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Can you measure resilience if you are unable to define it? The analysis of Supply Network Resilience (SNRES)
Abstract
The increasing importance of resilience in supply chain management (SCM) has driven managers and scholars to seek ways to evaluate it. However, in the SCM literature, the conceptualisation of what resilience is and how supply chains are resilient in practice remains vague, which makes measuring it difficult. Based on an analysis of what resilience and being resilient means in different disciplines, combined with extant SCM literature about resilience, this paper clarifies the concept and posits that resilience, in the SCM context, is a process combining three interactive capabilities that operates at three intertwined levels of organisation: firm, supply chain and supply network. This multi-level analysis gives rise to a framework of overall supply network resilience (SNRES) that provides insights for both academics and practitioners and also leads to a useful analytical approach to evaluate resilience at different levels of a supply network.
... If a firm wants to build a resilient SC, it has to analyze the capability and enabling factors needed to build SCR. Yao and Fabbe-Costes (2018) identified five capacities that enhance a firm's SCR: absorption, response, capitalization, anticipation, and adaptation (Yao & Fabbe-Costes, 2018). Jain et al. (2017) provided thirteen key enabling factors, such as adaptive capability, collaboration, trust, sustainability, etc., that contribute to the overall SCR. ...
... If a firm wants to build a resilient SC, it has to analyze the capability and enabling factors needed to build SCR. Yao and Fabbe-Costes (2018) identified five capacities that enhance a firm's SCR: absorption, response, capitalization, anticipation, and adaptation (Yao & Fabbe-Costes, 2018). Jain et al. (2017) provided thirteen key enabling factors, such as adaptive capability, collaboration, trust, sustainability, etc., that contribute to the overall SCR. ...
... Pettit et al., (2013),Pettit et al., (2010),Jain et al., (2017),Yao and Costes, (2018),Eryarsoy et al., (2022),Brusset and Teller, ...
Supply chain resilience (SCR) has been a topic of enormous interest among researchers for almost two decades. Still, there’s been limited focus on the impact of digital twin (DT) technologies and supply chain disruption mitigation (SCDM) strategies on SCR. This study addresses this gap by examining how DT and SCDM strategies enhance SCR and whether strategic fit (SF) moderates these relationships. Using the dynamic capability view (DCV) as the theoretical foundation, we developed our conceptual framework and research hypotheses. Data were collected from 200 Bangladeshi manufacturing organizations through a survey-based approach, and the partial least square (PLS) technique was utilized to assess the framework and research hypotheses. The findings reveal that both DT technologies and SCDM strategies significantly boost SCR. Besides, while SF plays a critical moderating role in the relationship between DT and SCR, it does not moderate the association between SCDM strategies and SCR. This study contributes to the theoretical understanding of SCR by integrating DT and SCDM strategies within the DCV framework, offering insights into their roles in managing supply chain disruptions. Additionally, it provides practical guidance for managers on effectively leveraging DT and SCDM strategies to build resilient supply chains while emphasizing the importance of strategic alignment in optimizing digital interventions.
... Malgré ces limites, de nombreux chercheurs en SCM ont récemment décidé de mobiliser cette approche théorique dans de prestigieuses revues scientifiques (par exemple, Riley et al., 2016 ;Wamba et al., 2017 ;Gruchmann et Seuring, 2018 ;Hong et al., 2018 ;Kumar et al., 2018 ;Rojo et al., 2018 ;Yao et Fabbe-Costes, 2018 ;Chowdhury et al., 2019 ;Dubey et al., 2019 ;Liboni et al., 2019 ;Yu et al., 2019 ;Aslam et al., 2020 ;Foerstl et al., 2020). En effet, Tout d'abord, lors de mes travaux de thèse j'ai mobilisé la théorie néo-institutionnelle (Meyer et Rowan, 1977), le concept d'isomorphisme institutionnel (DiMaggio et Powell (1983) et la théorie des effets de mode (Abrahamson, 1991(Abrahamson, et 1996 afin de discuter les résultats et éclairer l'écart entre théorie et pratique que je constatais. ...
... Par « outils digitaux », il est entendu les technologies qui fournissent de l'intelligence et de la connectivité (Frank et al., 2019). Dans un environnement toujours plus incertain, la résilience, qui est explicitement identifiée dans cette recherche comme une capacité dynamique de la Supply Chain (Yao et Fabbe Costes, 2018), est souhaitable dans les entreprises. Néanmoins peu d'études avaient été menées sur l'impact de la digitalisation sur la résilience de la Supply Chain (Papadopoulos et al., 2017 ;Garay-Rondero et al., 2020 ;Dubey et al., 2021). ...
... Chain est la capacité à anticiper et à surmonter les perturbations(Pettit et al., 2013), également définie parBrandon- Jones et al. (2014) comme « la capacité d'une Supply Chain à retrouver des performances opérationnelles normales, dans un délai acceptable, après avoir été perturbée ». L'ultime objectif de la résilience de la Supply Chain est de retrouver les performances antérieures à la catastrophe(Li et al., 2017 ;Yao et Fabbe-Costes, 2018). La notion de résilience de la Supply Chain est de plus en plus étudiée depuis la crise financière de la fin des années 2000 et les événements climatiques tels que le tsunami de l'océan Indien en 2004 ou l'éruption du volcan islandais Eyjafjallajokull en 2010(Bhamra et al., 2011). ...
... Les problèmes de la chaîne logistique mondiale causés par le Coronavirus, ont entraîné des ruptures de revenue, et des incapacités de répondre à la demande (Singh et al., 2020). Dans des circonstances passées, certes similaires mais moins graves, les auteurs ont recommandé de renforcer la résiliences des chaînes logistiques pour atténuer les perturbations (Yao & Fabbe-Costes, 2018). Ce sont ces stratégies de résilience qui permettent aux entreprises de reprendre leurs activités et leurs performances, et non pas leur efficacité (Munien & Telukdarie, 2021). ...
... A cause de ces événements, des perturbations apparaissent dans les chaînes logistiques. Elles proviennent des ruptures brusques de flux physiques et des détériorations des installations et infrastructures (Yao & Fabbe-Costes, 2018). ...
... Dans la perspective de la chaîne logistique, la résilience est perçue comme cette capacité complexe et collective des entreprises membres, déployée afin de se rétablir des conséquences des événements perturbateurs, et de retrouver la performance initiale tout en maintenant un équilibre dynamique (Yao & Fabbe-Costes, 2018). Melnyk et al. (2010) indiquent que c'est un garant de la chaîne logistique pour une reprise rapide et rentable des perturbations (naturelles, économiques, technologiques et sociales). ...
En menant une revue de littérature dans le contexte de la chaîne logistique, nous cherchons à
comprendre si l’innovation dans la chaîne logistique constitue une stratégie de résolution en
situation de pandémie. Le contexte actuel des chaînes logistiques présente des complexités plus énormes liées aux impacts de la pandémie sur la chaîne logistique. Aujourd’hui, l’innovation dans les chaînes logistiques est suggérée comme une stratégie de réussite et de survie à long terme (Odunayo, 2020). L’efficacité cède place à l’innovation. La résilience est recommandée comme une stratégie globale de reprise et qui est renforcée par l’adoption des innovations.
... Despite all these efforts, it seems that no consensus has yet been reached about what organizational resilience really is. For example, Yao and Fabbe-Costes (2018) review the concept of organizational resilience because it is understood differently in five different science and knowledge areas. These authors ask if it can even be possible to define organizational resilience univocally. ...
... Some authors look for the common sources and roots of the organizational resilience concept in different areas. For example, Yao and Fabbe-Costes (2018) analyze different areas, such as ecology or psychology. Mitchell and Harris (2012) point out that the organizational resilience concept emerges as the merging of ideas from distinct disciplines, such as mechanical and infrastructure engineering, or psychology. ...
... Others have approached organizational resilience from a dynamic process perspective. Béné et al. (2012) and Béné (2013) propose organizational resilience as a dynamic process within the natural disaster management framework, while Duchek (2020) and Yao and Fabbe-Costes (2018) follow a similar idea and develop it beyond the limits of communities' resilience to natural disasters. ...
Our aim is to justify why organizational resilience cannot be measured in an ex-ante way and the consequences we can draw from it. To achieve this goal, we examine the relations between different approaches to organizational resilience and the tight interrelation between organizational resilience and organizational and dynamic capabilities. We argue that most proposals about organizational resilience conceptualization, and the metrics derived from them, are closely related. They represent the same core concepts, facts, and relations. Additionally, far from there being no consensus about organizational resilience, researchers are presenting the same ideas with different terms. This implies that there are no better or worse definitions or conceptualizations for organizational resilience, but models are more or less suitable depending on the approach to be established. We agree with the proposal that organizational resilience is a dynamic capability and, as such, it should be studied and considered. This review led us to conclude that because organizational resilience is a dynamic process, it cannot be measured or estimated in an ex-ante way. The fact that organizational resilience cannot be measured brings us to the question of how organizations can address organizational resilience improvement, evaluate their progress, and the tools they can use.
... To obtain SR, organizations must deploy specific resources and strategies to cope with supply risks (Pereira et al., 2014(Pereira et al., , 2020. According to Yao and Fabbe-Costes (2018), SR can be described through three sub-capabilities: ...
... In Table 2 SR practices and their impact on SR capabilities based on "before COVID-19" supply chain management studies (authors' elaboration). SR capabilities (Yao and Fabbe Costes, 2018) Absorbing capabilities ...
... Although the pre-COVID-19 literature highlighted the subcapabilities within each area, SR research since COVID-19 now makes it possible to combine them with the capabilities outlined by Yao and Fabbe-Costes (2018). Thus, companies that aim to build a supply network capable of absorbing the consequences of disruptions with limited negative impact and without changing their current state should invest in creating buffer resources. ...
Purchasing and supply management (PSM) has been under great pressure since the COVID-19 pandemic first shook the world. Companies and public organizations faced new kinds of supply disruptions, and at a scale never seen before. New response abilities were required from PSM to address these challenges and disruptions. This Editorial introduces four articles in the Special Issue on “PSM learning from the pandemic: transforming for better crisis management.” These empirical contributions show how companies could build resilience to survive and be competitive during the COVID-19 pandemic. This Editorial discusses how supply resilience should be conceptualized in post-pandemic supply chains adopting a PSM perspective. We suggest that supply resilience practices should be developed and planned according to whether they strengthen existing supply chain relationships (bridging) or establish new ones (buffering) and whether they are short-term (temporary) or long-term (permanent) orientated. Furthermore, three supply resilience capabilities, absorbing, responding and capitalizing, should be prioritized in supply chains for responding to and recovering from global crises and disruptions. Supply resilience is key to crisis response and recovery, and PSM has an essential role in building and sustaining that resilience. OPEN ACCESS: https://doi.org/10.1016/j.pursup.2022.100803
... Previous literature has noted the scarcity of studies that measure resilience and develop assessment indicators that practitioners can use to improve CR (Liu et al., 2021;Yao & Fabbe-Costes, 2018). This is particularly true for the literature on tourism companies, which remains underdeveloped (Biggs et al., 2012;Chowdhury et al., 2019;Dahles & Susilowati, 2015;Orchiston et al., 2016;Prayag et al., 2020), particularly concerning given their vulnerability to disruptions (Espiner & Becken, 2014;Prayag et al., 2020). ...
... Although recent events have indicated the importance of CR for tourism-related companies, research on this topic remains fragmented (Iacobucci & Perugini, 2021;Linnenluecke, 2017;saad et al., 2021;Yao & Fabbe-Costes, 2018). As such, a common framework of CR is still to be developed; we contribute to this task by identifying the antecedents and consequences of CR. ...
