (91.5%) 7 (8.5%) 51 (62.2%) 31 (37.8%)

Year of experience

0.372

0.11

4

≤ 5 105 (92.1%) 9 (7.9) 71 (62.3%) 43 (37.8%)

6 – 10 51 (89.5%) 6 (10.5%) 42 (73.7%) 15 (26.3%)

11 – 20 26 (100.0%) - 21 (80.8%) 5 (19.2%)

>20 3 (100.0%) - - 3 (100.0%)


1217


Figure 1: Acceptability and feasibility of blockchain across different professions

Figure 2: Acceptability and feasibility of blockchain across various specialization

Supply ChainProfessional

Only

Health/PublicHealth/DevtProfessional

Only

Supply Chainand

Health/PublicHealth/Devt

ITprofessionals

Only

Financial/Business and

Project Mgt

Regulatoryand Safety

Professionals

Acceptability 92.3% 88.9% 93.9% 100.0% 100.0% 100.0%

Feasibility 92.3% 84.0% 93.9% 100.0% 87.5% 100.0%

75.0%

80.0%

85.0%

90.0%

95.0%

100.0%

105.0%P

erc

en

tage

0.0%

10.0%

20.0%

30.0%

40.0%

50.0%

60.0%

70.0%

80.0%

90.0%

100.0%

Consultant MiddleManager

Regulatoryand Policy

Maker

SeniorManager

Technical/ExecutiveOfficer

Acceptability 96.2% 94.9% 75.0% 96.0% 89.0%

Feasibility 92.3% 94.9% 87.5% 96.0% 82.9%

Pe

rce

nta

ge


1218


Figure 3: Acceptability and feasibility of blockchain with years of experience

80.0%

82.0%

84.0%

86.0%

88.0%

90.0%

92.0%

94.0%

96.0%

98.0%

100.0%

≤ 5 6 – 10 11 – 20 >20

Acceptability 91.0% 93.0% 92.0% 100.0%

Feasibility 87.7% 87.7% 100.0% 100.0%

Pe

rce

nta

ge


1219


3.3. Preparedness to take up new technological innovations in Nigeria vaccine supply chain

International political will was rated with the highest (96.0%) preparedness to take up new

technologies/innovations in Nigeria vaccine supply chain followed by private sector involvement and collaboration

(82.0%). Readiness in regulatory and policy was rated 76.5%, workforce know-how 73.0% while the national

political will was rated 54.0% (Table 3).

Table 3: Preparedness to take up new technological innovations in Nigeria vaccine supply chain

Parameter Preparedness (%)

Political Will (National) 54.0%

Technical/Technological Infrastructure 60.0%

Workforce/Know-how 73.0%

Regulatory and Policy 76.5%

Private sector involvement and collaboration 82.0%

Political Will (International) 96.0%

4.0 Discussion

Blockchain may bring supply chain transparency to a new level, but presently academic and managerial adoption

of blockchain technologies is limited by our understanding, for this reason, we carried out this study to assess the

acceptability and feasibility of blockchain in Nigeria vaccine supply chain as well as to determine the level of

preparedness of Nigeria vaccine supply chain to take up innovations.

Majority of respondents in this study (70.5%) were males, and most were of active age group 31 – 40. Respondents

were drawn from various professions including health/public health development professional, supply chain

profession, supply chain and health/public health development. Others include financial/business and project

management profession, regulatory and safety profession as well as the information technology profession.

Respondents’ positions include technical/executive officers, middle managers, consultants, and senior managers.

The knowledge of respondents on the vaccine supply chain was as high as 100% among all professions. All also had

good awareness on the use of blockchain in vaccine supply chain with the least value of 50.0% seen among

financial/business and project professionals

Blockchain acceptability was 100.0% among most professions such as IT, financial/business project management

and regulatory with minimum acceptability of 88.9% among health/public health development professions. In a

similar trend, blockchain was seen to be 100.0% feasible among most respondents. Acceptability and feasibility of

blockchain were also very high regardless of respondents’ position or year of experience.

The level of preparedness of Nigeria vaccine supply chain to take up innovations/technologies was also very high

across all sectors with international political being the highest in rating with (96.0%) preparedness. Other areas of

preparedness listed include private sector involvement/collaboration (82.0%), readiness in regulatory and policy,

workforce know-how as well as readiness in national political will. Gartner (2016) identified blockchain as one of

the vital platform-enabling technologies to track. Nonetheless, while there is currently no standard in the

blockchain space, there is a growing consensus that blockchain is entering its peak of inflated expectations. The

report anticipated that it would take 5 to 10 years for blockchain technology to get mainstream adoption [21].

Further, most of nowadays blockchain efforts, mainly when applied to business environments, are still in a nascent

state [22]. The time is ripe for the database community to get more deeply involved in solving open problems

about data management and analytics in a permission blockchain network for business applications [23]. The

assertion of Mohan justifies the basis for this research. Our findings revealed that Nigeria vaccine supply chain is

ready to adopt blockchain even though Gartner research showed that it would take 5 – 10 years for blockchain to

get full adoption. Early adoption blockchain by Nigeria, vaccine supply chain, will benefit the country to get


1220


involved in solving open problems of data management and analytics as suggested by Mohan in 2017[23]. Nigeria

vaccine supply chain is, therefore, the right market place for investors in blockchain and big data analytics.

Conclusion

This study found that the majority of participants had good knowledge vaccine supply chain as well as a good

awareness of blockchain though it is a new technology to developing countries. The overall acceptability and

feasibility of blockchains were generally high. Preparedness of Nigeria vaccine supply chain to take up blockchains

was rated high for international political will, private sector involvement and collaboration, readiness in regulatory

and policy, workforce know-how and national political will. It is therefore concluded that blockchains are

paramount in optimizing Nigeria vaccine supply chain. We, therefore, conclude that blockchain and big data

analytics can be adopted to optimize the Nigeria vaccine supply chain.

