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Research papers on Supply chain resilience

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  1. Understanding the concept of supply chain resilience

    Serhiy Y. Ponomarov, Mary Holcomb · 2009 · The International Journal of Logistics Management · 2,421 citations

    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

  2. A supply chain view of the resilient enterprise

    James B. Rice, Yossi Sheffi · 2005 · Dialnet (Universidad de la Rioja) · 1,769 citations

    Many companies leave risk management and business continuity to security professionals, business continuity planners or insurance professionals. However, the authors argue, building a resilient enterprise should be a strategic initiative that changes the way a company operates and increases its competitiveness. Reducing vulnerability means both reducing the likelihood of a disruption and increasing resilience. Resilience, in turn, can be achieved by either creating redundancy or increasing flexibility. Redundancy is the familiar concept of keeping some resources in reserve to be used in case of a disruption. The most common forms of redundancy are safety stock, the deliberate use of multiple

  3. The Severity of Supply Chain Disruptions: Design Characteristics and Mitigation Capabilities

    Christopher W. Craighead, Jennifer Blackhurst, Manus Rungtusanatham, et al. · 2007 · Decision Sciences · 1,676 citations

    ABSTRACT Supply chain disruptions and the associated operational and financial risks represent the most pressing concern facing firms that compete in today's global marketplace. Extant research has not only confirmed the costly nature of supply chain disruptions but has also contributed relevant insights on such related issues as supply chain risks, vulnerability, resilience, and continuity. In this conceptual note, we focus on a relatively unexplored issue, asking and answering the question of how and why one supply chain disruption would be more severe than another. In doing so, we argue, de facto, that supply chain disruptions are unavoidable and, as a consequence, that all supply chains

  4. A digital supply chain twin for managing the disruption risks and resilience in the era of Industry 4.0

    Dmitry Ivanov, Alexandre Dolgui · 2020 · Production Planning & Control · 1,642 citations

    We theorize a notion of a digital supply chain (SC) twin – a computerized model that represents network states for any given moment in real time. We explore the conditions surrounding the design and implementation of the digital twins when managing disruption risks in SCs. The combination of model-based and data-driven approaches allows uncovering the interrelations of risk data, disruption modeling, and performance assessment. The SC shocks and adaptations amid the COVID-19 pandemic along with post-pandemic recoveries provide indisputable evidences for the urgent needs of digital twins for mapping supply networks and ensuring visibility. The results of this study contribute to the research

  5. Firm's resilience to supply chain disruptions: Scale development and empirical examination

    Saurabh Ambulkar, Jennifer Blackhurst, Scott J. Grawe · 2014 · Journal of Operations Management · 1,333 citations

    Abstract This paper expands our understanding of factors that contribute to development of firm resilience to supply chain disruptions. In doing so, we operationalize firm resilience to understand how supply chain disruption orientated firms can develop resilience to supply chain disruptions. We find that supply chain disruption orientation alone is not enough for a firm to develop resilience. Supply chain disruption oriented firms require the ability to reconfigure resources or have a risk management resource infrastructure to develop resilience. The way in which supply chain disruption oriented firms develop resilience through resource reconfiguration or risk management infrastructure depe

  6. A Contingent Resource‐Based Perspective of Supply Chain Resilience and Robustness

    Emma Brandon‐Jones, Brian Squire, Chad W. Autry, et al. · 2014 · Journal of Supply Chain Management · 1,323 citations

    Understanding supply chain resilience and robustness is increasingly important for supply chain managers. This is due to the growing complexity of contemporary supply chains and the subsequent increased probability of experiencing a disruption. Few studies within the risk management literature have empirically disentangled the concepts of resilience and robustness or explored their antecedents. This study utilizes a contingent resource‐based view perspective to understand the relationship between specific resources (information sharing and connectivity), capabilities (visibility), and performance in terms of supply chain resilience and robustness. In addition, it utilizes supply base complex

  7. Supply chain resilience in the global financial crisis: an empirical study

    Uta Jüttner, Stan Maklan · 2011 · Supply Chain Management An International Journal · 1,196 citations

    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 man

  8. Can supply chain risk management practices mitigate the disruption impacts on supply chains’ resilience and robustness? Evidence from an empirical survey in a COVID-19 outbreak era

    Jamal El Baz, Salomée Ruel · 2020 · International Journal of Production Economics · 849 citations

    This study investigates the role of supply chain risk management (SCRM) in mitigating the effects of disruptions impacts on supply chain resilience and robustness in the context of COVID-19 outbreak. Using structural equation modeling on a survey data from 470 French firms, the results confirm the basic tenets of resource-based view and organizational information processing theories regarding the combination of dynamic resources to face disruptions’ uncertainty. Furthermore, the findings reveal the mediating role of SCRM practices and the prominent role they play in fostering supply chain resilience and robustness. Overall, by providing empirical assessment of a comprehensive SCRM framework,

  9. Supply chain resilience for single and multiple sourcing in the presence of disruption risks

    Jafar Namdar, Xueping Li, Rupy Sawhney, et al. · 2017 · International Journal of Production Research · 364 citations