What characteristics enable a company in the tourism industry to withstand and recover from disruptive events such as a global pandemic or a war? How can these firms enhance their resilience? This paper presents a systematic literature review of peer-reviewed publications on company resilience within the tourism industry to address these critical questions. Despite the current significance of these topics, existing research is fragmented and unconsolidated. Our findings reveal a range of perspectives and factors that influence company resilience, with clear evidence that human capital plays a pivotal role in the tourism industry’s ability to remain resilient. We also identify theoretical and practical implications, along with directions for future research.
... Ce concept capte de plus en plus l'attention du milieu académique depuis le milieu des années 2000 (Ali et Gölgeci 2019 ;Pettit, Croxton, et Fiksel 2019), un intérêt consolidé par la pandémie (Eastwood 2022). Appliquée à une dimension inter-organisationnelle, à la gestion de la chaîne logistique, la notion de résilience est définie par Yao et Fabbe-Costes (2018), P. 260) comme étant : « Une capacité complexe, collective et adaptative des organisations du réseau d'approvisionnement à maintenir un équilibre dynamique, à réagir et à se remettre d'un événement perturbateur ainsi qu'à regagner leur performance en absorbant les impacts négatifs, tout en répondant aux changements inattendus et en capitalisant sur la connaissance du succès ou de l'échec. » La résilience de la chaîne logistique exige la présence de « slack » (Manikas et Patel 2016), c'est-à-dire de capacités de production excédentaires, de stocks de sécurité ou encore un fractionnement des achats entre plusieurs sources d'approvisionnement (Brandon-Jones, Squire, et Van Rossenberg 2015). ...
... Sans tracer un lien de causalité entre ces décisions et les difficultés d'approvisionnement en EPI au sein du système québécois de la santé, cette décision a été prise dans l'intérêt de cette organisation spécifique et non du collectif, comme le voudrait la définition de ce concept (Yao et Fabbe-Costes 2018). Tukamuhabwa et al. (2015) avaient déjà évoqué la dynamique systémique où des décisions individuelles peuvent générer des impacts collectifs. ...
RÉSUMÉ
La pandémie de la Covid-19 a propulsé le concept de résilience de la chaîne logistique alors que plusieurs d’entre elles subissaient les contrecoups de cet événement planétaire. Pour le secteur de la santé, des études ont justement formulé de nombreuses recommandations afin d’assurer la résilience de cette chaîne logistique. Cependant, ces mêmes études demeurent peu explicites sur la façon dont un acteur ou des acteurs s’imposeront à l’intérieur de la chaîne et dans le cas de la résilience, qui pourra articuler et assurer la mise en œuvre des recommandations. Cette observation renvoie à des constats soulevés dans la littérature sur les défis de l’opérationnalisation de la résilience de la chaîne logistique. Ainsi, cet article pose la question suivante : comment une organisation-pivot de la chaîne logistique de la santé peut-elle émerger afin de mettre en œuvre ces mesures de résilience ? Pour y répondre, cette recherche mobilise la méthode des cas et revient sur les événements du secteur public de la santé de la province de Québec. Les résultats questionnent l’intérêt d’une organisation-pivot comme orchestre des décisions en faveur de la résilience de la chaîne logistique.
ABSTRACT
The COVID-19 pandemic gave impetus to the concept of supply chain resilience, as many supply chains suffered the aftershocks of this global event. In the healthcare sector, studies have made numerous recommendations to ensure supply chain resilience. However, these same studies are not very explicit about the way in which one or more players will assert themselves within the chain, and in the case of resilience, who will be able to articulate and ensure the implementation of the recommendations. This observation relates to findings raised in the literature on the challenges of operationalising supply chain resilience. Thus, the article poses the following question: how can a pivotal healthcare supply chain organisation emerge to implement these resilience measures? To answer this question, this research mobilises the case method and looks back at events in the public health sector in the province of Quebec. The results call into question the value of using a pivotal organisation to orchestrate decisions in favour of supply chain resilience.
... SCR). SCR is a complex and multidimensional concept that is often defined as the capability to absorb the shock of a disruption, 'bounce back' and recover (Yao & Fabbe-Costes, 2018;Sheffi & Rice, 2015). According to Ali et al. (2017), three main strategies and features of SCR are categorized depending on the disruption timing: (i) in pre-disruption, readiness is required; (ii) during the disruption responsiveness is needed and; (iii) in post disruption period, recovery has to be adopted. ...
... Furthermore, by demonstrating the positive influence of SHP on SCR and how the former can contribute in building the latter, we contribute to extant literature on the enablers and antecedents of SCR (e.g. Yao & Fabbe-Costes, 2018;Sheffi & Rice, 2015) by performing empirical investigation of COVID-19 pandemic context (e.g., Negri et al., 2021;Ruel & El Baz, 2023;Sajjad, 2021). ...
his research studies the impact of normative pressure (NP) on safety and health practices (SHP) and the influence of the latter on social performance (SP) and supply chain resilience (SCR) under the moderating role of adoption timing of SHP following COVID-19 outbreak. The theoretical background of this research is anchored in a social-ecological perspective of SCR and draws on the novel combination of stakeholders’ resources-based view (SRBV) and institutional pressure theories. The findings of the empirical study using structural equation modeling analysis indicate that NP influences positively and significantly SHP. Also, a positive and significant impact of SHP on both of SCR and SP is revealed. This study provides several insights by highlighting how firms adopting social sustainability practices such as SHP can build stronger resilience to various threats of disruptive events while improving their SP. Such positive outcomes can be achieved by implementing safety protocols, ensuring health monitoring and communication, and establishing contingency plans based on stakeholders’ requirements in a timely manner.
... Resilience, as related to supply chains, is defined as the capability of firms to face unexpected events with an adequate response to support recovery during and after a disruption (Choudhary et al., 2022;Nikookar & Yanadori, 2022). Resilience aims to enable supply chains to face disruptions better and quickly restore normality (El Baz and Ruel, 2021;Yao and Fabbe-Costes, 2018). Supply chain performance, in this context, reflects the capacity to keep meeting customer expectations with regard to product delivery (Gu et al., 2021). ...
... In the present study, supply chain resilience refers to the ability to anticipate and address disruptions and to recover operations (El Baz and Ruel, 2021;Yao and Fabbe-Costes, 2018). Supply chain performance refers to the ability to maintain the flow of available products and services and ensure on-time delivery in line with customer demand (Gu et al., 2021). ...
In today’s disruptive world, firms and supply chains are facing massive disruptions, primarily owing to resource scarcity. We develop a model supported by resilience and resource-based theories to assess supply chain decision-makers in the US. We validate the model by employing partial least squares structural equation modeling and fuzzy-set qualitative comparative analysis. We find that supply chain agility and flexibility can support supply chain resilience, which in turn sustains supply chain performance. Furthermore, we find a mediation effect of supply chain resilience in the relationship between agility and supply chain performance, as well as between flexibility and supply chain performance. Furthermore, the findings suggest that supply chain performance under severe disruptions can be achieved when supply chains are resilient based on the combination with agility or flexibility. Our study contributes to the supply chain resilience and resource-based theory literature by identifying that resource configuration plays a decisive role in resilience and performance in severe disruptions due to resource scarcity. Our findings suggest that not all resilience-related resources are necessary to build resilience and support performance. Therefore, when confronted by a disruptive crisis, managers, practitioners, and policymakers should identify the best resource configurations to create resilience and support performance.
... Resilience is defined in many fields as shown in Fig. 17.5 (James et al., 1989; p0100 Ponomarov & Holcomb, 2009;Smith, 1981;Yao & Fabbe-Costes, 2018). The resilience in perspective of supply chains is defined as "The ability of a supply chain to endure disruptions, anticipate mitigation actions, and revert to its initial level of operation following a disruption is known as supply chain resilience." ...
The pace of global transformation is rapidly increasing due to the acceleration of various activities, operations, and the adoption of novel technologies. As a result, supply chains are becoming even more intricate, extremely delicate, and prone to disturbances. Despite the availability of a range of tools and methodologies, as well as the analytical capabilities and ingenuity inherent to humans, these systems are encountering failures. Conventional methods for managing uncertainty and risk are insufficient to tackle the unpredicted events that are occurring in the present scenario. This chapter aims to explore the concept of supply chain resilience, its significance in today's globalized economy, and strategies that firms can adopt to enhance their supply chain resilience. This chapter discusses useful tools for assessing resilience readiness, ensuring that organizations are prepared to deal with uncertainties. Moreover, different modeling techniques used to incorporate supply chain resilience are also discussed.
... Christopher and Peck (2004), describe resilience in a SC as the capacity of an organization to cope with disruptions, rebound quickly to its original state, or even advance toward a more ideal scenario. A more comprehensive definition has been provided by Yao and Fabbe-Costes (2018): "Resilience is a complex collective, adaptive capability of organizations in the supply network to maintain a dynamic equilibrium, react to and recover from a disruptive event, and to regain performance by absorbing negative impacts, responding to unexpected changes, and capitalizing on the knowledge of success or failure". According to Pettit et al. (2013), supply chain resilience is built on 14 capabilities, the most notable of which are flexibility, collaboration, efficiency, visibility, and anticipation. ...
... A community or society can be conceptualised as an organisation, thereby establishing a direct interconnection between organisational resilience and community resilience (Duchek 2020;Xiao & Cao 2017). Existing literature demonstrates that organisational resilience can be examined from various perspectives, including ecological, psychological and infrastructural processes within the natural disaster management framework (Klibi, Rice & Urciuoli 2018;Sahlmueller & Hellingrath 2022;Yao & Fabbe-Costes 2018). Over time, an organisation's level of resilience evolves, with resilience often described as an intermediate state in the transition of an organisation's status from fragility to anti-fragility. ...
Malawi faces severe climate change impacts, with 30 climate-related disasters recorded in 20 years, causing over 4000 deaths, affecting 2.6 million people and resulting in economic losses of over $1 billion. The southern region, especially Chikwawa District, is hit the hardest, experiencing 40% of these disasters. In light of this, the study aimed to assess organisations’ capacity and obstacles to collaborative approaches for adapting and building resilience to climate change-induced extreme weather events. Primary data were collected through a questionnaire distributed among 25 organisations, involving 325 participants. Thematic analysis was employed for qualitative data analysis, and the analytical hierarchy processing (AHP) method was applied to analyse intra-organisational challenges or obstacles to adopting climate resilience strategies. Alarmingly, 90% of organisations suspended operations because of climate-related disasters, with only 5% engaged in flood mitigation approaches. About 67% lacked flood abatement measures, and only 4% had conducted risk assessments. Most enterprises relied on government (80%) and Non-governmental organisations (NGOs) (70%) for resilience. Additionally, 85% of the organisations did not act collectively during extreme weather events, facing challenges such as lack of planning, adaptive capacity, leadership and funding. The results of this research offer a baseline for the organisations within the study area to map the way forward in making sure that the relentless impact of climate change-induced hazards should not always turn into disasters for their livelihoods and also the community at large.Contribution: This study provides a methodology for the identification of barriers to fostering a culture of proactive organisational adaptation to the escalating impacts of climate change for safeguarding lives and livelihood within a neighbourhood.
... A community or society can be conceptualised as an organisation, thereby establishing a direct interconnection between organisational resilience and community resilience (Duchek 2020;Xiao & Cao 2017). Existing literature demonstrates that organisational resilience can be examined from various perspectives, including ecological, psychological and infrastructural processes within the natural disaster management framework (Klibi, Rice & Urciuoli 2018;Sahlmueller & Hellingrath 2022;Yao & Fabbe-Costes 2018). Over time, an organisation's level of resilience evolves, with resilience often described as an intermediate state in the transition of an organisation's status from fragility to anti-fragility. ...
