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Purpose
Although recent literature has examined diverse measures adopted by SMEs to navigate the COVID-19 turbulence, there is a shortage of evidence on how crisis-time strategy creation behaviour and digitalization activities increase (1) sales and (2) cash flow. Thus, predicated on a novel strategy creation perspective, this inquiry aims to investigate the crisis behaviour, sales and cash flow performance of 528 SMEs in Morocco.
Design/methodology/approach
Novel links between (1) aggregate wage cuts, (2) variable operating hours, (3) deferred payment to suppliers, (4) deferred payment to tax authorities and (5) sales performance are developed and tested. A further link between sales performance and cash flow is also examined and the analysis is conducted using a non-linear structural equation modelling technique.
Findings
While there is a significant association between strategy creation behaviours and sales performance, only variable operating hours have a positive effect. Also, sales performance increases cash flow and this relationship is substantially strengthened by e-commerce digitalization and innovation.
Originality/value
Theoretically, to the best of the authors’ knowledge, this is one of the first inquiries to espouse the strategy creation view to explain SMEs' crisis-time behaviour and digitalization. For practical purposes, to supplement Moroccan SMEs' propensity to seek tax deferrals, it is argued that debt and equity support measures are also needed to boost sales performance and cash flow.
One of the major challenges impeding the energy transition is the intermittency of solar and wind electricity generation due to their dependency on weather changes. The demand-side energy flexibility contributes considerably to mitigate the energy supply/demand imbalances resulting from external influences such as the weather. As one of the largest electricity consumers, the industrial enterprises present a high demand-side flexibility potential from their production processes and on-site energy assets. In this direction, methods are needed with a focus on enabling the energy flexibility and ensure an active participation of such enterprises in the electricity markets especially with variable prices of electricity. This paper presents a generic model library for an industrial enterprise implemented with optimal control for energy flexibility purposes. The components in the model library represent the typical technical units of an industrial enterprise on material, media, and energy flow levels with their operative constraints. A case study of a plastic manufacturing plant using the generic model library is also presented, in which the results of two simulation with different electricity prices are compared and the behavior of the model can be assessed. The results show that the model provides an optimal scheduling of the manufacturing system according to the variations in the electricity prices, and ensures an optimal control for utilities and energy systems needed for the production.
Active participation of industrial enterprises in electricity markets - a generic modeling approach
(2021)
Industrial enterprises represent a significant portion of electricity consumers with the potential of providing demand-side energy flexibility from their production processes and on-site energy assets. Methods are needed for the active and profitable participation of such enterprises in the electricity markets especially with variable prices, where the energy flexibility available in their manufacturing, utility and energy systems can be assessed and quantified. This paper presents a generic model library equipped with optimal control for energy flexibility purposes. The components in the model library represent the different technical units of an industrial enterprise on material, media, and energy flow levels with their process constraints. The paper also presents a case study simulation of a steel-powder manufacturing plant using the model library. Its energy flexibility was assessed when the plant procured its electrical energy at fixed and variable electricity prices. In the simulated case study, flexibility use at dynamic prices resulted in a 6% cost reduction compared to a fixed-price scenario, with battery storage and the manufacturing system making the largest contributions to flexibility.