    This paper investigates the use of sourcing strategies to achieve supply chain resilience under disruptions. The coping strategies considered are single and multiple sourcing, backup supplier contracts, spot purchasing, and collaboration and visibility. Collaboration and visibility, which affect suppliers’ recovery capabilities and a buyer’s warning capability, have not been similarly modelled in the past. A scenario-based mathematical model is developed such that it considers objectives under uncertainties including disruption risks and operational risks. A broad numerical study examines its output for various risk attitudes in a decision-maker, ranging from risk neutral to risk averse. The

  10. Low-Certainty-Need (LCN) supply chains: a new perspective in managing disruption risks and resilience

    Dmitry Ivanov, Alexandre Dolgui · 2018 · International Journal of Production Research · 357 citations

    This study suggests a new approach to supply chain (SC) disruption risk management where SC behaviour is less dependent on the certainty of our knowledge about the environment and its changes. The unpredictability of the occurrence of disruption and its magnitude suggests that designing SCs with a low need for ‘certainty’ may be as important, if not more so, than predetermined disruption control strategies. In this setting, this study calls for the development of a new perspective in SC disruption management, i.e. low-certainty-need (LCN) SCs. A number of principles and concepts is derived in recent, relevant literature to structure the characteristics of the LCN framework and its management

  11. An Integrative approach to supply chain disruption risk and resilience management: a literature review

    Mansoor Shekarian, Mahour Mellat Parast · 2020 · International Journal of Logistics Research and Applications · 296 citations

    ABSTRACT A fundamental question in supply chain resilience is identifying its antecedents and investigating the relative importance of each antecedent in improving resilience to supply chain disruptions. In this paper, a comprehensive systematic literature review is conducted to assess the impact of each of the most widely known practices to enhance resilience (flexibility, agility, redundancy, and collaboration) on mitigating each type of supply chain disruption (demand, supply, process, control, and environmental disruptions). The literature review found that collaboration has been identified by the literature as the most important strategy to cope with control disruptions, and flexibility

  13. Building supply chain risk resilience

    Nitya Prasad Singh, Shubham Singh · 2019 · Benchmarking: An International Journal · 184 citations

    PurposeThe purpose of this paper is to examine how firms can develop business risk resilience from supply chain disruption events, by developing big data analytics (BDA) capabilities within their organization. The authors test whether BDA mediates the impact of institutional response to supply chain disruption events, and information technology infrastructure capabilities (ITICs), on firm’s ability to develop risk resilience from supply chain disruption events.Design/methodology/approachThe study is based on survey data collected from 225 firms, spread across several sectors in the USA and Europe. The respondents are primarily senior and middle management professionals who have experience wi

  14. Building an antifragile supply chain: A capability blueprint for resilience and post‐disruption growth

    Ethan Nikookar, Mark Stevenson, Mohsen Varsei · 2024 · Journal of Supply Chain Management · 78 citations

    AbstractConsiderable research has focused on how supply chains can better handle disruptions. Consequently, concepts such as supply chain robustness and engineering resilience have emerged, with the dominant emphasis being that disruptions are a wholly bad thing to be avoided or resisted. However, recent discourse in the supply chain disruption management literature, such as the social–ecological interpretation of supply chain resilience, suggests that disruptions can be positioned more positively as potential catalysts for growth. Yet little is known about the capabilities required for a supply chain to grow following disruption. The emerging concept of supply chain antifragility focuses sp

  15. Flexibility in Enhancing Supply Chain Resilience: Developing a Resilience Capability Portfolio in the Event of Severe Disruption

    M. Chowdhury, Priyabrata Chowdhury, Mohammed A. Quaddus, et al. · 2024 · Global Journal of Flexible Systems Management · 45 citations

    The current study aimed to determine alternative configurations of supply chain resilience strategies for managing supply chain performance (SCP) during a severe disruption. To do this, a multi-method and multi-study approach was adopted. Phase 1 of the study employed a qualitative approach to explore supply chain risk factors and their mitigation strategies during the COVID-19 pandemic. In Phase 2, the quality function deployment technique was used alongside quantitative case studies to determine the most critical risk factors and most crucial resilience strategies. The final phase, Phase 3, used fuzzy set qualitative comparative analysis to determine the alternative portfolio of strategies

  17. Leveraging supply chain disruption orientation for resilience: the roles of supply chain risk management practices and analytics capability

    Hua Fang Liu, Shaobo Wei · 2022 · International Journal of Physical Distribution & Logistics Management · 32 citations

    PurposeBuilding on the information processing perspective, the authors propose that both internal and external supply chain risk management (SCRM) practices play essential roles in mediating supply chain disruption orientation (SCDO) to exercise an influence on resilience. The authors also put forward analytics capability as an important moderator in the above-mediated relationship.Design/methodology/approachThe authors collected 170 match-paired questionnaires from Chinese firms to test our model. The authors further interviewed some managers to supplement key quantitative results.FindingsFirst, SCDO positively affects resilience via internal and external SCRM practices. Second, the mediati