References

[1] K. Francisco, D. Swanson, The Supply Chain Has No Clothes: Technology Adoption of Blockchain for Supply Chain

Transparency, Logistics. 2 (2018) 2. doi:10.3390/logistics2010002.

[2] M.S. Ali, M. Vecchio, M. Pincheira, K. Dolui, F. Antonelli, M.H. Rehmani, Applications of Blockchains in the Internet of

Things: A Comprehensive Survey, IEEE Commun. Surv. Tutorials. 21 (2019) 1676–1717. doi:10.1109/COMST.2018.2886932.

[3] K. Francisco, D. Swanson, The Supply Chain Has No Clothes: Technology Adoption of Blockchain for Supply Chain

Transparency, Logistics. 2 (2018) 2. doi:10.3390/logistics2010002.

[4] A. Walch, Blockchains’s Treacherous Vocabulary: One More Challenge for Regulators, J. Internet Law. 21 (2017) 9–16.

[5] J. Haughwout, Blockchain: A Single, Immutable, Serialized Source of Truth: Blockchain technology could help introduce

higher levels of security to and confidence in supply chain transactions., Mater. Handl. Logist. 72 (2017) 27–29.

http://search.ebscohost.com/login.aspx?direct=true&db=buh&AN=126094425&lang=de&site=eds-live.

[6] C.S. Wright, Bitcoin: A Peer-to-Peer Electronic Cash System, SSRN Electron. J. (2008). doi:10.2139/ssrn.3440802.

[7] D. Galvin, IBM and Walmart: Blockchain for Food Safety, Ibm. (2017). https://www-

01.ibm.com/events/wwe/grp/grp308.nsf/vLookupPDFs/6 Using Blockchain for Food Safe 2/$file/6 Using Blockchain for

Food Safe 2.pdf.

[8] M. Unuvar, The food industry gets an upgrade with blockchain, Blockchain Unleashed IBM Blockchain Blog. (2017).

https://www.ibm.com/blogs/blockchain/2017/06/the-food-industry-gets-an-upgrade-with-blockchain/.

[9] B. Zeng, B.P.C. Yen, Rethinking the role of partnerships in global supply chains: A risk-based perspective, Int. J. Prod.

Econ. 185 (2017) 52–62. doi:10.1016/j.ijpe.2016.12.004.

[10] A. Gunasekaran, K. hung Lai, T.C. Edwin Cheng, Responsive supply chain: A competitive strategy in a networked

economy, Omega. 36 (2008) 549–564. doi:10.1016/j.omega.2006.12.002.

[11] IBM, Insights From the Global C-Suite Study, IBM Institue Bus. Value. (2018) 1–24.

[12] M. Mathisen, The Application of Blockchain Technology in Norwegian Fish Supply Chains - A Case Study, Master’s

Thesis, NTNU. (2018) 1–75. https://brage.bibsys.no/xmlui/handle/11250/2561323.

[13] S. Underwood, Blockchain beyond bitcoin, Commun. ACM. 59 (2016) 15–17. doi:10.1145/2994581.

[14] V. Alcazar, Data you can trust: Blockchain technology, Air Sp. Power J. 31 (2017) 91–101.

[15] MHL, GS1, IBM and Microsoft Promote Blockchain Apps across Supply Chain Networks., Mater. Handl. Logist. 72 (2017)

7–8. https://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=126094417&site=ehost-live.

[16] R. Hackett, Why Big Business Is Racing to Build Blockchains, Fortune.Com. 176 (2017) 44–51.

http://fortune.com/2017/08/22/bitcoin-ethereum-blockchain-cryptocurrency/.

[17] K. Iansiti, M and Lakhani, The truth about blockchain", journal = “Harvard Business Review,” Harv. Bus. Rev. 95 (2017)

118–127.

[18] A. Shanley, Could blockchain improve pharmaceutical supply chain security?, Pharm. Technol. 2017 (2017) s34–s39.

[19] P.R. Easterby-Smith, M., Thorpe, R., & Jackson, Management research, SAGE. (2012).

[20] L.A. Haidari, D.L. Connor, A.R. Wateska, S.T. Brown, L.E. Mueller, B.A. Norman, M.M. Schmitz, P. Paul, J. Rajgopal, J.S.

Welling, J. Leonard, S.I. Chen, B.Y. Lee, Augmenting Transport versus Increasing Cold Storage to Improve Vaccine Supply

Chains, PLoS One. 8 (2013). doi:10.1371/journal.pone.0064303.

[21] Gartner, Gartner’s 2016 Hype Cycle for Emerging Technologies Identifies Three Key Trends That Organizations Must

Track to Gain Competitive Advantage, Gartner’s 2016 Hype Cycles Highlight Digit. Bus. Ecosyst. (2016) 1.

doi:10.1016/0022-3999(94)90018-3.

[22] H. Tam Vo, A. Kundu, M. Mohania, Research Directions in Blockchain Data Management and Analytics, (2018) 445–448.

doi:10.5441/002/edbt.2018.43.

[23] C. Mohan, Tutorial: Blockchains and databases, Proc. VLDB Endow. 10 (2017) 2000–2001. doi:10.14778/3137765.3137830.


1221


GSJ: Volume 7, Issue 11, November 2019, Online: ISSN 2320 9186 · 1.1. Blockchain, Big Data, and...

Documents

Transcript of GSJ: Volume 7, Issue 11, November 2019, Online: ISSN 2320 9186 · 1.1. Blockchain, Big Data, and...