Processus d’émergence et spécificités d'une plateforme

numérique en B2B au service d'une économie de partage

dans le secteur de l'énergie

Charue-Duboc Florence *
Doumit Farah *
* Centre de recherche en gestion, CRG-i3

Résumé :
Le marché numérique interentreprises (B2B) montre aujourd'hui des signes de développement
remarquables. En effet, de nombreuses entreprises créent leurs propres plateformes pour soutenir
l'économie du partage. Cet article vise à explorer l’émergence d'une plateforme B2B dans le
secteur de l'énergie et à questionner sa contribution à la durabilité. Il met également en lumière les
limites de cet outil digital.
Mots-clés :
plateformes numériques, économie du partage, modèle circulaire, équipements énergétiques.
1. Introduction
Digital technology have been identified as a mean to reach a circular economy. In fact, business
to business sharing digital platforms not only represent a growth opportunity for companies but
also a mean to achieve sustainability. These internal marketplaces create new business models. On
the one hand they aim to optimize the purchasing and inventory processes, produce economies of
scale, revenue streams and reduce the direct cost of spare parts. On the other hand, the sharing
approach puts forward circular economy business models such as reusing, refurbishing,
redistributing and reselling products. By doing so, a product’s lifetime is extended and intensified.
Therefore, fewer products which serve for the same objective have to be manufactured, and less
resources are then used.
This is why the study of these new B2B market platform seems very appealing to be investigated
particularly in the energy equipment. In fact, attention to issues related to idle stocks of assets and
equipment used in various types of energy production, is growing in the public debates. Therefore
companies are questioning the reuse of industrial assets and the positive externalities of sharing
business.
This paper delve into the case of a leading energy company who innovated its business model by
developing a digital platform to support a sharing economy. It aims to explore the emergence
process of this B2B platform and investigate its links to sustainability. It also highlights the
obstacles to the deployment of this digital platform.
The paper is structured as follows. Section 2 presents the theoretical background mobilized.
Section 3 describes the methodology, including how data was collected. Section 4 presents the
first findings on the emergence of the digital platform, its specificities, characteristics and limits.
Section 5 presents a preliminary discussion and conclusions.

2. Theoretical background
2.1. Circular economy and digital technology
In the field of energy, the question surrounding the dismantling of nuclear power plants, their "end
of life" management and the costs associated with it has taken an important place in the public
debates. It brings to the forefront issues regarding the assets used in various types of energy
production such as photovoltaic panels and wind turbines (Chowdhury et al., 2020; Liu et al.,
2019). The circular economy approach may be relevant to tackle such issues. Authors highlight
that the circular economy principles inspire the advancement of promising solutions to deal with
resources constraints (Geissdoerfer et al., 2017; Linder & Williander, 2015; Saidani et al., 2019).
It not only strives to optimize their use by increasing and intensifying their period of utilization,
but also to find adequate strategies to deal with component’s end of life (Bocken et al., 2016).
While, circular economy approaches have been mainly developed for raw material, resources and
simple products (Nußholz, 2017), these approaches could be extended to equipment. In fact, the
equipment that is used in the production process of energy for instance is less considered in the
literature.
The objectives of circular economy approaches seem to be clear and many praise its power to reach
the goals of Sustainable Development (Linder & Williander, 2015; Saidani et al., 2019). However,
what is less apparent are the means to achieve them (Corpakis, 2019). One way to boost such
transition is digital technology (Pagoropoulos, 2017) coupled with adequate business models (de
Jesus & Mendonça, 2018). For instance, various studies draw the attention on the role the Internet
of Things, 3D printing, big data and analytics have in facilitating the circular economy
implementation. Thus, bringing more interest on how these digital technologies of the fourth
industrial revolution can support a shift towards circular economy (Bressanelli et al., 2018;
Corpakis, 2019; Despeisse et al., 2017). Some authors explain that digitalization can help put in
place some of the strategies developed by N.Bocken (2016) (Antikainen et al., 2018). The first
strategy aim to slow down the introduction of resources to the system by extending and
intensifying the utilization period of a product. It can be done through repair, maintenance and
remanufacturing activities. The second strategy seeks to close the resources flow by putting
recycling activities forward, as well as industrial symbiosis and synergies. The final strategy strive
to narrow the resources flow by using fewer raw materials and resources per product.

