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Papers on “supply chain resilience disruption risk”

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1. Understanding the concept of supply chain resilience

   Serhiy Y. Ponomarov, Mary Holcomb · 2009 · The International Journal of Logistics Management · 2,499 cites

   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) · 1,767 cites

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

   Dmitry Ivanov, Alexandre B. Dolgui · 2020 · Production Planning & Control · 1,746 cites

   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

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

   Christopher W. Craighead, Jennifer V. Blackhurst, Manus Johnny Rungtusanatham, et al. · 2007 · Decision Sciences · 1,695 cites

   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

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

   Saurabh Ambulkar, Jennifer V. Blackhurst, Scott J. Grawe · 2014 · Journal of Operations Management · 1,375 cites

   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 C Squire, Chad W. Autry, et al. · 2014 · Journal of Supply Chain Management · 1,354 cites

   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 · 1,209 cites

   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 · 856 cites

   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,