... Resilience has been conceptualized as firms' adaptation to changing situations to minimize supply risks [53]. According to the authors of [54], resilience denotes a supply network's capability to adapt to unprecedented disruptive events and recover performance by exploiting the accumulated knowledge. The authors of [41] measured SC resilience in the context of Taiwanese manufacturing firms. ...
Citation: Misbauddin, S.M.; Alam, M.J.; Karmaker, C.L.; Nabi, M.N.U.; Hasan, M.M. Exploring the Antecedents of Supply Chain Viability in a Pandemic Context: An Empirical Study on the Commercial Flower Supply Chain of an Emerging Economy. Sustainability 2023, 15, 2146. Abstract: The global supply chain (SC) has faced unprecedented disruptions fueled by the COVID-19 virus. While scholarly research has explored various dimensions to counter the epidemic and bolster the SC, the literature is still dispersed and fragmented in managing the SC toward sustainable operational performance. We strengthened the notion of the SC by extending it toward the SC viability (SCV) approach. The objective of the study is to determine the factors to propose a model for sustainable SC viability in a pandemic context. We built our theoretical model based on the viable supply chain (VSC) theory. The study assessed the hypotheses using partial least square-based structural equation modelling with data from 428 flower-producing cum trading enterprises. The research found that supply chain integration and supply risk control positively influence ensuring SCV. Besides, supply chain resilience mediates the effect of SC integration and risk control on SCV. By exploring the role of SC integration, SC resilience, and SC risk control, the study contributes to SC viability theory. Our research fills the gap in the domain of SC viability dimension. From our study, the academicians and firms can get fresh antecedents of SC viability as an emerging sustainable SC management approach.
... Yao and Fabbe-Costes [43] A complex adaptive capability within supply networks to maintain dynamic balance and respond to disruptive events. Source: Compiled by the authors. ...
This paper explores the direct impact of different types of supply chain integration on supply chain resilience in new energy vehicle manufacturing enterprises. It also elucidates the mediating role of supply chain risk management and the moderating role of regulatory uncertainty, proposing nine research hypotheses. Finally, it employs SPSS 26.0 software to analyze the research hypotheses using collected 309 sample data. The research results indicate the following: (1) Internal integration, supplier integration, and customer integration all positively influence supply chain resilience, with supplier integration having the most significant impact. (2) Supply chain risk management mediates the relationship between internal integration, supplier integration, customer integration, and supply chain resilience. (3) Regulatory uncertainty significantly negatively moderates the impact of internal integration and customer integration on supply chain resilience, but it does not significantly negatively moderate the impact of supplier integration on supply chain resilience.
... The term 'resilience' has evolved over the years from several sources (Kazemian et al. 2021;Rose 2004;Singh, Soni, and Badhotiya 2019). Yao and Fabbe-Costes (2018) defined resilience as a complex mix of collective and adaptive capacity that a company should have within its supply chain network to achieve equilibrium after disruptions, giving priority to performance, responding to unexpected changes, and capitalize on the experience. Azevedo et al. (2013) noted that to help companies become more resilient and less vulnerable to disturbances, resilience capabilities should be developed in the supply chain (Shekarian and Mellat Parast 2021;Shin and Park 2021). ...
The circular economy (CE) and supply chain resilience have received significant scientific attention in the recent supply chain literature. Incorporating CE practices and resilience practices into a supply chain enables companies to address their sustainability goals. This research explores the joint impact of implementing CE practices and resilience practices in an agri-food supply chain in Peru. The synergetic assessment of CE practices and resilience practices in a supply chain constitutes a multi-criteria decision-making challenge, requiring the involvement of subject-matter experts. Most studies have selected subject-matter experts based on the researchers’ convenience, which may lead to biased evaluations by some experts, resulting in unreliable study results. To mitigate potential bias, this research introduces a new framework named Diverse and Unbiased Group Decision-Making (DUGDM). Subsequently, the study examines the interaction between the drivers of CE and resilience using the Grey-DEMATEL method. The results indicate that drivers, such as the economic growth level, agricultural contamination, and collaborative operation of multiple firms are most influential in the successful integration of circular economy and resilience into a Peruvian agri-food supply chain system.
... These emerging aspects have necessitated the need for supply chain ecosystem to dovetail into having supply chains that have several strategies for managing and eliciting recovery from incidents of disruptions. Since, resilience is an embodiment of a complex, collective, and adaptive capability of organisations in the supply network positioned to maintain a dynamic equilibrium, geared towards recovery from disruptions, and regain functionality by overcoming negative impacts, responding to unexpected changes, and leveraging accumulated knowledge base to drive incremental improvement [18]. Albeit interaction and co-evolution between different organisations on one hand and between organisations and environment, on the other hand, determine and influence the robustness of the resilience hygiene to an extent as required by the business milieu. ...
Some organisations have supply chain ecosystems domiciled in Africa and have yet to fully recover from current global disruptions’ impacts. A critical aspect of any supply value stream is the ability to recover from internal and external shocks or vagaries that may affect its ability to provide value incrementally to its customers. Another term for this attribute is operational resilience or supply chain resilience. The chapter discourse will include the concept of supply chain resilience, incidents of supply chain disruptions, global best practices for eliciting operational resilience, and key recommendations for key stakeholders.
... A systematic literature review proposes a new definition of resilience in supply chain management, integrating different aspects found in the literature (Zavala-Alcívar, Verdecho & Alfaro-Saiz, 2023). A framework of overall supply network resilience (SNRES) provides insights for evaluating resilience at different levels of a supply network (Yao & Fabbe-Costes, 2018). ...
This study evaluates the disruptions in South African pharmaceutical supply chains, focusing on resilience mechanisms and risk factors essential for maintaining continuity and efficiency amidst various disruptions. It leverages a comprehensive literature review and qualitative insights from interviews with 25 local experts, employing a phenomenological approach to explore the strategic experiences and adaptations to supply chain challenges. Findings highlight the significance of diversified sourcing, strategic adaptability, and local production enhancement in ensuring supply chain robustness and pharmaceutical availability. The research underscores the importance of robust risk management, strategic foresight, and local capability investment, offering practical insights for stakeholders to enhance supply chain resilience. Contributing valuable perspectives to supply chain management discourse, it enriches the understanding of resilience and risk mitigation in the pharmaceutical sector, providing a basis for informed strategic planning and policymaking to safeguard against future disruptions.
... Other articles do not focus on the systemic nature of SC resilience but rather examine resources and capabilities associated with value creation and/or the competitive advantage. According to the contingent resource-based view (RBV), value creation depends on certain conditions of the organisational context and the environment that affect the effectiveness of different resources or capabilities in enhancing a firm's competitive advantage (Arag on-Correa and Sharma, 2003; Rice and Caniato (2003) The capacity to respond to a disturbance and restore normal operations Sheffi and Rice (2005) The capacity to contain disturbances and manage recovery Ponomarov and Holcomb (2009) The adaptive capability of the SC to prepare for unexpected events, respond to disruptions and recover from them by maintaining continuity of operations at the desired level of connectedness and control over structure and function Pettit et al. (2013) The ability to anticipate and overcome disturbances in the SC Ambulkar et al. (2015) The ability of the firm to cope with changes due to an SC disruption, the ability to adapt to an SC disruption and provide a quick response and the ability to maintain high situational awareness Yao and Fabbe-Costes (2018) The adaptive and collective capacity of supply network companies to maintain a dynamic balance, react to disruption and recover and leverage generated knowledge Tukamuhabwa et al. (2017) The ability of an SC to prepare and react to disruptions to get original performance with control and connectedness over functions better than competitors Ivanov et al. (2018) The ability to maintain the SC by relying on adaptive systems as conditions vary over time Blackhurst et al. (2011);Poberschnigg et al. (2020) A capability of the SC to quickly return to the normal state of operation after being disrupted Source: Authors' own work Grötsch et al., 2013). Brandon-Jones et al. (2014) identified several contingencies related to SC complexity that impact the relationship between SC visibility capability and SC resilience: geographic dispersion, scale complexity, differentiation and delivery complexity. ...
Purpose
This study aims to investigate the interplay between a proactive attitude towards disruptions – supply chain disruption orientation – and supply chain resilience, increasing our understanding of their influence on reducing the impact of supply chain disruptions within the B2B context.
Design/methodology/approach
As unexpected disruptions are closely related to a dynamic and changing perception of the environment, this research is framed under the dynamic capabilities lens, consistent with existing resilience literature. The authors used partial least squares-path modeling (PLS-PM) to empirically test the proposed research model using survey data from 216 firms.
Findings
Results show that a proactive approach to disruptions alone is insufficient in mitigating their negative impact. Instead, a firm’s disruption orientation plays a crucial role in boosting its resilience, which acts as a mediator, reducing the impact of disruptions.
Originality/value
This paper sheds light on the mechanisms by which firms can mitigate the effects of supply chain disruptions and offers insights into how certain capabilities are needed so that firms’ attitudes can effectively impact firm performance. This research thus suggests that dynamic capabilities, traditionally perceived as being enabled by other elements, act themselves as enablers. Consequently, they have the potential to translate strategic orientation or attitudes into tangible effects on performance, enriching our understanding of how firms combine their internal attitudes and capabilities to achieve sustained competitive advantage.
... Supply Chain Resilience and organizational performance Supply chain resilience and organizational performance In the present study, supply chain resilience refers to the ability to anticipate and address disruptions and to recover operations (El Baz and Ruel, 2021;Yao and Fabbe-Costes, 2018). Supply chain resilience is the capability of a supply chain to cope with unforeseen, disrupting events and to recover quickly to its original level of performance, or to a new level required to maintain the expected operating, financial, and market performance (Adobor, 2020;). ...
Increase in complexity, the development of economic changes and the globalization of
... The most problematic SC performance measures are those concerning SC behaviors that have to be clearly defined before trying to decide how to measure them. New concepts are difficult to measure, especially if these concepts have not been clearly defined (Yao & Fabbe-Costes, 2018). Literature reviews (e.g., Fabbe-Costes & Jahre, 2007, 2008 on SC integration) show that there are many different competing measures that have to be carefully studied before selecting one and that different measures may produce contradictory results. ...
Performance measurement–value creation is a core competence of supply chain management (SCM). It is an important topic for researchers, a key competence for supply chain managers, and an important subject for students. This chapter is aimed at both SCM novices and professionals, working in research, teaching or involved in practice, and its purpose is to provide valuable knowledge as well as to motivate readers to think and ask questions about this complex topic. This chapter provides an in-depth analysis of the “performance measurement–value creation” topic in supply chain management (SCM) from the 1970s until now, highlighting the successive issues and key points discussed over time. A general review of this evolution shows the increasing importance of supply chain (SC) performance measurement and value creation, but also points out its com- plexity in practice. This analysis pinpoints strategic issues as well as difficulties, in particular with regard to SC performance management systems (SCPMSs). The current questions identified by the overall analysis reveal the need for renewed approaches to designing SCPMSs from both the research and practice perspec- tives. This chapter offers a conceptual basis to address the performance measure- ment–value creation topic and to think about how to design relevant, useful, and impactful SCPMSs that help SCM to create more value. This chapter looks at under-researched questions and raises important issues for future research. It includes a comprehensive framework that provides guidelines for practice.
... Besides DC, RBV has been extensively used to explain SCR (Aslam, Blome, et al., 2020;Yao & Fabbe-Costes, 2018;Yu et al., 2019). The resource dimension is grounded on the RBV. ...
