Supply chain resilience: a benchmarking model for vulnerability and capability assessment in the automotive industry

Abstract

PurposeThe purpose of this study is to evaluate two supply chain resilience key elements of vulnerability and capability in the automotive industry.Design/methodology/approachWe propose a fuzzy approach for statistical hypothesis testing and analyze two research hypotheses by synthesizing the results of a questionnaire given to 44 companies in the Iranian automotive industry.FindingsThe results indicate that the automotive industry in Iran should: (1) resist five elements of vulnerability, i.e. “external pressures,” “sensitivity,” “connectivity,” “supplier/customer disruptions,” and “resource limits,” and (2) embrace nine elements of capability, i.e. “flexibility in order fulfillment,” “capacity,” “efficiency,” “visibility,” “adaptability,” “recovery,” “dispersion,” “organization,” “market position” and “security” to achieve greater resiliency elasticity in the supply chain.Originality/valueThis is the first study on the supply chain resilience vulnerabilities and capabilities in the Iranian automotive industry.

The case of sales in the automotive industry during the COVID‐19 pandemic

“…It is essential to investigate this issue as adaptability is at the core of agile (Conboy, 2009; Holweg, 2005). It is pressing to examine this issue now as agility is arguably more important for businesses' survival than ever given the unprecedented pace and magnitude of change (Buzzao & Rizzi, 2020; Kaviani, Tavana, Kowsari, & Rezapour, 2020; Teece, 2020). The current external dynamic provides an unparalleled opportunity to explore the concept of agile in the strategy context further.…”

Performance of women in MSMEs during pandemic COVID 19 in India. Strategies for Developing Handicraft sector with Artisan as Entrepreneur

“…Choubey 33 (1978) has done the work in his paper Titled "Problem and Prospect of weavers in Bihar" that what are the major problem of weavers. Khurana, S.et al (2021) 23 . "Now is the time to press the reset button: Helping India's MSMEs companies to become more resilient and effective in overcoming the impacts of COVID-19, climate changes and other crises the financial crisis upper given topic by Venkata, in his paper titled 'Indian cooperative review'.…”

“…Even A large number of MSMEs are closed or operating with reduced workforce. Resumption of the handicraft industry as part of MSMEs may require a social and leadership support specially women support for developing post-COVID resilience in their business process (Khurana et al, 2021) 23 . The restarting of business operations globally during and post pandemic will require improvements and shared responsibility of all stakeholders to build more resilient supply chains which have innovation and sustainability at their core.…”

Analysis of Typical “Assembly-Components” Relationship Models in the Automobile Industry Chain

“…As of now, it is generally believed that the most common internal risks faced by the automobile industry chain are delayed delivery by related companies and parts supply issues [2], while its most common external risks include force majeure, government regulation changes, linkage mode, supply disruption and resource constraints etc. [3] After understanding the risks face by the autom 1 obile industry chain, we can take a look at the development of "assembly-components" relationship as a vital link in the automobile industry chain. The development process of "assembly-components" relationship in the automobile industry chain can be roughly divided into three stages: The first stage happened in the global great development of automobile Industry from 1950s to 1970s and is represented by the vertical integration model in which vehicle manufacturers continue to extend their businesses to component manufacturers in order to reduce R&D costs, and component manufacturers also begin to actively rely on vehicle manufacturers in order to obtain stable orders, resulting in both sides gaining higher profit margins [4]; the second stage is represented by the traditional market competition model in which vehicle manufacturers try every means to transfer market pressure to component manufacturers, including forcing further price cuts by selecting two or three suppliers to supply the same component, and this method may eventually lead to varying degrees of supply problems [5]; the third stage is represented by the cooperation-based subcontracting model in which vehicle manufacturers and parts manufacturers are more independent from each other due to higher degree of specialization and division of labor.…”