Supply chain capabilities, risks, and resilience

Brusset, Xavier; Teller, Christoph

doi:10.1016/j.ijpe.2016.09.008

Cited by 441 publications

(399 citation statements)

References 97 publications

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“…Research suggests that resilience elements are a function of disruption intensity: frequency of occurrence and intensity of impact (Brusset and Teller, 2017;Ambulkar et al, 2015;Bode et al, 2011). Besides, Wong et al (2019) find that while supply chain resilience has stronger positive associations with both risk performance and market performance at high levels of supply-side, infrastructure, and catastrophic disruptions, its effect on financial performance is not contingent upon these forms of disruptions.…”

Section: The Moderating Role Of Operational Disruptionmentioning

confidence: 99%

“…This perspective assumes that a system's ability to effectively respond to disruptions, in terms of absorbing and recovering from impacts and repositioning itself in the face of disruptions, is determined by the system's score on IBR scales. Key IBR elements used to capture the resilience construct include firm flexibility, buffers, visibility, disruption preparedness, agility, collaboration, integration, and information sharing (see e.g., Chowdhury et al, 2019;Brusset and Teller, 2017;Birkie et al, 2017;Liu et al, 2018;Li et al, 2017).…”

Section: Literature Reviewmentioning

confidence: 99%

See 1 more Smart Citation

Operational resilience, disruption, and efficiency: Conceptual and empirical analyses

Essuman

Boso

Annan

2020

International Journal of Production Economics

106

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A B S T R A C TThis research develops the notion of operational resilience and investigates its relationship with operational efficiency under differing conditions of operational disruption. Operational resilience is conceptualized as a multi-dimensional construct, consisting of two theoretically distinct components (i.e., disruption absorption and recoverability), which are argued to have unique effects on operational efficiency under varying operational disruption conditions. The study's hypotheses are empirically tested on primary data from a sample of 259 firms in a sub-Saharan African economy. Using structural equation modeling as an analytical tool, the study finds that both disruption absorption and recoverability have positive effects on operational efficiency. Additionally, the study finds that while the effect of disruption absorption on operational efficiency is stronger under conditions of high operational disruption, the effect of recoverability on operational efficiency is stronger under conditions of low operational disruption. A major implication of these findings is that the nature of operational resilience and the disruption circumstances under which it is deployed shape its efficiency value, thus advancing knowledge on the nuances associated with how and when operational resilience influences operational efficiency.

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Section: The Moderating Role Of Operational Disruptionmentioning

confidence: 99%

Section: Literature Reviewmentioning

confidence: 99%

Operational resilience, disruption, and efficiency: Conceptual and empirical analyses

Essuman

Boso

Annan

2020

International Journal of Production Economics

106

View full text Add to dashboard Cite

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“…Although performance measurement plays a central role in deciding future action, managers do not pay much attention to routine measurement of the effectiveness of resilient actions (Brusset & Teller, ). In fact, extant research showed that the lack of effective measurement systems and measurement metrics has prevented firms from attaining significant improvement in firms' resilient actions (Rajesh, ; Roberta Pereira et al, ).…”

Section: Content Analysismentioning

confidence: 99%

“…Currently, firms need improved methods to understand the complex factors that significantly contribute to the development of resilient SCs against disruptions (Brusset & Teller, ; Carmeli et al, ). More specifically, firms need better insights into multiple aspects of SCR such as SCR strategy, measurement, drivers, hindrances and tangible knowledge on the impact of specific factors on resilience.…”

Section: Introductionmentioning

confidence: 99%

Managing supply chain resilience to pursue business and environmental strategies

et al. 2019

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Resilience has become a crucial topic in the field of strategic management as it requires companies to design resilient business models to tackle managerial and environmental disruptions of individual firms and supply chains. However, extant research still lacks deep insights into how companies design and manage supply chains according to the resilience principles. With this premise, this paper aims at conducting a state of the art review on supply chain resilience (SCR) considering 125 relevant papers collected from Scopus and Web of Science academic search engine. Starting from the results of the literature review, this study proposes a systemic framework of SCR assessment and contributes to improve the understanding of the impact of different empirically tested constructs on the development of the resilience concept. Further, the findings are summarized in several areas including barriers in developing resilience, metrics to measure the resilience performance, and effective strategies to foster the SCR. Finally, this study outlines promising future research directions for scholars and practitioners.

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“…Recently there has been growing interest in sustainable supply network design with an emphasis on addressing social, economic, and ecological effects on the business environment. In order to adjust to this constantly changing corporate environment, firms develop dynamic capabilities that lead to long-or short-term sustainable competitive advantages [16][17][18][19][20][21][22]. A number of studies in the SC sustainability literature domain have been focused on static capabilities and dynamic capabilities [16,[21][22][23][24][25][26][27].…”

Section: Literature Reviewmentioning

confidence: 99%

Integrated Supply Network Maturity Model: Water Scarcity Perspective

2018

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Today's supply chains (SCs) are more than ever prone to disruptions caused by natural and man-made events with water scarcity identified as one of the highest impact events among these. Leading businesses, understanding that natural resource scarcity (NRS) has become a critical supply chain risk factor, extensively incorporate sustainable water management programmes into their corporate social responsibility and environmental management agenda. The question of how industries can efficiently evaluate the progress of these water scarcity mitigation practices, however, remains open. In order to address this question, the present study proposes a conceptual maturity model. The model is rooted in strategies for water scarcity mitigation using a framework developed by Yatskovskaya and Srai and develops an extensive literature review of recent publications on maturity frameworks in the fields of sustainability and operations management. In order to test the proposed proposed, model an exploratory case study with a leading pharmaceutical company was conducted. The proposed maturity model presents an evaluation tool that allows systematic assessment and visualisation of organisational routines and practices relevant to sustainable manufacturing in the context of water scarcity. This model was designed to help illustrate mitigation capabilities evolution over time, where future state desired capabilities were considered through alternative supply network (SN) configurations, network structure, process flow, product architecture, and supply partnerships.

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Supply chain capabilities, risks, and resilience

Cited by 441 publications

References 97 publications

Operational resilience, disruption, and efficiency: Conceptual and empirical analyses

Operational resilience, disruption, and efficiency: Conceptual and empirical analyses

Managing supply chain resilience to pursue business and environmental strategies

Integrated Supply Network Maturity Model: Water Scarcity Perspective

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