Assessing the extended impacts of supply chain disruptions on firms: An empirical study

Establishing a frame of reference for measuring disaster resilience

“…The study of supply chain resilience tends to focus on the ability of firms and supply chains to return to normal operations following a disruptive event [19][20][21][22], and it also often involves defining indicators, in order to either qualitatively or quantitatively characterize a firm's capacity for such resilience [23][24][25][26].…”

Decision-making framework for a resilient sustainable production system during COVID-19: An evidence-based research

“…Resilience has been broken down into various components. Flexibility and robustness have been the most commonly used components of resilience ( Carvalho et al, 2014 , Heinicke, 2014a , Heinicke, 2014b , Heinicke, 2016 , Thomas et al, 2015 , Pęciłło, 2016 , Dolgui et al, 2018 , Baghersad and Zobel, 2020 ). Robustness reflects the production system capability to withstand disruptions, i.e., its resistance to changes, while flexibility reflects the capability to smooth interaction to disruptions while controlling cost ( Ivanov et al 2014 ; Mohammed 2020).…”

Covid-19 attacks the body of purchasing and supply management: A medical check of the immune system

“… Hendricks and Singhal (2003 , 2005a , 2005b) found that supply disruptions have severe effects on several dimensions of performance and that businesses do not quickly recover from negative economic consequences. Their call for more research on the prediction and prevention of supply disruptions ( Hendricks and Singhal, 2005b ) has been, in part, addressed recently with enhanced measures to analyze the effects of different supply risks on performance (e.g., Baghersad and Zobel, 2020 ; Ambulkar et al, 2015 ), evidence on how disruptions affect supply network actors and their relations ( Kim et al, 2015 ), and development of decision-making models for investments for greater flexibility and agility in response to disruptions ( Shekarian et al, 2020 ). Christopher and Peck (2004) put forward propositions for fortifying the resilience that aligned with research findings on activities that help mitigate risk events (e.g., Rice and Caniato, 2003 ; Revilla and Saénz, 2014 ).…”