2.2. Digital platforms and sharing economy

2.2.1. Digital platforms

Digital platforms is a much discussed topic in the technology and management literature (Parker
et al., 2016). They are considered as mediators which facilitate interactions and exchange of value
between separate user groups (Parker, van Alstyne, & Choudary, 2017). The value exchanged can
range from products, services, information and currencies (money and data) (Parker et al. 2017).
Platforms may have different roles in the innovation process (Trabucchi and Tommaso, 2017): a
role as simplifier that homogenize pre existing transactions, a catalyst revealing untapped
opportunities and unused resources, and a facilitator to connect sellers and buyers in a frictionless
and homogeneous setting (Trabucchi et al., 2021). These characteristics had important
consequences on the diffusion of digital platform and the development of the sharing and
collaborative economy. Advances and development concerning sharing platforms have been
carried in several sectors. For instance, it is showing remarkable signs of success in the fashion
industry (Strähle and Klatt, 2017) with Vinted or Rent the Runway, and in the accommodation
industry with Airbnb (Parker et al., 2017). This collaborative economy is associated to new forms
of production and consumption (Trabucchi et al., 2019).

2.2.2. Collaborative digital platform and circular business models

The sharing economy model encompass collaborative consumption, product renting, sharing or
pooling between individuals or between businesses. It is considered as a type of circular business
model (Lewandowski, 2016). In fact the sharing model favorize reusing, refurbishing,
redistributing and reselling products. Therefore a product’s lifetime is extended and intensified. It
generates a slowdown in the introduction of new resources in the system. Also, it can reduce waste
by favoring reuse and multiple use. The sharing model would close the resource loop by
encouraging synergies and exchange of products between individuals avoiding products to go to
waste. Thus, authors argue that sharing economy model can contribute to environmental
sustainability. This can be done by making excess capacity, unused and idle resources fully utilized
(Radjou et al., 2015). It generally takes place on the web through digital platforms. This sharing
model has been tremendously disseminated in the business-to-consumer (B2C) and consumer-to-
consumer (C2C) market.

2.2.3. Business to business collaborative digital platforms

Besides B2C and C2C platforms, another configuration of sharing platform is developing. Notably,
the business-to-business (B2B) market is showing remarkable signs of development nowadays. In
fact, prominent firms are pulling out of their core business and creating their own platforms
(Drewel et al., 2021). Particularly with the growing attention paid to sustainability (Nußholz,
2017), companies are questioning the reuse of their industrial assets, their existing idle stocks and
the possibility to develop market platforms in B2B setups. According to Navi Radjou, “If
companies go one step further and start sharing physical assets—inventory, spaces, vehicles,
equipment—the environmental benefits could be significant.”

2.3. Research questions

This paper aims to explore the emergence process of this type of B2B platform and weather it
could contribute to sustainability.

3. Method and data collection

The research design is based on a single qualitative case study, as there is little work done on this
type of B2B platform in the energy sector. Data were collected using the following sources:
• Publicly available information from websites, social media, relevant press and
communication documents about the platform;
• Internal available information on the intranet of the company as well as relevant documents
and reports shared by the project manager;
• Semi-structured interviews with project manager, business developer, initial supporter of
the project as well as users of the platform.

Table 1 List of interviews and position of interviewees

INTERVIEW INTERVIEWEE’S ROLE GENERAL TOPICS
DURATION DISCUSSED
60 mins Head of digital platform History and process of
emergence – Objectives and
Reasons – Barriers and
Challenges – BM
60 mins Head of digital platform & Head System Configuration and
of Business Development functioning – Barriers and
Challenges – BM
 30 mins CEO of Global Business Unit History, process of emergence
Renewables Engie, former group's and reasons of project launch
operations manager
45 mins Digital platform User – Lead Context in which they knew
Planning and Projects engineer about the digital platform –
45 mins Digital platform User – Features used – Frequency –
Procurement & Stores Manager Transactions made - Barriers
– Suggestions – Advantages
45 mins Digital platform User –
and reasons to use it
Procurement & Store Manager
45 mins Digital platform User – Lead
Instrumentation & Control
Engineer
45 mins Digital platform User – Technical
Manager
45 mins Digital platform User – Inventory
Manager
45 mins Digital platform User – Manager
Instrumentation & Control
45 mins Digital platform User - Category
manager – Purchases

Prior to the interviews, two interview guides were designed. The first guide was addressed to the
project manager, business developer and supporter of the platform and intended to obtain a more
in-depth understanding of the history and the process of emergence, its functioning, its business
model and the challenges faced by the team. The second guide was addressed to users to gain
insights about the context in which they discovered the platform, the reason and advantages, the
use phase, the barriers they encountered and their suggestions. The interviews lasted between 30
and 60 min. They were conducted via Visio conference and were all audio-recorded and
transcribed.

