TARU PUBLICATIONS
Journal of Information and Optimization Sciences cover
Open Access ·Peer-reviewed·ISSN (Online): 2169-0103·ISSN (Print): 0252-2667

WoS  JIF 2026 : 0.4 (Q4)

Powered by:Powered by

Monthly Journal: Publishes theoretical and applied research on topics in information and optimization sciences.

Issues up to 2022 co-published with and available at:Taylor & Francis
submissions@tarupublications.com
Open Access Research Article

Digital disruptions in commodity trading and risk management : Impact on operational performance of oil and energy trading firms in UAE

, *

* Corresponding author · click or hover a name for details

pp. 1787–1806Vol. 45Issue 6September 2024DOI: 10.47974/JIOS-1765XML
Received:
08 Apr 2024
Published Online:
30 Sep 2024
Article type:
Research Article
Language:
EN
Article no.:
JIOS-1765
Pages:
1787–1806

Abstract

The commodity trading sector, particularly within the oil and energy markets, faces unprecedented challenges driven by rising uncertainties, reduced global demand, geopolitical risks, and market volatility. The onset of the Russia–Ukraine war, compounded by the Covid-19 pandemic, has accelerated the adoption of digital technologies and virtual collaborative tools among trading firms, fundamentally reshaping business processes. This study investigates the impact of digital disruptions on the oil and energy trading sector in the United Arab Emirates (UAE), with a specific focus on the integration and adoption of Commodity Trading and Risk Management (CTRM) solutions. By employing a comparative analysis of trading operations before and after CTRM implementation, alongside detailed case studies of UAE-based firms, this research examines how advanced digital technologies have transformed operational efficiency, strategic management, and risk management practices within the sector. Primary data from 68 oil and energy trading firms were collected through a cross-sectional descriptive research design, using a comprehensive questionnaire that addressed pre- and post-adoption scenarios. Results reveal significant enhancements in operational efficiency and risk management capabilities following the adoption of CTRM digital solutions. Case studies highlight how UAE firms have leveraged these technologies to improve market responsiveness, reduce transaction times, and enhance transparency and security in trading operations. The study concludes that firms have become better equipped to navigate volatile markets, mitigate risks, and increase profitability, with stakeholder feedback affirming improved efficiency throughout the trade cycle. This research contributes to the energy trading industry by demonstrating how embracing digital technologies for CTRM functions can foster sustainable competitive advantages and align with future market developments. It underscores the importance of continuous innovation and strategic agility in the evolving digital landscape.