The unprecedented global impact of the COVID-19 pandemic has heightened the critical significance of supply chain resilience (SCR) within the contemporary supply chain landscape. The body of literature dedicated to SCR has significantly expanded since the early 2000s, with numerous scholars delving into the construction of SCR frameworks based on empirical studies and literature reviews. Despite the usefulness of these frameworks, there has been a notable absence of a generic framework that transcends industry and national boundaries, particularly in light of the disruptive events triggered by the COVID-19 crisis. This study employs the narrative literature review method to intricately integrate itself into the existing SCR literature, conducting a comprehensive analysis, identifying theoretical foundations and empirical discoveries, and synthesizing this knowledge into a cohesive and all-encompassing structure to formulate a conceptual framework for SCR. This generic framework is designed to accommodate the unique characteristics of various supply chains. While the empirical validation of this innovative framework remains pending, it presents a valuable opportunity for scholars to engage in scientific investigations on SCR, building upon the collective insights of their predecessors. Moreover, practitioners can leverage this framework to scrutinize and construct resilient supply chains capable of withstanding future disruptions.
... This allows retailers to achieve operational efficiencies such as marketing, logistics and supply chain, and organizational management (Ye et al., 2018). Robertson et al. (2022) show that small and medium-sized retail enterprises (SMEs) that are digitally mature exhibit higher levels of organizational resilience, that is, a set of adaptive capabilities that enable an organization to recognize, learn and cope with unexpected events (Williams et al., 2017;Yao & Fabbe-Costes, 2018). Other researchers have found that technology can enhance a retailer market value through improved product offerings and services (Herhausen et al., 2015); the ability to offer a fast and user-friendly consumer shopping experience (Hagberg et al., 2016;Verhoef et al., 2015); supply chain integration to monitor inventory, order delivery and fulfillment (Bernon et al., 2016;de Leeuw et al., 2016;Ishfaq et al., 2016). ...
Plain Language Summary
This research aims to empirically examine the effects of Information Technology (IT) in the performance and survival of store-based retailers. In particular, we investigate how two types of IT resources—Overall IT investment and Human IT resources—respectively influence retailer performance and survival. We draw on the resource-based view, dynamic capabilities, and IT business value research to develop the hypotheses. Our study employs a longitudinal panel dataset at the firm level obtained from secondary sources from 2010 to 2021. Our sample includes 95 store-based public retailers in the U.S. and has 654 firm-year observations in total. We employ the dynamic panel model and binary logistic regression method to investigate the effects of IT resources on retailer performance and survival, respectively. Our empirical results indicate that while overall IT investment has a positive effect on a retailer’s survival, human IT resources positively influence performance. In addition, stronger performance leads to greater survival likelihood. The findings provide important theoretical, managerial, and policy implications concerning the business value of IT in the retailing context.
... The most problematic SC performance measures are those concerning SC behaviors that have to be clearly defined before trying to decide how to measure them. New concepts are difficult to measure, especially if these concepts have not been clearly defined (Yao & Fabbe-Costes, 2018). Literature reviews (e.g., Fabbe-Costes & Jahre, 2007, 2008 on SC integration) show that there are many different competing measures that have to be carefully studied before selecting one and that different measures may produce contradictory results. ...
Performance measurement–value creation is a core competence of supply chain management (SCM). It is an important topic for researchers, a key competence for supply chain managers, and an important subject for students. This chapter is aimed at both SCM novices and professionals, working in research, teaching or involved in practice, and its purpose is to provide valuable knowledge as well as to motivate readers to think and ask questions about this complex topic.
This chapter provides an in-depth analysis of the “performance measurement–value creation” topic in supply chain management (SCM) from the 1970s until now, highlighting the successive issues and key points discussed over time. A general review of this evolution shows the increasing importance of supply chain (SC) performance measurement and value creation, but also points out its complexity in practice. This analysis pinpoints strategic issues as well as difficulties, in particular with regard to SC performance management systems (SCPMSs). The current questions identified by the overall analysis reveal the need for renewed approaches to designing SCPMSs from both the research and practice perspectives.
This chapter offers a conceptual basis to address the performance measurement–value creation topic and to think about how to design relevant, useful, and impactful SCPMSs that help SCM to create more value. This chapter looks at under-researched questions and raises important issues for future research. It includes a comprehensive framework that provides guidelines for practice.
... Resilience begins at the individual level, then the organisational level and then the inter-organisational level (Yao and Fabbe-Costes, 2018). Since a tourist destination seen as a coproducing system, an actor should not act alone but rely heavily on his networks to recovery the business and the destination (Luthe and Wyess, 2014;Orchiston, 2013). ...
This study applies a relationship perspective to study tourism crisis management and resilience. Despite the growing academic interest in crisis management, few studies have examined how tourism businesses utilise their networks as a crisis management strategy. This research uses a multi-case study design and longitudinal data collection to study the effects of a natural disaster on tourism businesses in Lombok, Indonesia. Results indicate that the characteristics and capabilities of individual tourism business actors and their networking behaviour affected the speed of their recovery. Networks can be used as a strategic tool and business recovery is improved by strengthening network resilience.
... Despite those limitations, numerous scholars have extensively used dynamic capabilities and the RBV theory in the context of the SC (Gruchmann and Seuring, 2018;Yao and Fabbe-Costes, 2018;Chowdhury et al., 2019;Dubey et al., 2019;Aslam et al., 2020). ...
Supply chain digitalisation plays a critical role for companies operating in engineering-to-order industries, striving to increase their competitiveness and profitability. The main objective of this paper is to investigate the adoption of Industry 4.0 technologies in the shipbuilding sector and how they affect the supply chain resilience capabilities drawing on the resource-based view theory and dynamic capabilities. A multiple case study was conducted, and eleven Italian companies belonging to different levels of the shipbuilding supply chain were interviewed. The results show that the main interest reserved for integrating resilience capabilities and innovative technologies is to enhance market position, knowledge and information sharing, and supply chain design and integration. Finally, this contribution can support companies, policymakers, and researchers in identifying and implementing specific digitisation pathways for shipbuilding companies. In addition, this contribution can support the identification of policy measures for the industry with a focus on digitisation and collaboration with universities and research centres, that are crucial aspects for engineering to order industries, including shipbuilding.
... Resilience has been conceptualized as firms' adaptation to changing situations to minimize supply risks [53]. According to the authors of [54], resilience denotes a supply network's capability to adapt to unprecedented disruptive events and recover performance by exploiting the accumulated knowledge. The authors of [41] measured SC resilience in the context of Taiwanese manufacturing firms. ...
The global supply chain (SC) has faced unprecedented disruptions fueled by the COVID-19 virus. While scholarly research has explored various dimensions to counter the epidemic and bolster the SC, the literature is still dispersed and fragmented in managing the SC toward sustainable operational performance. We strengthened the notion of the SC by extending it toward the SC viability (SCV) approach. The objective of the study is to determine the factors to propose a model for sustainable SC viability in a pandemic context. We built our theoretical model based on the viable supply chain (VSC) theory. The study assessed the hypotheses using partial least square-based structural equation modelling with data from 428 flower-producing cum trading enterprises. The research found that supply chain integration and supply risk control positively influence ensuring SCV. Besides, supply chain resilience mediates the effect of SC integration and risk control on SCV. By exploring the role of SC integration, SC resilience, and SC risk control, the study contributes to SC viability theory. Our research fills the gap in the domain of SC viability dimension. From our study, the academicians and firms can get fresh antecedents of SC viability as an emerging sustainable SC management approach.
... Logistics resilience helps a company to quickly adapt to changes in its complex external business environment that is unstable and unpredictable [80,81]. Prior literature has found that external integration significantly influences logistics resilience. ...
In the context of the development of industry 4.0 embedded in various industries, organizations face stiffening competition from external dynamically changing and unpredictable environments. To remain competitive and sustainable in this era, organizations need resilience and innovation capability. Therefore, this paper aims to investigate the association between external integration, resilience, innovation capability, and logistics service providers (LSPs) operational performance. Moreover, this research investigates the mediating effects of sustainable logistics and innovation capability between external integration and LSPs operational performance. Based on Resource orchestration theory, a framework has been drawn. The survey of 273 Chinese LSPs was examined through the PLS-SEM technique. The findings indicate that external integration has a positive relationship with logistics resilience and innovation capability, which have a positive impact on LSPs’ operational performance. The results also show that innovation capability positively mediates the relationship between external integration and operational performance. Unexpectedly, logistics resilience has not played a mediating role between external integration and operational performance. This study makes contributions to the construction of a mechanism of LSP performance improvement by integrating the external environment, resilience, and innovation. The paper also advanced the theory of resource orchestration theory by adding these two mediators of logistics resilience and innovation capability
... Similarly [15], define resilience in supply chains as the ability of a supply chain to return to its original state or a new one. [16] address the conceptualization of resilience and its performance in practice. This work defines the concept of resilience in the supply chain management (SCM) context as a process that includes three interactive capabilities operating at three organizational levels: company, strategies, and supply network. ...
Sustainability and resilience in Agri-Food Supply Chains is a challenging topic of current interest in the research
community. Resilience for Agri-Food Supply Chain (AFSC) is the capability of the supply network to manage and
mitigate disruptions due to global warming and natural phenomena such as landslides and floods of crops, among
others caused by humans. A significant challenge is to design efficient and resilient AFSCs in emerging countries
while perishability constraints are considered. A methodology to design an AFSC for emerging countries is
addressed in this research. The phenomena that aid in identifying critical aspects of the AFSC affecting their
resilience are identified. The former approach combines optimization and simulation schemes by considering
resilience metrics related to availability and connectivity. Indeed, the solution approach addresses the uncertainty
by using simulation of disruptive events and finding resilient designs using mathematical programming.
The proposed framework has been evaluated in a Colombian coffee supply chain. The obtained results show the
efficiency of the proposed scheme to design AFSCs and allow the practitioners to measure, predict, compare, and
improve the level of resilience of their supply chains (SCs).
... In this vein, AI can provide the critical capability to devise better control mechanisms and identify areas of disruption because it can help firms in gathering data and processing information more efficiently and thus facilitating firms' resource orchestration and information processing, ameliorating the real-time coordination and collaboration processes within their SC (Gupta et al., 2020;Modgil et al., 2021;Wamba et al., 2020a). This represents the base on which firms can build and promote SCR (Belhadi et al., 2021b;Yao and Fabbe-Costes, 2018;Wamba et al., 2020b), understood as the capability to anticipate and overcome SC disruptions (Pettit et al., 2013;Rice and Caniato, 2003;Sheffi, 2005). In this respect, AI can be considered a crucial enabler for strengthening SCR by improving the collaboration between contractors and suppliers, simplifying operations through higher levels of problem-solving speed and accuracy (Ivanov and Dolgui, 2020;Modgil et al., 2021;Schniederjans et al., 2020;Wamba et al., 2021). ...
Purpose
This paper aims to provide and empirically test a conceptual model in which artificial intelligence (AI), knowledge management processes (KMPs) and supply chain resilience (SCR) are simultaneously considered in terms of their reciprocal relationships and impact on manufacturing firm performance (MFP).
Design/Methodology/Approach
In the study, six hypotheses have been developed and tested through an empirical survey administered to 120 senior executives of Italian manufacturing firms. The data analysis has been carried out via the partial least squares structural equation modelling approach, using the Advanced Analysis for Composites 2.0 variance-based software program.
Findings
Using a conceptual model validated using an empirical survey, our study sheds light on the relationships between AI, KMPs and SCR, as well as their impacts on MFP. In particular, we show the positive effects of the adoption of AI on KMPs, as well as the influence of KMPs on SCR and MFP. Finally, we demonstrate that KMPs acts as a mediator through which AI affects SCR and MFP.
Originality
This study demonstrates that manufacturing firms interested in properly applying AI to ameliorate their performance and resilience must carefully consider KMPs as a mediator mechanism.
Practical implications
This study highlights the critical role of KMPs for manufacturing firms who can deploy AI to stimulate KMPs and through attaining a high level of the latter might succeed in enhancing both their SCR and MFP.
