Does digitalising the supply chain contribute to its resilience?

Zouari, Dorsaf; Ruel, Salomée; Viale, Laurence

doi:10.1108/ijpdlm-01-2020-0038

Cited by 195 publications

(179 citation statements)

References 78 publications

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“…Industry would also benefit from considering these measurements scales as diagnostic tools and pathways in designing viability into SCs. In addition, we believe that both industry and academia are likely to benefit from new research on how SCV is related to other concepts such as SC digitalization (Blackhurst et al 2021 ; Ivanov et al 2020a , b ; Zouari et al 2021 ). To do so, the new clearly defined constructs and robust measurement scales of SCV will assist these future investigations.…”

Section: Resultsmentioning

confidence: 98%

Supply chain viability: conceptualization, measurement, and nomological validation

et al. 2021

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Supply chain viability (SCV) is an emerging concept of growing importance in operations management. This paper aims to conceptualize, develop, and validate a measurement scale for SCV. SCV is first defined and operationalized as a construct, followed by content validation and item measure development. Data have been collected through three independent samplings comprising a total of 558 respondents. Both exploratory and confirmatory factor analyses are used in a step-wise manner for scale development. Reliability and validity are evaluated. A nomological model is theorized and tested to evaluate nomological validity. For the first time, our study frames SCV as a novel and distinct construct. The findings show that SCV is a hierarchical and multidimensional construct, reflected in organizational structures, organizational resources, dynamic design capabilities, and operational aspects. The findings reveal that a central characteristic of SCV is the dynamic reconfiguration of SC structures in an adaptive manner to ensure survival in the long-term perspective. This research conceptualizes and provides specific, validated dimensions and item measures for SCV. Practitioner directed guidance and suggestions are offered for improving SCV during the COVID-19 pandemic and future severe disruptions.

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Section: Resultsmentioning

confidence: 98%

Supply chain viability: conceptualization, measurement, and nomological validation

et al. 2021

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“…Supply chains are expected to regain their original configuration soon after any natural disaster (such as earthquakes, floods, hurricanes, tsunamis and diseases), accidents or intentional disruptions (such as strike action, acts of terrorism or sabotage) [6]. The ability to anticipate and prepare for such disruptions seems fundamental to succeed in this endeavor [7]. Some of the suggested strategies for achieving this are to increase FSC resilience by shortening the supply chain [8] and the use of digital technologies [9].…”

Section: Introductionmentioning

confidence: 99%

Resilience and Digitalization in Short Food Supply Chains: A Case Study Approach

et al. 2021

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The interest in short food supply chains (SFSCs) has grown significantly in the last decade, notably in respect of their potential role to achieve more sustainable food chains. However, a major barrier to achieving sustainable supply chains is the uncertainty associated with supply chain activities. Therefore, this paper aims to explore the different resilience capabilities that SFSCs possess and the potential role of digital technologies as enablers of SFSCs’ resilience. Using a case study research approach, semi-structured interviews were conducted in two SFSCs in Mexico. Collected data were analyzed using thematic analysis. Findings suggest that SFSCs possess the supply chain resilience (SC resilience) capabilities investigated here, namely flexibility, redundancy, collaboration, visibility and agility. A key finding is the importance of low-cost digital technologies (including freeware and social media) that can support flexibility, collaboration, visibility and agility. These findings raise important implications for SFSCs actors exploring opportunities to improve their collective resilience. This study expands the current literature by proposing a conceptual framework that summarizes a wide variety of strategies that support SC resilience capabilities in the context of SFSCs.

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“…One practical way of implementing coordination is designing and using end-to-end supply chain visibility with the help of digital technologies such as artificial intelligence, blockchain, and supplier collaboration platforms (Brintrup et al 2020 ; Dubey et al 2021 ; Ivanov & Dolgui, 2020a ; Ivanov et al 2019 , 2021 ; Nguyen et al 2021 ; Sheng et al 2021 ; Wamba & Queiroz, 2020 ; Winkelhaus & Grosse, 2020 ; Zouari et al 2021 ). End-to-end visibility can ensure early disruption recognition, data transparency, and prediction of possible scenarios along with collaborative decision-making support.…”

Section: Theoretical and Managerial Insightsmentioning

confidence: 99%

Exiting the COVID-19 pandemic: after-shock risks and avoidance of disruption tails in supply chains

Ivanov

2021

Ann Oper Res

124

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Entering the COVID-19 pandemic wreaked havoc on supply chains. Reacting to the pandemic and adaptation in the “new normal” have been challenging tasks. Exiting the pandemic can lead to some after-shock effects such as “disruption tails.” While the research community has undertaken considerable efforts to predict the pandemic’s impacts and examine supply chain adaptive behaviors during the pandemic, little is known about supply chain management in the course of pandemic elimination and post-disruption recovery. If capacity and inventory management are unaware of the after-shock risks, this can result in highly destabilized production–inventory dynamics and decreased performance in the post-disruption period causing product deficits in the markets and high inventory costs in the supply chains. In this paper, we use a discrete-event simulation model to investigate some exit strategies for a supply chain in the context of the COVID-19 pandemic. Our model can inform managers about the existence and risk of disruption tails in their supply chains and guide the selection of post-pandemic recovery strategies. Our results show that supply chains with postponed demand and shutdown capacity during the COVID-19 pandemic are particularly prone to disruption tails. We then developed and examined two strategies to avoid these disruption tails. First, we observed a conjunction of recovery and supply chain coordination which mitigates the impact of disruption tails by demand smoothing over time in the post-disruption period. Second, we found a gradual capacity ramp-up prior to expected peaks of postponed demand to be an effective strategy for disruption tail control.

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Does digitalising the supply chain contribute to its resilience?

Cited by 195 publications

References 78 publications

Supply chain viability: conceptualization, measurement, and nomological validation

Supply chain viability: conceptualization, measurement, and nomological validation

Resilience and Digitalization in Short Food Supply Chains: A Case Study Approach

Exiting the COVID-19 pandemic: after-shock risks and avoidance of disruption tails in supply chains

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