Managing extended supply chains

Choi, Thomas Y.; Narayanan, Sriram; Novak, David C.; Olhager, Jan; Sheu, Jiuh‐Biing; Wiengarten, Frank

doi:10.1111/jbl.12276

Cited by 44 publications

(23 citation statements)

References 27 publications

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“…, 2022). But local SCs cannot take advantage of the market benefits of the globalized world, such as a diverse sourcing base (Choi et al. , 2021) or lower costs, which puts companies under high pressure to use their capacities efficiently in order to remain competitive (Shih, 2020).…”

Section: Discussionmentioning

confidence: 99%

“…However, there are risks associated with integration. A balance between domestic production and global trade will be critical for reducing uncertainty in the future and thus creating resilient supply networks (Choi et al. , 2021).…”

Section: Discussionmentioning

confidence: 99%

“…In addition, local SCs are easier to manage, and dependencies on China or other countries are reduced (van Hoek and Dobrzykowski, 2021;Sauer et al, 2022). But local SCs cannot take advantage of the market benefits of the globalized world, such as a diverse sourcing base (Choi et al, 2021) or lower costs, which puts companies under high pressure to use their capacities efficiently in order to remain competitive (Shih, 2020). Radical changes to the SC are complicated and come with major challenges (Sodhi and Tang, 2021) as it impacts suppliers, IJOPM 42,8 third-party service providers, and customers (Zinn and Goldsby, 2020).…”

Section: Response Measures Resilience Building and Restoring Operationsmentioning

confidence: 99%

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Comparing regions globally: impacts of COVID-19 on supply chains – a Delphi study

Seuring

Brandenburg

Sauer

et al. 2022

IJOPM

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PurposeThe COVID-19 pandemic has challenged supply chains (SCs) around the globe unprecedentedly. This study aims to gain insights on the impacts of the pandemic on SCs and their management under consideration of different regional contexts on a global scale.Design/methodology/approachA Delphi study collects the expertise of global SC academics on the SC vulnerabilities and the measures for responding to disruptions, improving resilience, and restoring operations. Data from three polls are systematically analyzed by content, frequency, and cluster analysis.FindingsThe study identifies and ranks ten major issues related to SC vulnerabilities and management strategies for specific SC processes and geographical regions. Detected differences among the considered geographical regions point towards particular challenges and call for specific measures to integrate regional contingencies into SC management. In a regional comparison, China and Iran as well as Africa clearly stand out, but also Europe/North America, India/Pakistan, and Brazil show geographical particularities.Research limitations/implicationsThe responses are collected against the COVID-19 pandemic, while the findings show differences among the regions thereby arguing for taking regional contingencies into account in managing SCs.Practical implicationsSC resilience is a core aim, which was emphasized by the COVID-19 pandemic. The findings provide insights and challenges that managers would have to meet in the different regions covered.Originality/valueThis paper contributes to existing knowledge on SC risks and SC resilience in context to extreme situations. Given that events, such as the COVID-19 pandemic, will become more frequent in the future due to climate change and geopolitical tensions, insights into how to manage SCs under extreme conditions and into regional differences are crucial.

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Section: Discussionmentioning

confidence: 99%

Section: Discussionmentioning

confidence: 99%

Section: Response Measures Resilience Building and Restoring Operationsmentioning

confidence: 99%

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Comparing regions globally: impacts of COVID-19 on supply chains – a Delphi study

Seuring

Brandenburg

Sauer

et al. 2022

IJOPM

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“…This vital aspect of how transport is embedded in supply networks relates to Hesse and Rodrigue's (2004) notion that transport should not (only) be regarded as a derived demand but as an integrated demand. In addition, Choi et al. (2021, p. 201) found that part “of the complexity associated with supply chains is that buying firms do not necessarily know with certainty from where a supplier (first-tier or further upstream) is sourcing or sending the material”.…”

Section: Transport As Part Of Supply Networkmentioning

confidence: 99%

Transport in supply networks

Eriksson

Dubois

Hulthén

2022

IJLM

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PurposeThe purpose of the paper is to analyse how transport activities are embedded in supply chains and networks.Design/methodology/approachThe paper is empirically grounded in a single case study that describes and analyses a supply chain of a particular product, Geocloth, focussing on how transport activities are organised in the supply network.FindingsThe paper concludes that transport activities are embedded in two related settings – the supply chain setting and the transport network setting – with implications for how adjustments can be made to increase transport performance. Furthermore, the paper shows how transport performance can be analysed as a function of how business relationships are connected vertically (i.e. how transport activities are sequentially connected within supply chains) and horizontally (i.e. how transport activities are connected across supply chains with regard to joint resource use).Originality/valueThe paper contributes to the understanding of how transport is integrated in supply networks by focussing on the connections between business relationships in supply chains and by pointing to how transport activities are embedded both in supply chain settings and in transport network settings.

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“…We are seeing this shift reflected in JBL submissions as well. The JBL articles published in 2021 reflect an evolving direction for L&SCM-one that focuses on strategic investments in technology (Dong & Franklin, 2021;Durach et al 2021;Kurpjuweit et al 2021;Sternberg et al 2021), the significance of managing a complex and changing global landscape (Choi et al 2021;Novak et al 2021;Wiedmer & Griffis, 2021;Wieland & Durach, 2021) and a shifting role of expectations and skill sets for L&SCM managers (Ellram & Tate, 2021;Falcone et al 2021). The current issue also reflects research that emphasizes the strategic nature of L&SCM and the value creation that comes as a result, as we highlight below.…”

mentioning

confidence: 97%