This systematic review examines the critical intersection of digital transformation, supply chain resilience, and sustainability within manufacturing contexts, with specific implications for Saudi Arabian industries. Through a comprehensive analysis of 124 peer-reviewed articles published between 2018 and 2024, we identify how emerging technologies—including Internet of Things (IoT), artificial intelligence, blockchain, and big data analytics—transform traditional supply chains into dynamic ecosystems capable of withstanding disruptions while advancing sustainability goals. Our findings reveal that digital transformation positively influences both resilience and sustainability outcomes. Still, these relationships are significantly moderated by three key factors: supply chain dynamism, regulatory uncertainty, and integration of innovative technologies. The study demonstrates that while high supply chain dynamism amplifies the positive effects of digital technologies on resilience capabilities, regulatory uncertainty creates implementation barriers that potentially diminish these benefits. Moreover, successfully integrating innovative technologies is a critical mediating mechanism translating digital initiatives into tangible sustainability improvements. The review synthesises these findings into an integrated conceptual framework that captures the complex interrelationships between these domains and provides specific strategic recommendations for Saudi Arabian manufacturing organisations. By addressing the identified research gaps—particularly the lack of industry-specific investigations in emerging economies—this review offers valuable insights for researchers and practitioners seeking to leverage digital transformation for simultaneously efficient, resilient, and sustainable supply chain operations in rapidly evolving business environments.
Purpose: The cognitive aims of the article included (1) a diagnosis to what extent the density of crisis factors has influenced the development of empirical research in the field of operationalising organisational resilience and (2) an assessment of the application capabilities for its measurement methods proposed thus far.
Design/methodology/approach: In order to achieve such a formulated objective, a systematic literature review and an analysis of reports from scientific studies were undertaken (extracted from the Scopus and Web of Science database). An in-depth exploration of identified texts structured knowledge on the concepts organisational resilience assessment and measurement, while taking into account time intervals.
Findings: All to date’s attempts to measure and assess organisational resilience have rather been modest, if not circumscribed, while discrepancies of a conceptual and definitional nature do not facilitate the operationalisation of the concept. In addition, its heterogeneity means that any attempts to quantify organisational resilience involve a number of assumptions. Various authors' concepts for resilience measurement have been proposed in the literature, particularly for organisations in the industries and sectors for which the impact of the pandemic was most severe. However, no standard has been developed in this area, although promises of one were made in a number of pre-2020 scientific papers.
Practical implications: The spread and further development of the concept of organisational resilience measurement is largely determined by the level of managerial awareness of the usefulness of such measurement for organisational survival and decision support.
Originality/value: The findings present the extent and sophistication of methods for measuring organisational resilience over time. A research using bibliometric techniques made it possible to indicate the stage of development of our research. It can be seen that the academic debate on organisational resilience is resurgent and takes on new dimensions at watershed moments, i.e.: pandemic. The study undertaken extends and organises the knowledge drawn from the literature. In addition, the collected empirical material allowed for a preliminary critical assessment of the application potential of the proposed model solutions.
This article investigates Brexit-induced consequences on supply chains and logistics – as well as potential solutions and strategies by carrying out a content analysis through a literature review, the first to our knowledge. Our findings reveal that Brexit-induced consequences for supply chains include increased customs duty rate, labour supply issues, increased costs related to expected delays, tariff and nontariff barriers, added complexity to guarantee food safety, authenticity or security, increased food prices, as well as low-skilled households carrying the
major load. Our findings regarding typical supply chain strategies or solutions for abovementioned Brexit-induced consequences include supply chain redesign, relocation of operations and markets, changing sourcing countries or regions, new information and communication technologies solutions such as traceability and blockchains, vertical and horizontal collaboration, resilience, better risk-recovery strategies, as well as the switch to ‘other’ metrics. Another result refers to the fact that we observe only a low level of theoretical grounding in (supply chain) risk management literature among the considered articles.
Keywords:
Brexit; logistics consequences; literature review; content analysis; supply chain risk management; resilience
Purpose
This study investigates the antecedents of supply chain resilience of small and medium-sized enterprises (SMEs) and the effects of government assistance and disruption intensity in long-term disruptions.
Design/methodology/approach
This study collected data from 626 SMEs in Australia in 2022 and analysed data using partial least squares structural equation modelling.
Findings
The study empirically confirms that digital capabilities, prior experience in disruptions, supplier proximity and relationships are antecedents of supply chain resilience of SMEs, with supply chain robustness as a mediator. It further confirms that SMEs' access to government assistance positively moderates the relationship between digital capabilities and supply chain robustness. The disruption intensity moderates the relationships between supplier proximity and supply chain robustness with supply chain resilience. Severe disruptions weaken the effects of prior disruption experiences and supplier relationships on supply chain resilience.
Practical implications
The findings inform SME practitioners of the importance of building supply chain robustness, leveraging their prior experience, supplier proximity and relationships and capabilities and flexibility for dynamic supply chain structures when disruptions are intense.
Originality/value
The novelty of our study is the use of the Contingent Resource-Based View to understand the effects of firm and supply chain-level antecedents on supply chain robustness and resilience, considering the contextual contingencies of disruption intensity and government assistance. The focus on long-term disruptions extends the conventional supply chain resilience studies on supply and demand disruptions of small scale. We also explore the firm-level effects of government assistance, which extends the commonly tested economic-level effects. Furthermore, we investigate supply chain robustness and resilience as different but connected constructs, deviating from common approaches. The finding that the relationship between digital capabilities and supply chain robustness, not the relationship between digital capabilities and supply chain resilience, becomes stronger with higher access to government support shows the importance of this approach to investigating specific effects.
This study examines the impact of circular economy (CE) practices in achieving long-term organisational and
network resilience after Covid-19 in the case of an industrial symbiosis within the hitherto less explored area of
Central and Eastern Europe. Our original findings based on primary data demonstrate that CE practices trigger
organisational resilience through resilience capabilities, flexibility, and cooperation and that organisational
resilience can be positively reflected in network resilience and robustness. Moreover, organisational resilience
positively influences network resilience and robustness within industrial symbiosis. The results confirm the
hypothesis that companies with a higher level of CE practices demonstrate greater resilience over the long term
compared to their peers. This research offers several contributions, ranging from an original theoretical
framework based on the (natural) resource-based view, dynamic capabilities, and organisational resilience to
practical contributions to developing organisational adaptive capacity in networks of industrial symbiosis in
crisis.
Purpose
The purpose of this study is to establish a grey-entropy-catastrophe progression method (CPM) model to assess the photovoltaic (PV) industry chain resilience of Jiangsu Province in China.
Design/methodology/approach
First, we designed the resilience evaluation index system of such a chain from two aspects: the external environment and internal conditions. We then constructed a PV industry chain resilience evaluation model based on the grey-entropy-CPM. Finally, the feasibility and applicability of the proposed model were verified via an empirical case study analysis of Jiangsu Province in China.
Findings
As of the end of 2022, the resilience level of its PV industry chain is medium-high resilience, which indicates a high degree of adaptability to the current unpredictable and competitive market, and can respond to the uncertain impact of changes in conditions effectively and in a timely manner.
Practical implications
The construction of this model can provide reference ideas for related enterprises in the PV industry to analyze the resilience level of the industrial chain and solve the problem of industrial chain resilience.
Originality/value
Firstly, an analysis of the entire industrial chain structure of the PV industry, combined with its unique characteristics is needed to design a PV industry chain resilience evaluation index system. Second, grey relational analysis (GRA) and the entropy method were adopted to improve the importance of ranking the indicators in the evaluation of the CPM, and a resilience evaluation model based on grey-entropy-CPM was constructed.
The COVID-19 pandemic has caused unprecedented global challenges, impacting economies and public health. While it continues to place pressure on businesses, it has also prompted opportunities for adaptation. The ability of businesses to adapt, a precursor to business resilience (BR), plays a key role in firms' recovery from adversity and enhances performance. This research addressed research gaps by investigating how a business's adaptability influences SMEs' resilience and performance. Using design science research (DSR) methodology to identify key factors that shape business resilience and measure the impact of processes and managerial practices, structural modelling was used to test hypotheses. Results show that a business responsiveness in terms of processes significantly improves its performance. Conversely, a business's capability to manage supply chain disruptions positively affects performance through its resilience. This study contributes by creating a theoretical framework, offering empirical evidence on the impact of processes and practices on resilience and performance.
Purpose
This research aims to analyse the perceptions of practitioners in three regions regarding the challenges faced by their firms during the pandemic, considered a black-swan event. It examines the strategies implemented to mitigate and recover from risks, evaluates the effectiveness of these strategies and assesses the difficulties encountered in their implementation.
Design/methodology/approach
In the summer of 2022, an online survey was conducted among supply chain (SC) practitioners in France, Poland and the St. Louis, Missouri region of the USA. The survey aimed to understand the impact of COVID-19 on their firms and the SC strategies employed to sustain operations. These regions were selected due to their varying levels of SC development, including infrastructure, economic resources and expertise. Moreover, they exhibited different responses in safeguarding the well-being of their citizens during the pandemic.
Findings
The study reveals consistent perceptions among practitioners from the three regions regarding the impact of COVID-19 on SCs. Their actions to enhance SC resilience primarily relied on strengthening collaborative efforts within their firms and SCs, thus validating the tenets of the relational view.
Originality/value
COVID-19 is (hopefully) our black-swan pandemic occurrence during our lifetime. Nevertheless, the lessons learned from it can inform future SC risk management practices, particularly in dealing with rare crises. During times of crisis, leveraging existing SC structures may prove more effective and efficient than developing new ones. These findings underscore the significance of relationships in ensuring SC resilience.
Since the 1960s, there has been a five to ten-fold surge in natural disasters, leading to escalating human and financial tolls. Humanitarian Logistics (HL) emerges as a response to these calamities, driven by the profound mission of alleviating human distress. Within the context of HL modeling and optimization, Multi-Criteria Decision Making (MCDM) methods have become predominant due to the conflicting metrics HL professionals juggle during operations. This study endeavors to pinpoint and evaluate the prevailing trends and unexplored avenues in the domain of multicriteria optimization in HL over recent years. An exhaustive systematic survey of articles from 2015 to mid-2023 was undertaken, with findings juxtaposed against on-ground realities. Our analysis reveals several untapped areas and a consistent disconnect between academic studies and real-world challenges.
Following the COVID-19 pandemic, ethical supply chain practices have been in the focus of several supply chain stakeholders such as firms, suppliers, government, and consumers. The pandemic caused a disruption that forced supply chains to reorganise their activities and sometimes take unethical decisions to ensure the business survival or satisfy customers. In light of several scandals, stakeholders require to increase transparency in the supply chain and recent norms on sustainable procurement highlight the importance of sustainable procurement in this mission. The chapter revises all key concepts of business ethics, supply chain practices, and supply chain resilience to explore, through the COVID-19 pandemic, unethical supply chain practices and propose solutions and recommendations based on practitioners' and researchers' studies.
Purpose
This study aims to explore the pandemic's opportunities for enhancing the environmental practices of the food and beverages green supply chains and its effect on the supply chains' viability by exploring the relationship between fear and uncertainty of COVID-19, food and beverages green supply chain management (F&B-GSCM) and supply chains’ viability based on the two dimensions (robustness and resilience) and examine the moderating effect of innovative technology adoption like big data analysis (BDA) capabilities and blockchain technologies (BCT) on this relationship.
Design/methodology/approach
This study adopted partial least squares structural equation modeling (PLS-SEM) on a sample of 362 F&B small and medium enterprises (SMEs)’ managers in the Egyptian market for data analysis and hypothesis testing.