Keywords

Subject Classifications

90B2591G80

References

[1] Carter, D. A., Rogers, D. A., & Simkins, B. J. A review of the literature on commodity risk management. Journal of Commodity Markets, 8, 1-17 (2017).
[2] Champatiray, M., Hota, S. L., & Kumar, A. Assessing the correlation between emotional intelligence and financial decision-making by financial investors with moderating effect by coaching behaviour. Korea Review of International Studies, 17(sp 02), 36-50 (2024).
[3] CommodityPoint. CTRM software sourcebook. Utilipoint International, Ver 3, 14 (2011).
[4] Cozmiuc, D. C., & Petrisor, I. I. Innovation in the age of digital disruption: The case of Siemens. In Disruptive Technology: Concepts, Methodologies, Tools, and Applications (pp. 1124-1144). IGI Global (2020).
[5] Dash, S., Stover, M., & Crum, T. Market quadrants CTRMs systems market update and vendor landscape. Chartis (2024).
[6] Devalkar, S. K., Anupindi, R., & Sinha, A. Dynamic risk management of commodity operations: Model and analysis. Manufacturing & Services Operations Management, 20 (2017).
[7] Durkin, B. The impact of algorithmic and high-frequency trading on CME Group Inc. markets (2010).
[8] Gerald B., & Patson, T. F. Parametric and nonparametric tests: A brief review. International Journal of Statistical Distributions and Applications, 7, 78-82 (2021).
[9] Global Chamber of Commerce. Incoterms® 2023 rules. https://iccwbo.org/business-solutions/incoterms-rules/ (2023).
[10] Gunzberg, J., & Till, H. Absolute returns in commodity (natural resource) futures investments (2005).
[11] Halkos, G. E., & Tsirivis, A. S. Effective energy commodity risk management: Econometric modelling of price volatility. Vol.63, 234-250 (2019).
[12] Heckmann, N., Steger, T., & Dowling, M. Organizational capacity for change, change experience, and change project performance. Journal of Business Research, 69(2), 777-784 (2015).
[13] Hess, T., Matt, C., Benlian, A., & Wiesböck, F. Options for formulating a digital transformation strategy. MIS Quarterly Executive, 15, 123–139 (2016).
[14] International Chamber of Commerce. A guide to payment security risks in international trade. https://iccwbo.org/global-insights/digital-economy/cyber/ (2023).
[15] Janabi, M. A. M. Commodity price risk management: Valuation of large trading portfolios under adverse and illiquid market settings. Vol.15, 15-20 (2009).
[16] Kilkki, K., Mäntylä, M., Karhu, K., Hämmäinen, H., & Ailisto, H. A disruption framework. Technological Forecasting and Social Change, 129, 275-284 (2018).
[17] Kumar, A. A study on risk hedging strategy: Efficacy of option Greeks. Abhinav National Monthly Refereed Journal of Research in Commerce & Management, 7(4), 77-85 (2018).
[18] Kumar, A. Understanding the interdependency between the Nifty 50 future index and the advanced future stock market through econometrics. International Journal of Recent Technology and Engineering (IJRTE), 8(4), 2277-3878 (2019).
[19] Kumar, A., & Biswal, S. K. Impulsive clustering and leverage effect of emerging stock market with special reference to Brazil, India, Indonesia, and Pakistan. Journal of Advanced Research in Dynamical and Control Systems, 11(11), 33-37 (2019).
[20] Kumar, A., Biswal, S. K., & Swain, P. K. A dynamic association between stock markets, Forex, gold, and oil prices in the Indian context. Revista ESPACIOS, 40(06) (2019).
[21] Kumar, A., Sahoo, J., Sahoo, J., Nanda, S., & Devi, D. Exploring Asymmetric GARCH Models for Predicting Indian Base Metal Price Volatility. Folia Oeconomica Stetinensia, 24(1), 105-123 (2024).
[22] Larson, D. F., Varangis, P., & Yabuki, N. Commodity risk management and development. DRC, Washington DC (1998).
[23] Mallick, S. S., Hota, S. L., Kumar, A., & Agarwal, H. The influence of eco-friendly marketing tools on sustainable consumer choices: A comprehensive review study. Environment and Social Psychology, 9(8), 1-11 (2024).
[24] Mohapatra, S., Kumar, A., Shirmila, T., Rroy, A. D., & Hota, S. The mediating role of customer satisfaction for a sustainable e-banking performance. Environment and Social Psychology, 9(6), 1-11 (2024).
[25] Pagani, M., & Pardo, C. The impact of digital technology on relationships in a business network. Industrial Marketing Management, 67, 185-192 (2017).
[26] Penas-Franco, P. Strategic and intangible factors in the success of the multinational Zara-Inditex. Entrepreneurship and International Business, 2(1), 51-60 (2017).
[27] Rassenfoss, S. Drilling automation: Are we there yet? Journal of Petroleum Technology, 73(12), 25-26 (2021).
[28] Ritter, E. L. The securitization of commodities: Crossing a gold (or silver) line in the sand. Business Law Brief (2005).
[29] Roncoroni, A., Fusai, G., & Cummins, M. Handbook of Multi-Commodity Markets and Products. Wiley (2015).
[30] Samuelson, R. The fallacy of blaming oil ‘speculators. RealClear Politics (2009).
[31] Schuchmann, D., & Seufert, S. Corporate learning in times of digital transformation: A conceptual framework and service portfolio for the learning function in banking organisations. International Journal of Advanced Corporate Learning, 8(1), 31-39 (2015).
[32] Shaik, A. A., Kumar, A., Mishra, A., & Elahi, Y. A study of customer satisfaction in using banking services through Artificial Intelligence (AI) in India. Public Administration and Policy, 27(2) (2024).
[33] Singh, S. K., Bhasin, N. K., & Kumar, D. Unleashing the fintech revolution: Transformative impacts of technology on financial services in the National Capital Region (NCR). Journal of Information and Optimization Sciences, 44(8), 1501-1514 (2023). https://doi.org/10.47974/JIOS-1472
[34] Skog, D. A., Wimelius, H., & Sandberg, J. Digital disruption. Business & Information Systems Engineering, 60, 431-437 (2018).
[35] Stewart, B., Schatz, R., & Khare, A. Making sense of digital disruption using a conceptual two-order model. Phantom Ex Machina: Digital Disruption’s Role in Business Model Transformation, 3-21 (2017).
[36] Thakur, R., AlSaleh, D., & Hale, D. Digital disruption: A manager’s eye view. Journal of Business & Industrial Marketing, 38(1), 53-70 (2023).
[37] The Dubai Gold & Commodities Exchange (DGCX). Risk management guidelines. https://www.dgcx.ae/application/files/3016/6859/ 0757/Compliance_Guidance_Version_2_-_Nov_2022.pdf (2023).
[38] Tung, T. V., Trung, T. N., Hai, N. H., & Tinh, N. T. Digital transformation in oil and gas companies-A case study of Bien Dong POC. Petrovietnam Journal, 10, 67-78 (2020).
[39] Wirtz, B. W., Weyerer, J. C., & Heckeroth, J. K. Digital disruption and digital transformation: A strategic integrative framework. International Journal of Innovation Management, 26(03), 2240008 (2022).
[40] Wishnow, D., Rokhsari Azar, H., & Pashaei Rad, M. A deep dive into disruptive technologies in the oil and gas industry. Offshore Technology Conference Brasil, D011S006R005 (2019).

Views: 224Downloads: 32Citations: 1