4. Preliminary results
4.1. History of the digital platform’s development

4.1.1. The company’s digital activity

The energy sector is under tremendous changes. In fact, big players such as Google Nest, Tesla
Powerwall, General Electric and EnerNOC are transforming the energy landscape with the help of
the digital world (Parker et al., 2017). As a response to this situation, the CEO of the company and
the chief digital officer created a special entity for Digital activities at the end of 2016. The entity
is created to support the group and its business units to be digitized, in order to accelerate the
transformation and lead the energy transition. In 2017, the digital entity embarked on a “12 week
odyssey” to define the roadmap to digitalize the company’s operations and generate value. The
company teamed up with an external consultant, a global leader in engineering and R&D, for the
first phase of its Digital Operations Program, to analyze the potential impact of digital
transformation on the performance of its industrial assets. The objective was to identify the value
drivers, the enablers to create an adequate ecosystem and the accelerators to stay ahead. A deep
dive into operational needs and ongoing initiatives was done to identify possible opportunities, 12
business cases were proposed and a roadmap was outlined in an operation handbook.

4.1.2. The digital platform emergence

The 12 business cases were chosen among approximately 40 cases on the basis of operational staff
votes. The digital platform was initially thought to “mutualize and optimize industrial spare parts'
inventories thanks to the collaborative economy”. The platform was born after a joint study done
with an external consultant . It resulted in an operation handbook with a roadmap for the compay
to structure its digital unit. At first this specific digital platform didn’t come out as a part of the
highest number of votes. However, according to the project manager, “it is the company’s
operations manager ,now in charge of one Global Business Unit , who said he wants it there, it's
important we have to work on it".
Therefore this digital platform’s business case was examined in terms of current critical distress
areas (specifically for the plant manager, the buyer and the operation and maintenance team),
market situation and competition, technology requirements, and business potential.

Table 2 Critical distress areas - Source : External consultant’s Operation Handbook

Plant manager Missing opportunities to make scale savings
Fuzzy vision of spare parts availability and lack of visibility on
maintenance planning due to uncertain logistics
Capital asset costs
Buyer Powerlessness against supplier ecosystem
Lack of tools to increase competition and buy at best and fair price
No historical from previous purchases and subcontractors performance
Operation and Lack of vision of spare parts availability and location
maintenance No shared experience for maintenance and best practices from previous
works and no historical available for suppliers comparison

4.1.3. The digital platform pitch

“Sharing is saving” (extracted from initial pitch from the Operation Handbook). Realizing that the
capability to share resources and information is difficult in a large and decentralized organization,
the idea of the platform was to connect people from different business units in the group all over
the world through a unique market place of spare parts of industrial assets. The purpose of this
digital platform was to make possible and easy buying/selling spare parts, or even sharing
knowledge and solutions. As a starting point, the use case focus was the spare parts management,
aiming at reducing the overall stock at Group level.
The value creation associated to the platform, is to limit the immobilization of capital, to monetize
the stocks of spare parts of the different business units, to ensure operational efficiency by reducing
maintenance delay. The spare parts are easily found on the platform and can be immediately
available. Finally it ensures that the spare parts are efficiently used by offering a sustainable life
cycle management of the stock and thus, avoiding needless waste of resources.

4.2. Description of the digital platform

The following section aims to describe to the functioning of the digital platform. It highlights its
main features as well as the product proposed.