Findings
The empirical results show that the fear and uncertainty of the pandemic have a significant positive effect on green supply chain management (GSCM). Also, BDA moderates the relationship between fear and uncertainty of COVID-19 and GSCM. However, BCT do not moderate that relationship. Similarly, GSCM positively affects supply chain viability dimensions (robustness and resilience). In addition, F&B-GSCM significantly mediates the relationship between fear and uncertainty of COVID-19 and supply chain viability dimensions (robustness and resilience).
Practical implications
Food and beverages (F&B) managers could develop a consistent strategy for applying BCT and BDA to provide clear information and focus on their procedures to meet their stakeholders' needs during COVID-19. Governments and managers should develop a consistent strategy to apply food and beverages supply chains (F&B SCs)' green practices to achieve F&B SCs' resilience and robustness, especially during the pandemic.
Originality/value
The Egyptian F&B SCs have been linked directly with many European countries as a main source of many basic food and agriculture products, which have been affected lately by the pandemic. Based on the “social-cognitive,” “stakeholder” and “resource-based view” theories, this study sheds light on the optimistic side of the COVID-19 pandemic, as it also brings the concepts of F&B-GSCM, SC resilience, SC robustness and innovative technologies back into the light, which helps in solving F&B SC issues and helps to achieve their viability.
Following the COVID-19 pandemic, ethical supply chain practices have been in the focus of several supply chain stakeholders such as firms, suppliers, government, and consumers. The pandemic caused a disruption that forced supply chains to reorganise their activities and sometimes take unethical decisions to ensure the business survival or satisfy customers. In light of several scandals, stakeholders require to increase transparency in the supply chain and recent norms on sustainable procurement highlight the importance of sustainable procurement in this mission. The chapter revises all key concepts of business ethics, supply chain practices, and supply chain resilience to explore, through the COVID-19 pandemic, unethical supply chain practices and propose solutions and recommendations based on practitioners' and researchers' studies.
Operational disruptions impact a supply chain’s ability to match supply and demand. To remain competitive, supply chains need to be resilient and thus capable of rapidly and effectively recovering from operational disruptions. Supply chain resilience is inherently multidimensional, as it spans across multiple tiers, and thus is difficult to quantify. Extant research has measured the transient response through a single-dimension or single-organization as a proxy for operational resilience. Whilst this greatly simplifies the analysis, it is also potentially misleading, as an erroneous selection of metric(s) may lead to an inaccurate evaluation of the transient response. This research extends the understanding of operational resilience via quantitative evaluation of multiple transient response measures across multiple tiers; the objective being to construct a multidimensional, multi-echelon operational supply chain resilience metric. The study utilizes disruptions as experimental inputs for a serial supply chain simulation model; results are obtained for individual measurements of the transient response across multiple supply chain tiers. Analysis indicates that individual dimensions of resilience can adequately explain the transient response at the single-firm level, whilst aggregation of multiple resilience dimensions across multiple tiers has greater capacity to holistically capture the performance response to supply chain disruptions.
This study investigated the association of resilience with indices of vulnerability including psychological distress, depression, and anxiety; and mental health in a sample of students. 214 (97 boys, 114 girls) were included in this study. All participants completed Connor-Davidson Resilience Scale (CD-RISC), Mental Health Inventory (MHI), Beck Depression Inventory (BDI), Beck Anxiety Inventory (BAI), and General Health Questionnaire (GHQ). resilience was positively associated with psychological well-being and negatively associated with psychological distress, depression and anxiety. Psychological health and vulnerability indices are influenced by different levels of resilience through self-esteem, personal competence and tenacity, tolerance of negative affect, control, and spirituality.
As our discipline has matured, we have begun to develop theories of supply chain management. However, we submit that a major omission of theory development in the supply chain management discipline is that we have failed to develop a theory of what we are managing – a theory of the supply chain. Using a conceptual theory building approach we introduce foundational premises about the structure and boundary of the supply chain, which can serve as the basis for much needed, additional development of the theory of the supply chain.
Keywords: theory of the supply chain; conceptual theory building; networks; complex adaptive systems; boundaries
To achieve a competitive edge in an uncertain business environment where change is imperative, one of the significant challenges for an organization is to mitigate risk by creating resilient supply chains. This research proposes a model using graph theory which holistically considers all the major enablers of resilience and their interrelationships for analysis using an Interpretive Structural Modeling approach. The uniqueness of this model lies in its ability to quantify resilience by a single numerical index. The quantification of resilience will help organizations assess the effectiveness of various risk mitigation strategies. This will provide tools for managers to compare different supply chains while offering a deeper knowledge of how supply chain characteristics increase or decrease resilience and consequently affect supply chain risk exposure. Thus, the research supports organizations in measuring and analyzing supply chain resilience and facilitates supply chain decision-making.The proposed method could simplify the dynamic nature of environment for managing disruptions in a supply chain. This novel approach for determining the supply chain resilience index (SCRI) advocates the consideration of resilience aspects in supply chain design, thus giving a competitive advantage to achieve market share even during a disruption.
The objective of this paper is to conceptualize Supply Chain Resilience (SCRes) and identify which supply chain capabilities can support the containment of disruptions and how these capabilities affect SCRes. Through a systematic and structured review of literature, this paper provides insights into the conceptualization and research methodological background of the SCM field. A total of one hundred and thirty four carefully selected refereed journal articles were systematically analyzed leading to the introduction of a novel definition for SCRes, which the authors view as the as “the ability to proactively plan and design the Supply Chain network for anticipating unexpected disruptive (negative) events, respond adaptively to disruptions while maintaining control over structure and function and transcending to a post-event robust state of operations, if possible, more favorable than the one prior to the event, thus gaining competitive advantage”. Finally, a critical examination of existing conceptual frameworks for understanding the relationships between the SCRes concept and its identified formative elements, is taking place
This paper studies various modeling approaches to design resilient Supply Networks (SN) for the location-transportation problem under uncertainty. The future environment of the SN is assumed to be shaped by random demands, and by hazardous events perturbating depots capacity and ship-to-point demand processes. The paper proposes several anticipation-based stochastic programming models incorporating alternative resilience seeking formulations. A generic approach to generate plausible future scenarios, and to elaborate and evaluate SN designs is also proposed. Experiments are made to compare the SN design models proposed, and recommendations are drawn on the approach to use to design effective and robust supply networks.
Les recherches sur les crises ont beaucoup étudié la prévention et la gestion des crises qui permettent à l'organisation d'absorber le choc et ainsi de faire preuve de résilience. Des travaux plus récents - et moins nombreux - se sont intéressés à la phase suivante que constitue l'apprentissage post-crise. Notre recherche prolonge ces travaux en étudiant les conséquences de la gestion de crise et de l'apprentissage post-crise sur l'impact et la gestion de la turbulence suivante. Pour cela, nous avons mené une étude longitudinale rétrospective de quatre processus de gestion de crise dans le secteur du tourisme, depuis le déclenchement de la crise jusqu'à la gestion de la turbulence suivante. Nos analyses montrent qu'une crise issue d'une turbulence de l'environnement peut renforcer la résilience de l'organisation par deux processus complémentaires liés : un apprentissage de renforcement positif au niveau de l'absorption du choc et un apprentissage double boucle incluant des changements stratégiques permettant de réduire la vulnérabilité de l'organisation.
Le développement de la culture de sécurité est souvent présenté comme un facteur important d'amélioration de la maîtrise des risques pour la santé et la sécurité au travail. Mise en avant dans les discours des managers, la notion de culture de sécurité peine cependant souvent à s'intégrer dans les pratiques quotidiennes des entreprises.
L'article propose une approche pratique de la culture de sécurité basée sur l'analyse du projet managérial que cette notion sous-entend. Ce projet managérial oriente les pratiques selon les principes d'action suivants : les
principes de responsabilité et de prévention, qui orientent la stratégie de maîtrise des risques ; les principes d'analyse et d'acceptation des risques, qui encadrent les pratiques d'évaluation des risques ; les principes de défense en profondeur, de sûreté de fonctionnement et de résilience, qui encadrent les pratiques de contrôle des risques.
Cette approche pratique de la culture de sécurité est illustrée par les résultats d'une recherche-intervention réalisée pour la direction Hygiène - Sécurité - Environnement du groupe pharmaceutique Sanofi-Aventis. Deux processus de maîtrise des risques (évaluation des risques liés aux nouveaux procédés chimiques et retour d'expérience) sont analysés de manière à vérifier leur cohérence avec le projet managérial "culture de sécurité". L'article
conclut sur les perspectives qu'offre l'approche pratique de la culture de sécurité, notamment en terme de formation et d'audit.
La résilience organisationnelle renvoie à la capacité de rebondir face à l'inattendu. Nous proposons d'opérationnaliser ce concept autour de trois dimensions qui distinguent la capacité : d'absorption du choc, de renouvellement et d'appropriation. L'étude du cas d'une entreprise familiale fondée en 1826, qui a été confrontée à trois chocs majeurs au cours de son existence, permet de montrer la façon dont la résilience organisationnelle se déploie et se construit pour permettre sa survie.
Managing supply chains in a dynamic business environment is a challenging task, particularly in the case of multi-product, multi-national supply networks, where different products with very different demand patterns share common resources, specifically production and distribution facilities. This calls for higher levels of resilience and flexibility in supply chains and requires an understanding of the dynamic nature of supply chain networks. It is argued that traditional mathematical modelling approaches are ineffective in dealing with dynamic complex supply chains. Few tools are currently available to model the integrated production/distribution system under conditions of uncertainty. This paper presents an agent-based computational framework for studying a complex multi-product, multi-country supply chain subject to demand variability, production and distribution capacity constraints with the aim of improving operational resilience. A case study example is provided.
In an ever-more interconnected world (social, technological and environmental), no organisation can retain a competitive position and survive disruptions as an independent entity. This article provides a review of resilience literature in its widest context and later its application at an organisational level context. The origins of the concept are reported and consequently, the various fields of research are analysed. The concept is shown to remain essentially constant regardless of its field of enquiry and has much to inform the fields of organisation theory, strategy and operations management. This article identifies a number of areas for advancing resilience research, in particular: the relationship between human and organisational resilience; understanding interfaces between organisational and infrastructural resilience.
In today's uncertain and turbulent markets, supply chain vulnerability has become an issue of significance for many companies. As supply chains become more complex as a result of global sourcing and the continued trend to 'leaning-down', supply chain risk increases. The challenge to business today is to manage and mitigate that risk through creating more resilient supply chains. Supply chain managers strive to achieve the ideals of fully integrated efficient and effective supply chains, capable of creating and sustaining competitive advantage [1]. To this end they must balance downward cost pressures and the need for efficiency, with effective means to manage the demands of market-driven service requirements and the known risks of routine supply chain failures. Better management and control of internal processes together with more open information flows within and between organisations can do much to help. However, in an age of lengthening supply chains serving globe-spanning operations, recent events around the world have provided frequent reminders that we live in an unpredictable and changing world [2]. Natural disasters, industrial disputes, terrorism, not to mention the spectre of war in the Middle East, have all resulted in serious disruptions to supply chain activities. In these situations 'business as usual' is often not an option. Modern commercial supply chains are in fact dynamic networks of interconnected firms and industries [3]. No organisation is an island and even the most carefully controlled processes are still only as good as the links and nodes that support them.
In recent years the issue of supply chain risk has been pushed to the fore, initially by fears related to possible disruptions from the much publicised “millennium bug”. Y2K passed seemingly without incident, though the widespread disruptions caused by fuel protests and then Foot and Mouth Disease in the UK, and by terrorist attacks on the USA have underlined the vulnerability of modern supply chains. Despite increasing awareness among practitioners, the concepts of supply chain vulnerability and its managerial counterpart supply chain risk management are still in their infancy. This paper seeks to identify an agenda for future research and to that end the authors go on to clarify the concept of supply chain risk management and to provide a working definition. The existing literature on supply chain vulnerability and risk management is reviewed and compared with findings from exploratory interviews undertaken to discover practitioners' perceptions of supply chain risk and current supply chain risk management strategies.
