Design resilience in the fuzzy front end (FFE) context: an empirical examination

Alblas, A.A.; Jayaram, Jayanth

doi:10.1080/00207543.2014.899718

Cited by 25 publications

(17 citation statements)

References 55 publications

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“…For example, resilience can be related to surviving or adapting to: disruptions (Bell, 2002;Horne III & Orr, 1998;Lengnick-Hall et al, 2011;, disasters or catastrophic events ; (Alblas & Jayaram, 2015); challenging conditions (Sutcliffe & Vogus, 2003;Vogus & Sutcliffe, 2007); disturbances (Hollnagel, 2010;Mamouni Limnios et al, 2014;Tillement et al, 2009); threats Dewald & Bowen, 2010) or changes (Fiksel, 2006;Mafabi et al, 2015;. However, some authors consider that these changes can also be opportunities (Ates & Bititci, 2011;Bhamidipaty et al, 2007;Dewald & Bowen, 2010), and resilient organizations take advantage of these opportunities.…”

Section: Open Issues In Resilience Conceptualizationmentioning

confidence: 99%

What we know and do not know about organizational resilience

Ruiz-Martín

López-Paredes

Wainer

2018

Int. J. Prod. Manag. Eng.

139

124

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We present a literature review about organizational resilience, with the goal of identifying how organizational resilience is conceptualized and assessed. The two research questions that drive the review are: (1) how is organizational resilience conceptualized? and (2) how is organizational resilience assessed? We answer the first question by analyzing organizational resilience definitions and the attributes or characteristics that contribute to develop resilient organizations. We answer the second question by reviewing articles that focus on tools or methods to measure organizational resilience. Although there are three different ways to define organizational resilience, we found common ideas in the definitions. We also found that organizational resilience is considered a property, ability or capability that can be improved over time. However, we did not find consensus about the elements that contribute to improving the level of organizational resilience and how to assess it. Based on the results of the review, we propose a conceptualization of organizational resilience that integrates the three views found in the literature. We also propose a four-level Maturity Model for Organizational Resilience -MMOR. Using this model, the organization can be in one of the following levels based on its ability and capacity to handle disruptive events: fragile, robust, resilient or antifragile.

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Section: Open Issues In Resilience Conceptualizationmentioning

confidence: 99%

What we know and do not know about organizational resilience

Ruiz-Martín

López-Paredes

Wainer

2018

Int. J. Prod. Manag. Eng.

139

124

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“…In a systematic literature review, Pereira et al (2014) identified the need to analyse trade-o↵s occurring between intra-organisational issues, such as internal communication, inventory, product flexibility and information technology, and inter-organisational issues, such as strategic sourcing, supply chain design and re-engineering, transportation and risk monitoring to improve supply chain resilience. Using case studies, Alblas and Jayaram (2015) identified di↵erent types of flexibility and design resilience measures that help in clustering practices and in planning resilient organisations. However, quantitative approaches to assess di↵erent resilience strategies are limited.…”

Section: Supply Chain Resilience and Dynamicsmentioning

confidence: 99%

The value of nonlinear control theory in investigating the underlying dynamics and resilience of a grocery supply chain

Spiegler

Potter

Naim

et al. 2015

International Journal of Production Research

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In an empirical context, a method to use nonlinear control theory in the dynamic analysis of supply chain resilience is developed and tested. The method utilises block diagram development, transfer function formulation, describing function representation of nonlinearities and simulation. Using both 'shock' or step response and 'filter' or frequency response lenses, a system dynamics model is created to analyse the resilience performance of a distribution centre replenishment system at a large grocery retailer. Potential risks for the retailer's resilience performance include the possibility of a mismatch between supply and demand, as well as serving the store ine ciently and causing on-shelf stockouts. Thus, resilience is determined by investigating the dynamic behaviour of stock and shipment responses. The method allows insights into the nonlinear system control structures that would not be evident using simulation alone, including a better understanding of the influence of control parameters on dynamic behaviour, the identification of inventory o↵sets potentially leading to 'drift', the impact of nonlinearities on supply chain performance and the minimisation of simulation experiments.

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“…However, at a broader level, modularity has been touted as a key enabler for many strategic programmes. These programmes include design of product architecture, platform-based product development (Alblas and Jayaram 2014;Vickery et al 2015Vickery et al , 2016, supply chain integration (Lau et al 2010), closed loop supply chains (Chang and Yeh 2013); agility (Jacobs et al 2011;Alblas and Jayaram 2014), risk mitigation (Gualandris and Kalchschmidt 2013;Xue et al 2013) and sustainability (Dubey, Gunasekaran, and Chakrabarty 2015) to name a few.…”

Section: Introductionmentioning

confidence: 99%