A dynamic supply chain resilience model for medical equipment’s industry

Abstract

Purpose Medical equipment’s supply chains play a vital role in performance of national 1healthcare systems. This supply chain is confronted with different internal and external risks. The purpose of this study is to investigate and find the key factors affecting the resilience of the supply chain of medical equipment and to examine the dynamic relations among these factors. Design/methodology/approach A hybrid methodology is used for meeting the purpose of this study. First, the Delphi method is extended by using hesitant fuzzy linguistic term sets to identify the key factors of supply chain resilience. At the second phase, using the system dynamic methodology, the dynamic relations among identified resilience factors are analyzed. Findings Using the Delphi method, agility, collaboration among actors, sharing of information, trust among actors, explicitness of supply chain, risk management culture, adaptability, structure, funding and environment conditions are identified as ten major factors affecting medical equipment’s supply chain resilience. Also, four scenarios are simulated along with their impacts on the system. Originality/value The main contribution of this study is extending a hesitant fuzzy linguistic term sets-based Delphi and applying it along a system dynamic analysis to identify the key factors affecting resilience of medical equipment’s supply chain for the first time.

Improving resilience of the healthcare supply chain in a pandemic: Evidence from Europe during the COVID-19 crisis

“…Looking at the factors that constitute SCRES, Tukamuhabwa et al (2015) and Hohenstein et al (2015) determine that flexibility , redundancy , collaboration, and visibility are the most prominent antecedents. Senna et al (2020) and Jafarnejad et al (2019) confirmed these SCRES antecedents' importance in the healthcare context. Various procurement practices can enable these critical SCRES antecedents in a HCSC.…”

“…Within our sample, we differentiated between two tiers of a HCSC – manufacturers and hospital groups. By individually investigating the respective tiers, we highlighted the importance of medical equipment and pharmaceutical suppliers for the overall performance of the HCSC ( Jafarnejad et al, 2019 ). Furthermore, the two-tier sample design enabled investigation of SCRES measures within and across tiers and in-depth exploration of BSRs.…”

“…Manufacturers can broadly be categorized into medical equipment (MedTech) producers, such as technical instruments or PPE, and drug manufacturers ( Dixit et al, 2019 ). Due to their products' differing nature, these two manufacturer categories rely on dissimilar SCs for raw materials and components ( Bhakoo et al, 2012 ; Jafarnejad et al, 2019 ). Manufacturers either directly deliver medical supplies to individual hospitals or sell to intermediary distributors ( Bhakoo and Choi, 2013 ; Krichanchai and MacCarthy, 2017 ).…”

A multi-stakeholder perspective on sustainable healthcare: From 2030 onwards

“…climate change mitigation) that help to preserve ecosystems and prevent disasters related to environmental factors. On the other hand, studies on distributed dynamic supply management have proven how a distributed model enables a greater resilience of the whole system ( Mussomeli et al, 2016 ; Jafarnejad, Momeni, Razavi Hajiagha, & Faridi Khorshidi, 2019 ), providing holistic decision-making and rapid, no-latency responses to what may disrupt the supply chain, as occurred during the pandemic.…”

Blockchain connectivity inhibitors: weaknesses affecting supply chain interaction and resilience

“…The effect of BT on SC resilience (Petitt et al , 2019) depends on the technology's ability to provide visibility and make processes more flexible and agile (Jafarnejad et al , 2019), as well as to generate the adaptive capacity to react and restore operations, which may even avoid the need for redundancies (Brusset and Teller, 2017) and the propagation of events identified as a source of risk (Adobor, 2019; Kumar and Anabanandam, 2019). An example of this would be in the balance and control of inventory in the SC (Helo and Shamsuzzoba, 2020), given that BT aims to anticipate problems and create solutions accordingly, consequently allowing companies to act before the problem happens (Ali and Golgeci, 2019).…”