When major disruptions occur, many supply chains tend to break down and take a long time to recover. However, not only can some supply chains continue to function smoothly, they also continue to satisfy their customers before and after a major disruption. Some key differentiators of these supply chains are cost-effective and time-efficient strategies. In this paper, certain "robust" strategies are presented that possess two properties. First, these strategies will enable a supply chain to manage the inherent fluctuations efficiently regardless of the occurrence of major disruptions. Second, these strategies will make a supply chain become more resilient in the face of major disruptions. While there are costs for implementing these strategies, they provide additional selling points for acquiring and retaining apprehensive customers before and after a major disruption.
In much of the current literature on supply chain management, supply networks are recognized as a system. In this paper, we take this observation to the next level by arguing the need to recognize supply networks as a complex adaptive system (CAS). We propose that many supply networks emerge rather than result from purposeful design by a singular entity. Most supply chain management literature emphasizes negative feedback for purposes of control; however, the emergent patterns in a supply network can much better be managed through positive feedback, which allows for autonomous action. Imposing too much control detracts from innovation and flexibility; conversely, allowing too much emergence can undermine managerial predictability and work routines. Therefore, when managing supply networks, managers must appropriately balance how much to control and how much to let emerge.
Three complete supply networks have been mapped in this study. These supply networks pertain to the center console assembly and come from three different product lines—Honda Accord, Acura CL/TL, and DaimlerChrysler (DCX) Grand Cherokee. Based on these three cases of supply networks, propositions are built concerning how the structure of supply networks operates. Based on the extant literature, we frame structure in three dimensions—formalization, centralization, and complexity. As an underlying methodology, we first conduct the within‐case analysis and then expand the analysis to cross‐case context. The three structural dimensions affect one another progressively, and the cost consideration appears to be the overarching force that shapes the supply‐network structure.
Supply chain networks are globalized and complex systems. Due to unexpected deviations and disruptions, which are subsumed under the notion of supply chain risk, the planning and optimizing of such systems is harder than ever. Therefore, making well-informed decisions requires risk analysis. The increased frequency and severe consequences of past supply chain disruptions have resulted in an increasing interest in risk. This development led to the adoption of risk concepts from related fields that do often not fit for risk consideration in the supply chain context. This paper consists of a discussion on common biases of supply chain risk analysis. We do not limit ourselves to the discussion of misinterpretations and missing aspects, but rather provide main elements that reveal dynamics and result in supply chain risks.
Purpose
The purpose of this paper is to investigate the knowledge existing in the literature on supply chain resilience for identifying the supply chain practices adopted for securing resilience in given uncertain event.
Design/methodology/approach
A systematic literature review is conducted to identify 84 conceptual and empirical studies. The research findings are synthesized in categories of uncertain events, supply chain practices and outcomes.
Findings
A set of propositions linking the uncertain events, mechanisms and supply chain resilience improvement is developed. It was found that the sufficient conditions for resilience under unexpected disasters are substantially different from those required for resilience against disruptions caused by internal practices or complexity.
Originality/value
Practitioners can benefit from the knowledge of interventions and mechanisms to improve their supply chain resilience in the face of different unpredictable situations. The contribution of this paper is twofold: first, it develops an actionable theory of supply chain resilience by developing testable propositions in the context of supply chains exposed to uncertainties resulting from unexpected disruptions, complexity of supply chains and adoption of certain internal practice; second, the paper highlights the key shortcomings of existing literature and provides opportunities for further research and improvement.
Purpose
– This paper provides a robust and structured literature review on supply chain resilience (SCRES), the supply chain’s ability to be prepared for unexpected risk events, responding and recovering quickly to potential disruptions to return to its original situation or grow by moving to a new, more desirable state. The purpose of this paper is to analyze the extant research through focussed questions and provide an insightful framework with propositions to guide further publications and identify future research needs.
Design/methodology/approach
– The findings underlie a systematic literature review methodology requiring a robust method of literature analysis. The sand cone model is adopted to develop a comprehensive SCRES framework.
Findings
– The literature review reveals a strong need for an overarching SCRES definition and a clear terminology for its building elements. It indicates that most research has been qualitative and lacks in assessing and measuring SCRES performance.
Originality/value
– This paper contributes a structured overview of 67 peer-reviewed articles from 2003 to 2013 on an emerging area of supply chain research. The review formulates an overarching definition of SCRES, groups and synthesizes the various SCRES elements into proactive and reactive strategies for the ex-ante/ex-post disruption stage and illustrates SCRES measurement through performance metrics. It provides a comprehensive SCRES framework with propositions and indicates gaps in the literature to target for further development.
Organizations are managed with little direct reference to their roles as components of social institutions. Understanding these roles requires research centered on building theory at the macromanagement level. Research on interorganizational relationships is a step in this direction, but more research is needed on institutionalization processes and related humanistic values.
This paper expands our understanding of firm resilience to supply chain disruptions by operationalizing firm resilience and by examining factors that contribute to development of firm resilience to supply chain disruptions. In doing so, this research uses a newly developed scale to examine the impact of a supply chain disruption orientation on firm resilience under high impact and low impact disruptions. This paper examines the effects of resource reconfiguration and risk management infrastructure on the relationship between supply chain disruption orientation and firm resilience using structural equation modeling and survey data from 199 supply chain professionals. The findings indicate that resource reconfiguration mediates the relationship between supply chain disruption orientation and firm resilience under high disruption impact conditions and risk management infrastructure is important when facing low disruption impact conditions. Additional research and managerial implications are also discussed.
Increasingly, scholars recognize the importance of understanding supply network disruptions. However, the literature still lacks a clear conceptualization of a network-level understanding of supply disruptions. Not having a network level understanding of supply disruptions prevents firms from fully mitigating the negative effects of a supply disruption. Graph theory helps to conceptualize a supply network and differentiate between disruptions at the node/arc level versus network level. The structure of a supply network consists of a collection of nodes (facilities) and the connecting arcs (transportation). From this perspective, small events that disrupt a node or arc in the network can have major consequences for the network. A failure in a node or arc can potentially stop the flow of material across network. This study conceptualizes supply network disruption and resilience by examining the structural relationships among entities in the network. We compare four fundamental supply network structures to help understand supply network disruption and resilience. The analysis shows that node/arc-level disruptions do not necessarily lead to network-level disruptions, and demonstrates the importance of differentiating a node/arc disruption versus a network disruption. The results also indicate that network structure significantly determines the likelihood of disruption. In general, different structural relationships among network entities have different levels of resilience. More specifically, resilience improves when the structural relationships in a network follow the power-law. This paper not only offers a new perspective of supply network disruption, but also suggests a useful analytical approach to assessing supply network structures for resilience.
Dans un environnement incertain et instable, la vulnérabilité des supply chains augmente et les entreprises doivent développer des capacités à s’adapter en cas d’événements susceptibles de provoquer des ruptures dans leurs flux physiques. L’objectif de cet article est d’analyser les stratégies des entreprises afin d’évaluer si les organisations et les pratiques supply chain déployées leur permettent d’être résilientes. Le traitement des données collectées permet d’analyser les composantes de la résilience inter-organisationnelle. Les résultats permettent de valider quatre concepts clés qui caractérisent la résilience dans les supply chains et conduisent à l’élaboration d’un modèle conceptuel qui permettra ensuite de tester les formes de résilience selon différentes combinaisons.
In today’s uncertain and unstable environment, supply chains’ increasing vulnerability forces companies to develop adaptability to those events that are likely to cause a breakdown in physical flows. The article seeks to analyse corporate strategies so as to determine whether organisations’ supply chain practices help them become more resilient. The data collected here is processed in a way that allows for analysis of the components of intra-organisational resilience. Findings help to validate four key concepts characterising supply-chain resilience. They culminate in a conceptual model enabling subsequent testing of forms of resilience in different combina tions.
The frequency and intensity of disasters continue to increase. Following large-scale and catastrophic disasters, local organisations integrate with other responding organisations to form hastily disaster relief supply chain networks. Such supply networks are infrequently activated in a single location, generate unparalleled uncertainty, change quickly, and are driven by the urgency of saving lives and restoring livelihoods. Unfortunately, even where sound supply chain management practices are used, supply networks have encountered diverse levels of resilience and adequate disaster relief performance has remained elusive. In this paper, several unique characteristics that disaster relief efforts exhibit are examined as compared with demand-driven, steady-state supply chains. Important differences in the flows of resource, money, and information are identified. A complex adaptive supply network (CASN) lens is used to frame what existing literature has uncovered regarding disaster relief efforts, showing how relief organisations, their interactions, and their environmental context help determine the level of resilience that supply networks experience following disasters. This CASN characterisation is leveraged to help explain why traditional supply chain management practices lead to varied results in disaster relief. Finally, complexity science theory is drawn on to set forth eight testable propositions that may help to enhance supply network resilience.
Business Continuity Planning (BCP) has evolved significantly and gained acceptance since the events of September 11, 2001. It is defined in the literature as an integrated set of formalized procedures used by an organization to recover from events that disrupt business operations. These procedures call for vertical and horizontal integration of all functional groups within the organization as well as with all external groups that interact with it. Information technology (IT) plays a central role in that integration. This paper reviews and discusses the current state of business continuity planning as it applies to the supply chain and points to the efforts undertaken by business and government to mitigate the risks of supply chain disruptions. The organization's supply chain continuity plan must extend to all supply chain participants, as illustrated by real-life examples. The most advanced business continuity planning requires equally advanced IT tools to increase visibility both inside and outside the organization and to automate supply chain planning and execution. The paper therefore extends a framework for supply chain continuity to include an IT component that runs supply operations and supports a plan for their continuity.
Supply chain risk management (SCRM) is of growing importance, as the vulnerability of supply chains increases. The main thrust of this article is to describe how Ericsson, after a fire at a sub-supplier, with a huge impact on Ericsson, has implemented a new organization, and new processes and tools for SCRM. The approach described tries to analyze, assess and manage risk sources along the supply chain, partly by working close with suppliers but also by placing formal requirements on them. This explorative study also indicates that insurance companies might be a driving force for improved SCRM, as they now start to understand the vulnerability of modern supply chains. The article concludes with a discussion of risk related to traditional logistics concepts (time, cost, quality, agility and leanness) by arguing that supply chain risks should also be put into the trade-off analysis when evaluating new logistics solutions – not with the purpose to minimize risks, however, but to find the efficient level of risk and prevention.
Resilience : a concept for risk management
The socio-natural systems have the capacity to resist hazard. Disasters disturb them but rarely do they make them disappear. The concept of resilience illustrates this capacity. From its physical origin it has evolved through its applications in several different scientific branches. Nevertheless, resilience remains difficult to measure. But its knowledge makes possible the adoption of new forms of management of social or natural risks. Theses forms of management are very different from the technological approaches which are not always well adapted to the environment or the society.
Supply chain vulnerability has become a fashionable area of management research. The purpose of this paper is to provide a critique of the extant canon and to review of the positioning of research in the field, together with literature drawn from several relevant and overlapping fields of research and practice. The aim is to foster a more explicit understanding of the relationships between supply chain vulnerability, risk and supply chain management, and in turn their relevance to related fields such as corporate governance, business continuity management, security and emergency planning. The ultimate objective is to clarify the agenda for further research. The paper begins with an examination of the concept of a “supply chain” and the scope and nature of supply chain management (SCM), then the fusion of SCM with the many and varied interpretations of “risk” and its faltering relationship to risk management. It is argued that attitudes to risk and approaches to risk management vary greatly within SCM and between related disciplines. It is concluded that although more work is needed within the SCM discipline, the issue of supply chain risk and vulnerability should not be addressed solely from a functional SCM perspective. Supply chain vulnerability is a concern for many other managerial disciplines. Research agendas should therefore strive to inform and support the needs of all those with a legitimate interest in supply chain risk and vulnerability management.