  18. The implications of Industry 4.0 for managing supply chain disruption and enhancing supply chain resilience: a systematic literature review

    Khalib Ismail, Ethan Nikookar, Matthew Pepper, et al. · 2025 · International Journal of Production Research · 30 citations

    The increasing susceptibility of modern supply chains to disruptions has become a pressing concern for businesses worldwide. Globalisation, technological advancements, and the rise of a wide range of disruptions, from natural disasters to man-made disasters, have highlighted the need for a better approach to Supply Chain Disruption Management (SCDM). The recent emergence of Industry 4.0 technologies has promised new possibilities in enhancing SCDM. This systematic literature review reveals that while some Industry 4.0 technologies are being utilised to manage supply chain disruptions, a more comprehensive and strategic approach is needed, especially in light of global supply chain disruption

  19. Enhancing supply chain resilience in SMEs: a deep Learning-based approach to managing Covid-19 disruption risks

    Kai-Xiang Sun, K. Ooi, G. Tan, et al. · 2023 · J. Enterp. Inf. Manag. · 21 citations

    PurposeThis research examines the relationships between the components of supply chain integration (SCI) (i.e. internal integration (INI), customer integration (CI) and supplier integration (SI)), supply chain risk management (SCRM) and supply chain resilience (SCRE), with disruption impact (DI) as the moderator, among small and medium-sized enterprises (SMEs).Design/methodology/approach271 useable data were collected from Chinese SMEs to test the research model with two statistical approaches of PLS-SEM and ANN analysis.FindingsResults show that SCI (i.e. INI, CI and SI) positively affects SCRM, and subsequently affects SCRE. Moreover, SCRM has also been found to fully mediate the relations

  20. Linking Supply Chain Disruption Orientation to Supply Chain Resilience and Market Performance with the Stimulus–Organism–Response Model

    Aaron Rae Stephens, Minhyo Kang, Charles Arthur Robb · 2022 · Journal of Risk and Financial Management · 20 citations

    Since 2020, supply chain disruptions have emerged as an ever-present challenge. This research provides a glimpse into the organizational structures that develop supply chain resilience and market performance amid continuous supply chain disruptions. Utilizing psychosomatic variables and empirical modeling, a model was constructed through a review of extant literature and tested with PLS-SEM analysis. Uniquely, this research model is framed with the stimulus–organism–response model; thus, placing a firm within the context of a tumultuous environment where stimuli elicit responses from an organization that behaves as an organism. Results demonstrate that organizational culture plays a critical

  22. Relational risk, knowledge sharing and supply chain resilience: the complementary role of blockchain governance and relational governance

    Guoli Pu, Weiting Qiao · 2024 · J. Knowl. Manag. · 14 citations

    Purpose Given the sudden disruption caused by COVID-19, knowledge sharing between organizations has become a meaningful way to improve supply chain resilience. However, there is still a lack of in-depth research on how to reduce the threat to knowledge sharing caused by increased levels of relational risk. With the emergence of new digital technologies, whether blockchain governance can control relational risk and replace traditional relational governance remains to be demonstrated. Design/methodology/approach This study uses a cross-sectional survey approach in which quantitative data are collected from 300 participants from Chinese manufacturing enterprises to test the hypotheses. Findin

  23. AI-Driven Predictive Analytics for Supply Chain Resilience, Financial Risk Management, and Digital Marketing Strategy: A Unified Business Intelligence Framework

    Md. Lutfor Rahman, M. Alam, Rubaba Anzum, et al. · 2026 · Journal of Business and Management Studies · 9 citations

    The arrival of artificial intelligence and big-data analytics at scale has begun to redraw the strategic map of the modern enterprise. Three areas sit close to the center of that change: how firms manage their supply chains, how they assess financial risk, and how they think about digital marketing. Each has its own substantial literature, yet the three are seldom examined together inside a single, properly governed analytical architecture. This paper sets out to close that gap. We develop and empirically validate a Unified Business Intelligence (UBI) framework that brings machine-learning engines, predictive analytics pipelines, and explainable AI modules into one coherent three-layer desig

  24. Prediction-based decomposition optimisation for multi-portfolio supply chain resilience strategies under disruption risks

    Yi Yang, Chen-Yuan Peng, En-Zhi Cao, et al. · 2024 · International Journal of Production Research · 6 citations

    ABSTRACT This paper focuses on the design of supply chain (SC) risk mitigation and recovery strategies during long-term disruptions caused by the COVID-19 outbreak, which affect both suppliers and plants. Consequently, concurrent disruptions in supply and production are observed, which vary in duration and result in time-varying reductions in supply and production capacity. To cope with long-term disruptions, a modified multi-portfolio approach that integrates simulation and predictions is proposed to develop efficient mitigation and recovery plans. This approach involves selecting primary and recovery supply and production portfolios concurrently. To achieve this objective, time-dependent m

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