An integrative framework of supply chain flexibility

Liao, Ying

doi:10.1108/ijppm-07-2019-0359

Cited by 25 publications

(40 citation statements)

References 77 publications

(140 reference statements)

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“…For instance, Swafford et al (2006) build on Slack's original understanding and in their research on supply chain agility apply the flexibility dimensions of range and adaptability, the latter very similar to Slack's (1987) understanding of response flexibility. Liao (2020) claims that logistics flexibility is required in the short term to enhance responsive physical connections throughout the supply chain, and, in the long term, to provide new solutions for inbound and outbound logistics. Logistics flexibility hence consists of a combination of a range as well as a response dimension.…”

Section: Logistics Flexibilitymentioning

confidence: 99%

Dynamic capabilities for the creation of logistics flexibility – a conceptual framework

Sandberg

2021

IJLM

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PurposeThe purpose of this research is to develop a conceptual framework in which dynamic capabilities (DCs) for the creation of logistics flexibility are outlined, and elaborate it further based on empirical data from a case study at a Swedish fast fashion retailer.Design/methodology/approachA conceptual framework that aims to delineate the relationship between generic classes of DCs and logistics flexibility is proposed. Thereafter, based on a theory elaboration approach, empirical data from a case study at a Swedish fast fashion retailer is used to identify more specific DCs and further outline the characteristics of the DCs classes.FindingsThe proposed framework draws on the three DC classes of sensing, seizing and reconfiguring, and how they underscore logistics range and logistics response flexibility. The framework also distinguishes between DC classes and logistics flexibility that occur at operational, structural and strategic levels. DCs for the creation of logistics flexibility at a Swedish fast fashion retailer have also been identified and described as a means to further elaborate the characteristics of the DC classes.Research limitations/implicationsCurrent empirical data is limited to one specific company context.Practical implicationsThe research presents a systematic and comprehensive map of different DCs that underscore logistics flexibility, a useful tool supporting logistics development efforts regarding flexibility.Originality/valueThe establishment of a more detailed DC lens, in which different classes of DCs are included, means that an improved understanding for how flexibility is created can be achieved. It helps the research to move beyond the “here and now” existence of logistics flexibility to instead focus on how logistics flexibility can be created.

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Section: Logistics Flexibilitymentioning

confidence: 99%

Dynamic capabilities for the creation of logistics flexibility – a conceptual framework

Sandberg

2021

IJLM

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“…The obtained model is tested to establish the flexibility and stability of the results considering the case of a home appliance manufacturer. Liao ( 2020 ) proposed a framework to visualize the flexibility of the value chain from the perspective of market and network coordination. The findings of the study reflect the interactions between the market and network supply chain flexibility.…”

Section: Literature Reviewmentioning

confidence: 99%

Addressing the Challenges to Sustainable Initiatives in Value Chain Flexibility: Implications for Sustainable Development Goals

Dwivedi

Agrawal

Jha

et al. 2021

Glob J Flex Syst Manag

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The value chain refers to the source of competition to facilitate organizations to maximize and sustain value for their consumers. Value chain flexibility is necessary to build sustainable initiatives in addressing ambiguity. In the literature, there is a lack of framework to highlight the challenges to sustainable initiatives in value chain flexibility. This study fills this research gap by suggesting a framework for challenges to sustainable initiatives in value chain flexibility. In this study, thirteen potential challenges to sustainable initiatives in value chain flexibility are identified and an integrated model is developed. It adopts the modified Total Interpretive Structure Model and the Cross-Impact Matrix Multiplication Applied to Classification methodology. The mixed approach is used as the modified Total Interpretive Structure Model organizes the binary interactions among the challenges, while Cross-Impact Matrix Multiplication Applied to Classification analysis organizes specific precise assessments of the driving power and dependence of the challenges. The results of the study reflect that (i) lack of supplier commitment to sustainable products and (ii) lack of knowledge toward sustainability in value chains are the challenges that achieved the highest driving power. The challenge ‘inadequate communication among the suppliers in the value chain’ is at the highest level in the analysis. The proposed framework could help government and non-government bodies to formulate policies to efficiently address challenges to sustainable initiatives in value chain flexibility.

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“…All these views on the delivery flexibility dimension fit well into customer order flexibility. To refer to the dimension as delivery flexibility can be misleading, as a delivery includes aspects of both volume and leadtime, in line with the definition of Liao (2020). For better clarity, we refer to this dimension of customer order flexibility as delivery lead-time flexibility henceforth.…”

Section: Adapting Flexibility Dimensionsmentioning

confidence: 99%

“…Flexibility can be found on different levels; reflecting long-term, systematic changes in customers' aggregated demand on a strategic level, or reflecting stochastic, unpredictable, short-term changes on an operational level (Kumar and Singh, 2020). Liao (2020) claims that flexibility often is understood as linked to processes on an operational level. On an operational level, customers directly experience supplier flexibility related to orders in the order-to-delivery (OTD) process (Forslund et al, 2021).…”

Section: Introduction and Purposementioning

confidence: 99%

Strategies for achieving customer order flexibility – supplier perspective

Forslund

Mattsson

2021

JMTM

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PurposeThe purpose of this study is to develop a framework of strategies to achieving customer order flexibility in and related to the order-to-delivery (OTD) process. The purpose is also to investigate how companies prioritize various strategies to achieve customer order flexibility.Design/methodology/approachBased on a literature review, pre-tests and conceptual reasoning, a conceptual framework of strategies related to the order-to-delivery process was developed. The strategies were linked to the order quantity and delivery lead-time flexibility dimensions. This structure resulted in six groups covering enabling as well as remedial strategies. An empirical interview study of ten customer–supplier relationships was conducted.FindingsThe interviews identified additional strategies, thereby expanding the framework. The enabling strategies with the highest median values were “have continuous contact with the customer's purchaser” and “use safety stock of raw materials/semi-finished products”. The remedial strategy with the highest median was “re-plan/re-prioritize the order backlog”. In the delivery sub-process, it was more common to apply remedial strategies for delivery lead-time than for order quantities.Research limitations/implicationsThe developed framework is a contribution to the literature on operational flexibility in and related to the OTD process. It complements existing knowledge by taking a supplier perspective.Practical implicationsSuppliers can use the framework as a tool to understand and systematically achieve better customer order flexibility in and related to the OTD process. Customers can use the framework as a checklist for supplier evaluation and supplier development.Originality/valueFew identified studies include empirical data on customer order flexibility.

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An integrative framework of supply chain flexibility

Cited by 25 publications

References 77 publications

Dynamic capabilities for the creation of logistics flexibility – a conceptual framework

Dynamic capabilities for the creation of logistics flexibility – a conceptual framework

Addressing the Challenges to Sustainable Initiatives in Value Chain Flexibility: Implications for Sustainable Development Goals

Strategies for achieving customer order flexibility – supplier perspective

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