4.2.1. Design and deployment

Each business unit within the company has its own Entreprise Resource Planning (ERP) with
different integrated systems of centralized applications (SAP, oracle, etc.) Thus, the idea behind
the patform was to build a solution that both pools inventories and makes everything visible for
everyone. Therefore, the digital platform directly fetches the inventory data through ERP
connections. Then it uploads all of the inventories from the different business units on a user
friendly web platform with filters and criteria to facilitate the user’s quest. As each business unit
uses different ERP, one concern for the developers is to integrate the features into the usual system
and stock management used. “Our idea is how we do to offer a tool that fits into what they use.
This is in the case in the deployment, How to make their daily life easier by integrating the platform
into their daily tools or by giving access to the results of our tool in their tools”. The purpose is to
avoid checking many tools before making a decision to buy a spare part. To this date the platform
has been mainly deployed in one of the four global business units of the company : The Thermal
and supply.

Table 3 Global Business Units of the company

GLOBAL BUSINESS DESCRIPTION OF MAIN OBJECTIVE
UNITS
Renewables Production of wind (offshore and onshore), solar
Energy solutions Development of cooling and heating networks and energy
efficiency services
Networks Distribution, transmission and storage of natural gas
Thermal and supply Production of thermal energy and Development of
decarbonized energy supply and consumption management
offers for private customers

4.2.2. Features
The digital platform has four main features :
 a. Sharing stocks: Product’s are displayed with information such as pictures, specs and
references
b. Finding and buying parts easily: Operational effectiveness is an objective set up by the
developers. The platform aims to facilitate the access to many business units’ inventory. In
the event of a breakdown, a buyer can quickly find a spare part and be delivered in shorter
delays than traditional suppliers.
c. Analyzing stocks with an addition feature named “Analytics”: It provides a vision of the
stock’s allocation and offer a guide to better manage it by capturing and analyzing the
stocks and their consumption.
d. Discussing with the community: the platform aims to create solidarity around the common
good by displaying the inventories in a common collaborative e-market place. The
objective is to federate the operational purchasing and maintenance between the different
business units. The discussion section can be used by users to post which parts they are
looking for. That's also where information about the digital patform newest features and
the team's upcoming webinars are displayed.

4.2.3. Proposed equipment

The platform products are variable. However the electrical and air equipment and the products
related to the industrial sites and raw materials category are the two most significant on the
platform (figure 1). Also, as shown in figure 2. the part concerning refurbished, overhauled and
second hand product is still trivial compared to the new ones.

Table 4 Types of product per category

Product Category Types of product
Electrical and air Air conditioning, HVAC - Air treatment- Cables-
equipment Instrumentation - Low voltage Equipment - Medium and
High Voltage equipment - Process Control and automation
Mechanical equipment Pumps, valves, Air compressors, Containers, balers,
and services crushers, composting equipment, compactors, heat
exchangers, boilers
Renewable and Power Mechanical works services - Gas Turbines - Wind turbines
Train Equipment - motors - Solar - Generator and stream turbine - Hydraulic
Turbines and generators
Industrial sites and raw Chemical products-clothes and PPE-Industrial raw supply -
materials Hardware and fixing - heavy vehicle - Laboratory
equipment and reactants - lubricants and Grease - Groupe
protection and safety - Construction, access, lifting -
Industrial gas
Gas value chain Pipelines and accessoires
Facilities solutions and Lift maintenance
services
 Figure 1 Number of products per category
70000
63256

60000 57659

50000

38318
40000
34173

30000
20677
20000

10000
4132
101
0
Electrical Mechanical Renewable Industrial Gas value Facilities other
and air equipment and Power sites and raw chain solutions and
equipment and services Train materials services
Equipment

Figure 2 Number of products per condition

250000
217334
200000

150000

100000

50000
308 1 6 58 467
0
Like New Second Hand Refurbished Overhauled Unused Not specified
project
surplus

