Capacity Scalability in Robust Design of Supply Flow Subject to Disruptions

Nejad, Alireza Ebrahim; Kuzgunkaya, Onur

doi:10.1016/j.procir.2014.01.125

Cited by 3 publications

(2 citation statements)

References 8 publications

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“…Their study also assists managers’ strategic decisions regarding foreign market entries. In a similar vein Nejad and Kuzgunkaya (2014) devolved a strategic decision-making model for supply chain resilience, incorporating strategic stock and reconfigurable back-up suppliers in disruptions due to terrorism. Das and Lashkari (2015) formulated a model-based strategic decision-making approach to create risk readiness and resilience in the face of terrorism-related and other risks to supply chain operations.…”

Section: Results and Framework Developmentmentioning

confidence: 99%

Strategies and effective decision-making against terrorism affecting supply chain risk management and security

Khan

Akhtar

Merali

2018

IMDS

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Purpose The purpose of this paper is to investigate the knowledge gaps in the published research on terrorism-related risk in supply chains, and to develop a framework of strategies and effective decision-making to enable practitioners to address terrorism-related risks in supply chain risk management (SCRM) and security. Design/methodology/approach The study adopts a novel combination of triangulated methods comprising a systematic literature review (SLR), text mining and network analysis. These methods have not been jointly utilized in past studies, and the approach constitutes a rigorous methodology that cross-validates results and ensures the reliability and validity of qualitative data. Findings The study reveals a number of key themes in the field of SCRM and security linked with terrorism. The authors identify relevant mitigation strategies and practices for effective strategic decision making. This subsequently leads us to develop a strategic framework of strategies and effective decision-making practices to address terrorism-related risk, affecting SCRM and security. The authors also identify key knowledge gaps in the literature and explore the main contributions by disciplines (e.g. business schools, engineering and maritime institutions) and countries. Practical implications The authors provide a strategic framework of strategies and effective decision-making practices that managers can use to minimize terrorism-related risk in the context of SCRM and security. Originality/value This paper introduces a novel methodological combination for improving the quality of SLRs. It uses the approach to systematically review the strategies and effective decision-making practices interlinked with terrorism risk, affecting SCRM and security. It identifies significant knowledge gaps and defines directions for future research.

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Section: Results and Framework Developmentmentioning

confidence: 99%

Strategies and effective decision-making against terrorism affecting supply chain risk management and security

Khan

Akhtar

Merali

2018

IMDS

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“…The slack resource mechanism of low enforcement policies (see Galbraith, 1977) also applies to the moderating impact of capacity scalability on MDS instability. Per Nejad and Kuzgunkaya (2014), higher strategic stock levels and scalable capacity improve when decision-makers are more risk-averse or when the probability of disruption increases. Adjusting capacity more often with fewer ramp-up delays enhances system performance in environments of volatile demand (Kim and Duffie, 2004).…”

Section: Discussionmentioning

confidence: 99%

Untangling the complexity generating material delivery “schedule instability”: insights from automotive OEMs

Shurrab

Jönsson

2022

IJOPM

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PurposeChanges frequently made to material delivery schedules (MDSs) accumulate upstream in the supply chain (SC), causing a bullwhip effect. This article seeks to elucidate how dynamic complexity generates MDS instability at OEMs in the automotive industry.Design/methodology/approachAn exploratory multiple-case study methodology involved in-depth semistructured interviews with informants at three automotive original equipment manufacturers (OEMs).FindingsDynamic complexity destabilizes MDSs primarily via internal horizontal interactions between product and process complexities and demand and SC complexities. A network of complexity interactions causes and moderates such instability through complexity absorption and generation and complexity importation and exportation.Research limitations/implicationsThe multiple-case study contributes to empirical knowledge about the dynamics of MDS instability. Deductive research to validate the identified relationships remains for Future research.Practical implicationsIn revealing antecedents of complexity’s effect on MDS instability, the findings imply the need to develop strategies, programs, and policies dedicated to improving capacity scalability, supplier flexibility, and the flexibility of material order fulfillment.Originality/valueBuilding on complexity literature, the authors operationalize complexity transfer and develop a framework for analyzing dynamic complexity in SCs, focusing on complexity interactions. The identification and categorization of interactions provide a granular view of the dynamic complexity that generates MDS instability. The identified and proposed importance of readiness of the SC to absorb complexity challenges the literature focus on external factors for explaining complexity outcomes. The results can be used to operationalize such dynamic interactions by introducing new variables and networks of relationships. Moreover, the work showcases how a complexity perspective could be used to discern the root causes of a complex phenomenon driven by non-linear relationships.

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