Purpose
– As noted in the Department of Homeland Security's National Response Framework, disasters are inherently local and ultimately the responsibility of the lowest jurisdictional level present within the impacted area. Given these parameters, this paper aims to sharpen the concept of national resilience by recommending a framework which positions community resilience as an integral variable in understanding the ability of impacted areas to effectively manage the consequences of disasters. Conceptualized as a dependent variable, community resilience is influenced by the relationships government (public) agencies develop with private sector partners and the resilience of relevant supply chains and critical infrastructures/key resources which exist in their communities.
Design/methodology/approach
– The authors augment a topical literature review of academic and practitioner journals by synthesizing existing findings into a holistic framework of community resilience.
Findings
– This paper argues that interdependent systems like social and economic networks will ultimately influence the ability of communities to adapt and respond to the consequences of disasters. In addressing the resilience of these systems, all levels of government must recognize and embrace the public‐private interfaces that can improve their ability to manage the response and recovery phases of disaster management. While 85 percent of critical infrastructure is owned by the private sector, 100 percent of it exists within communities and impacts the ability of the nation to recover from disasters. Resilience calls upon active management and relies upon assessment and a willingness to take action in the face of adversity.
Originality/value
– Resilience is discussed within economics, behavioral sciences, supply chain management and critical infrastructure protection. This paper integrates these research streams to develop a framework for shaping national resilience.
THIS REVIEW EXPLORES BOTH ECOLOGICAL THEORY AND THE BEHAVIOR OF NATURAL SYSTEMS TO SEE IF DIFFERENT PERSPECTIVES OF THEIR BEHAVIOR CAN YIELD DIFFERENT INSIGHTS THAT ARE USEFUL FOR BOTH THEORY AND PRACTICE. THE RESILIENCE AND STABILITY VIEWPOINTS OF THE BEHAVIOR OF ECOLOGICAL SYSTEMS CAN YIELD VERY DIFFERENT APPROACHES TO THE MANAGEMENT OF RESOURCES. THE STABILITY VIEW EMPHASIZES THE EQUILIBRIUM, THE MAINTENANCE OF A PREDICTABLE WORLD, AND THE HARVESTING OF NATURE'S EXCESS PRODUCTION WITH AS LITTLE FLUCTUATION AS POSSIBLE. THE RESILIENCE VIEW EMPHASIZES DOMAINS OF ATTRACTION AND THE NEED FOR PERSISTENCE. BUT EXTINCTION IS NOT PURELY A RANDOM EVENT: IT RESULTS FROM THE INTERACTION OF RANDOM EVENTS WITH THOSE DETERMINISTIC FORCES THAT DEFINE THE SHAPE, SIZE AND CHARACTERISTICS OF THE DOMAIN OF ATTRACTION. THE VERY APPROACH, THEREFORE, THAT ASSURES A STABLE MAXIMUM SUSTAINED YIELD OF A RENEWABLE RESOURCE, MIGHT SO CHANGE THESE CONDITIONS THAT THE RESILIENCE IS LOST OR IS REDUCED SO THAT A CHANCE AND RARE EVENT THAT PREVIOUSLY COULD BE ABSORBED CAN TRIGGER A SUDDEN DRAMATIC CHANGE AND LOSS OF STRUCTURAL INTEGRITY OF THE SYSTEM. A MANAGEMENT APPROACH BASED ON RESILIENCE, ON THE OTHER HAND, WOULD EMPHASIZE THE NEED TO KEEP OPTIONS OPEN, THE NEED TO VIEW EVENTS IN A REGIONAL RATHER THAN A LOCAL CONTEXT, AND THE NEED TO EMPHASIZE HETEROGENEITY. THE RESILIENCE FRAMEWORK DOES NOT REQUIRE A PRECISE CAPACITY TO PREDICT THE FUTURE BUT ONLY A QUALITATIVE CAPACITY TO DEVISE SYSTEMS THAT CAN ABSORB AND ACCOMMODATE FUTURE EVENTS IN WHATEVER UNEXPECTED FORM THEY MAY TAKE.
Purpose
The objective of this paper is to conceptualise supply chain resilience (SCRES) and to identify and explore empirically its relationship with the related concepts of supply chain vulnerability (SCV) and supply chain risk management (SCRM).
Design/methodology/approach
From a review of the literature the conceptual domain of SCRES is defined and the proposed relationships with SCRM and SCV are derived. Data from a longitudinal case study with three supply chains are presented to explore the relationship between the concepts in the context of the global financial crisis.
Findings
The empirical data provide support for a positive impact of supply chain risk (SCR) effect and knowledge management on SCRES and from SCRES on SCV. SCR effect and knowledge management seem to enhance the SCRES by improving the flexibility, visibility, velocity and collaboration capabilities of the supply chain. Thereby, they decrease the SCV in a disruptive risk event. The positive effects manifest themselves in upstream supplier networks of supply chains as well as in distribution channels to the customers.
Research limitations/implications
The recession caused by the financial crisis has illustrated the importance of SCRES in today's interdependent global economy vividly. However, the concept is still in its infancy and has not received the same attention as its counterparts SCRM and SCV. The study confirms the benefit of resilient supply chains and outlines future research needs.
Practical implications
The paper identifies which supply chain capabilities can support the containment of disruptions and how these capabilities can be supported by effective SCRM.
Originality/value
To date, there has been no empirical study which has investigated supply chain resilience in a disruptive global event.
Purpose
This paper seeks to understand business requirements for supply chain risk management (SCRM) from a practitioner perspective.
Design/methodology/approach
Based on the findings from an exploratory quantitative survey and qualitative focus group discussions with supply chain managers, some issues of SCRM are derived and structured along the three conceptual levels of “philosophy”, “principles” and “processes”.
Findings
The survey showed that 44 per cent of all eight responding companies expect the vulnerability of their supply chains to increase in the next five years. However, the concept of SCRM is still in its infancy.
Originality/value
The paper contributes to our knowledge on SCRM by presenting the business requirements from a practitioner perspective and by deriving a structure for an integrated approach to SCRM which can guide further research.
Purpose
Global supply chains are more risky than domestic supply chains due to numerous links interconnecting a wide network of firms. These links are prone to disruptions, bankruptcies, breakdowns, macroeconomic and political changes, and disasters leading to higher risks and making risk management difficult. The purpose of this paper is to explore the phenomenon of risk management and risk management strategies in global supply chains.
Design/methodology/approach
This paper is based on an extensive literature review and a qualitative study comprising 14 in‐depth interviews and a focus group meeting with senior supply chain executives.
Findings
The study provides insights into the applicability of six risk management strategies with respect to environmental conditions and the role of three moderators.
Research limitations/implications
The model is developed in a global manufacturing supply chain context. It should be tested in other contexts and with other methods to provide generalizability. The study takes a much needed step toward building a theory of risk management in global supply chains, which opens important future research directions.
Practical implications
This research provides direction to managers for choosing risk management strategies based on the global supply chain environment. Moderators have practical implications for global supply chain managers.
Originality/value
The paper addresses an identified gap in the literature for selecting risk management strategies in global supply chains. It employs grounded theory, a methodology appropriate for theory‐building, to explore a phenomenon with an inadequate theoretical base.
Purpose
In the emerging disciplines of risk management and supply chain management, resilience is a relatively undefined concept. The purpose of this paper is to present an integrated perspective on resilience through an extensive review of the literature in a number of disciplines including developmental psychology and ecosystems. In addition, the paper identifies and addresses some of the current theoretical gaps in the existing research.
Design/methodology/approach
Supply chain resilience has been defined by a number of disciplines. An integrative literature review is conducted in an attempt to integrate existing perspectives. This review also serves as the basis for the development of a conceptual model.
Findings
The key elements of supply chain resilience and the relationships among them, the links between risks and implications for supply chain management, and the methodologies for managing these key issues are poorly understood. Implications for future research advocate testing the proposed model empirically.
Practical implications
Supply chain disruptions have adverse effect on both revenue and costs. Resilient supply chains incorporate event readiness, are capable of providing an efficient response, and often are capable of recovering to their original state or even better post the disruptive event.
Originality/value
Supply chain resilience has yet to be researched from the logistics perspective. Even in well‐developed disciplines the unified theory of resilience is still under development. This research leverages existing knowledge and advances an interdisciplinary understanding of the concept.
Flexibility has emerged recently as an important performance indicator for operational systems. This chapter discusses three dimensions of flexibility for supply chain design: volume flexibility, mix flexibility, and new product flexibility. Manufacturing flexibility has many dimensions among which hierarchical relationships can be identified. In particular, volume, mix, and new product flexibility depends on machine, labor, and materials handling flexibility. Each flexibility dimension is further characterized by its range and the uniformity within the range. The chapter also reviews the resource investment problem for the single-plant product-family resource investment problem under demand level uncertainty. This research reveals the intricate relationships between investments in dedicated and flexible resource and its dependence on the level of demand uncertainty, on the correlation between demands, and on the sales margin differences between products. The research also provides basic insights for solving of the single-plant resource investment problem under specific conditions such as linear investment costs.
This paper studies various modeling approaches to design resilient supply networks (SN) for the location–transportation problem under uncertainty. The future environment of the SN is shaped by random demands, and by disruptions perturbing depots capacity and ship-to-point demand processes. The paper proposes several stochastic programming models incorporating alternative resilience seeking formulations. A generic approach to model SN disruptions, and to elaborate and evaluate SN designs is also proposed. Experiments are made to compare the SN design models formulated, and recommendations are drawn on the approach to use to design effective and robust supply networks.
Three complete supply networks have been mapped in this study. These supply networks pertain to the center console assembly and come from three different product lines—Honda Accord, Acura CL/TL, and DaimlerChrysler (DCX) Grand Cherokee. Based on these three cases of supply networks, propositions are built concerning how the structure of supply networks operates. Based on the extant literature, we frame structure in three dimensions—formalization, centralization, and complexity. As an underlying methodology, we first conduct the within-case analysis and then expand the analysis to cross-case context. The three structural dimensions affect one another progressively, and the cost consideration appears to be the overarching force that shapes the supply-network structure.
In much of the current literature on supply chain management, supply networks are recognized as a system. In this paper, we take this observation to the next level by arguing the need to recognize supply networks as a complex adaptive system (CAS). We propose that many supply networks emerge rather than result from purposeful design by a singular entity. Most supply chain management literature emphasizes negative feedback for purposes of control; however, the emergent patterns in a supply network can much better be managed through positive feedback, which allows for autonomous action. Imposing too much control detracts from innovation and flexibility; conversely, allowing too much emergence can undermine managerial predictability and work routines. Therefore, when managing supply networks, managers must appropriately balance how much to control and how much to let emerge.
This paper discusses Supply Chain Network (SCN) design problem under uncertainty, and presents a critical review of the optimization models proposed in the literature. Some drawbacks and missing aspects in the literature are pointed out, thus motivating the development of a comprehensive SCN design methodology. Through an analysis of supply chains uncertainty sources and risk exposures, the paper reviews key random environmental factors and discusses the nature of major disruptive events threatening SCN. It also discusses relevant strategic SCN design evaluation criteria, and it reviews their use in existing models. We argue for the assessment of SCN robustness as a necessary condition to ensure sustainable value creation. Several definitions of robustness, responsiveness and resilience are reviewed, and the importance of these concepts for SCN design is discussed. This paper contributes to framing the foundations for a robust SCN design methodology.