4.3. Limits
As depicted in the table 5, the use of the platform over the period 2018-2021 grew significantly in
terms of number of created accounts internally in the company. The accounts created mainly
concerns one of the four global business units of the company : Thermal and Supply. It somehow
succeeded in engaging several entities by referencing a large number of products. However, the
number of transaction realized is still modest.
 Table 5 Number of referenced products and users over the period 2018-2021
2018 2019 2020 2021
Number of accounts
created 0 1 000 3 500 4 330
Number of referenced
products 0 2 500 110 000 219 000
The objective of this platform is to centralize the company’s stock. This goes against the dynamics
of the organization evolution who aims to give more autonomy to the different business units. In
fact this digital platform links the different business units’ stock and implies more collaboration.
Some users confessed the difficulties they had after finalizing a transaction to handle the
administrative process and logistics of delivery from the seller to his entity. In addition to that, this
digital platform creates a sort of collective responsibility, where it is hard to define who is
responsible for the product presented on the platform. Another issue related to the product’s
quality, guarantee and insurance was therefore highlighted by the users. According to them it is
hard to evaluate the actual condition of a product on the platform (even if pictures are sometimes
displayed). Many confirmed their reluctance to buy a product with no insurance purchase contract.
Also, the prices constituted another limit, preventing some users to proceed with a transaction. On
the one hand, they were not convinced by the price set by some seller to like-new products,
expecting it should be lower. On the other hand, they estimated that the cost is not appealing
enough compared to a brand new product. Finally, another limit that can be associated to this
digital platform is that the gains linked to it are somewhat unclear. For certain users, the risk taken
when purchasing a product on the platform is far more important that the economic or
environmental gains they can claim; even if the delivery time is shorter.

5. Preliminary discussion and conclusions

The analysis of the emergent process that lead to the operation of this B2B platform disclosed that
the platform was created to grasp digital opportunities and to avoid financial losses of dormant
stocks. It brings value to the company since it limits breaks in supply chains. Also, shortening lead
times, it prevents prolonged breaks in operation and avoids consequent financial losses.
Consequently, it positively impacts the overall economy of the company and transform its
organization by proposing a solution to generate collaboration in a decentralized business where
units work independently and have a high autonomy.
Within companies, the obstacles of using a digital platform between different entities can be
compared to those related to internal social media platforms. The diffusion of social media in
companies faces several obstacles such as the lack of vision and urgency to use them, or the fact
that each business units implements solutions independently in silos (Fitzgerald et al., 2013). In
fact, this platform faces many limits that translated in the numbers of users, and the low number
of exchanges and transactions. The lack of quantifiable benefits for using the platform compared
to the traditional purchase mode for a business unit made it hard for users to appropriate the
platform. In fact, the advantage for the business units that does a transaction is merely highlighted.
Reducing stock is indeed a strategy to increase performance. Having a stock level indicator
comparable between different business unit may challenge them and incite them to reduce their
stock. This would encourage sellers to put their product on the platforms and symmetrically this
would attract buyers generating a positive feedback effect (Katz & Shapiro, 1994). The team put
in place several actions in order to engage more users on the platform. In fact, they worked to
include a mandatory step in the In-sourcing policy. This step consist of consulting the platform
before proceeding to any purchase. This internal regulation in the purchasing policy will favorize
the use of the platform in the different business units. They also engage continuous discussions
with business units managers to present quantitative reports about the positive externalities the
platform can generate and organize frequent webinars to present their digital tool. These actions
can boost the top management engagement and therefore a higher number of sellers and buyers.
Also, even if one important benefit exhibited by the developers is reducing delivery time when
purchasing on the platform, it still conceals some shortcomings compared to a traditional purchase
mode. In fact, users find it hard to capture monetized value for their entity. It can be argued that
the commodification of the relationship between users needs to be reconsidered and the value
generated for the users rethought. This shed a light on the emergence process of the platform,
where the value proposition is still to be clarified. And since, the choice was rather politically
influenced by top manager vision, this process is happening in an iterative way and the developers
are looking to find the adequate business model associated.
Finally, even thought the objective to tackle environmental challenges was not associated with the
platform at first, it still can be underlined as an objective in a later step to mobilize more users. In
fact, the issue of idle stocks is closely related to that of sustainability. The digital platform created
proposes to valorize untapped opportunities and idle stocks and limit the purchase of brand new
equipment. It closes the resources loop by avoiding equipment to go to waste (unused project
surpluses, products that are no longer a fit for a specific site) when finding adequate buyers. It also
and avoids equipment obsolescence. By boosting the purchase and the proposition of refurbished,
repair, overhauled product, the platform would slow down the resources loop. Therefore this
platform can effectively be a response to environmental problems. Quantitative indicators are still
needed to asses to what extent this sharing economy business model contribute to sustainability
(in terms of Co2 emission or critical resources extraction avoided for example).
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