Supply chain risk management research agenda

Bak, Ozlem

doi:10.1108/bpmj-02-2017-0021

Cited by 47 publications

(17 citation statements)

References 130 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Since supply chains have become increasingly complex, managing supply chain risk has become progressively vital [20]. Many senior supply chain executives classify supply chain risk as one of the biggest challenges currently, despite the majority having risk monitoring processes [21].…”

Section: Theoretical Backgroundmentioning

confidence: 99%

Which Strategies and Corresponding Competences Are Needed to Improve Supply Chain Resilience: A COVID-19 Based Review

et al. 2022

View full text Add to dashboard Cite

Background: During the COVID-19 pandemic, it became evident that supply chains were not as resilient as they should be. To cope with future disruptions or epidemic outbreaks, supply chain resilience should be improved based on lessons learnt from the impacts of COVID-19 to improve supply chain resilience and facilitate the corresponding competences and skills to implement strategic changes. Method: Applying the dynamic managerial capabilities theory lens, an integrative review is conducted focused on (1) the multiple impacts of COVID-19 on the supply chain resilience, (2) multiple strategies to enhance supply chain resilience, and (3) competences needed to implement the strategic changes successfully. Result: During COVID-19, supply chains could not handle supply and demand shocks, which led to a disrupted state of supply chains. To reduce the impacts of the subsequent disruptions, companies should implement specific strategic changes and increase complementary skills and competences levels. A proposed framework indicates which skills and competences need to be developed to implement a strategic change. Conclusion: Companies must shift their focus from (cost) efficiency to creating more resilient supply chains. Additionally, purchasing professionals should develop their skills and competences accordingly to cope with future disruptions.

show abstract

Section: Theoretical Backgroundmentioning

confidence: 99%

Which Strategies and Corresponding Competences Are Needed to Improve Supply Chain Resilience: A COVID-19 Based Review

et al. 2022

View full text Add to dashboard Cite

show abstract

“…Even though papers dealing with SCD are less often than SCRES, SCD definition and categorization have already been thematized in various SCRM papers as a sub-construct (e.g. Bak, 2018; Colicchia and Strozzi, 2012; Ho et al ., 2015; Kochan and Nowicki, 2018). In contrast, SCRES is emerging as an independent topic dealing with its own frameworks and constructs (e.g.…”

Section: Descriptive Analysismentioning

confidence: 99%

Dynamic capabilities for supply chain resilience: a meta-review

Stadtfeld,

Gruchmann

2023

IJLM

View full text Add to dashboard Cite

PurposeThe research on supply chain resilience (SCRES) has gained momentum after organizations have experienced more frequent and severe disruptions, especially with COVID-19 and the Russia/Ukraine conflict. Due to its potential for new practices and capability building, SCRES requires dynamic capabilities (DC) to enable an organization to prepare for, counter, and recuperate from disruptions leading to performance improvements and competitive advantage.Design/methodology/approachThe present literature study seeks to enrich the theoretical debate on DC in SCRES, contributing to an advanced understanding of SCRES. Therefore, a meta-review of 83 peer-reviewed literature reviews has been conducted. Based on qualitative content analysis and abductive reasoning, relevant constructs are synthesized to facilitate theory-building for SCRES DC into a comprehensive framework.FindingsThe analysis reveals that SCRES has developed into an independent research area. Thus, resilience capabilities must be considered bundles of practices, evolving from different areas beyond supply chain risk management (SCRM). Most recent literature reviews on SCRES address more than one practice bundle applying SCRES DC as antecedents of new DC when organizational structures become more mature, leading to path dependencies when building business capabilities.Originality/valueAggregating extant literature on SCRES into a theoretical framework, the study contributes to a better understanding of the relationships between DC and SCRES practices while offering potential avenues for future research. It enriches DC theory by extending its microfoundations towards a holding/buffering dimension, which particularly accounts for the stability-based view of SCRES.

show abstract

“…Our synthesis of the relevant literature enables us to identify a plethora of supply chain risks except for one particular aspect, namely the risk of knowledge loss in the focal firm's SCM function. This critical risk is even overlooked in the studies involving a comprehensive literature review on SCRM and establishing future research directions (Aloini et al , 2012; Bak, 2018; Fan and Stevenson, 2018; Ghadge et al , 2012; Heckmann et al , 2015; Nakano and Lau, 2020; Shekarian and Parast, 2020; Tang and Musa, 2011).…”

Section: Introductionmentioning

confidence: 99%

Incorporating the risk of knowledge loss in supply chain risk management

Daghfous

Qazi

Khan

2021

IJLM

View full text Add to dashboard Cite

PurposeThe literature on supply chain risk management (SCRM) has investigated a multitude of supply chain risks. This paper aims to make a case for the importance of managing the risk of knowledge loss in the supply chain management (SCM) function and incorporating knowledge loss as a critical risk within the SCRM process.Design/methodology/approachThis paper adopts a knowledge-based view of the SCRM process and attempts to bring to light insights based on a synthesis of the relevant literature. The authors conducted a systematic literature review of peer-reviewed articles published between 1998 and 2019. Further, a case study was conducted to illustrate the significance of the risk of knowledge loss in the SCM function in terms of how it operates and why it has such a significant impact on performance.FindingsKnowledge loss is a relatively neglected type of supply chain risk that can be added to the existing typologies. This paper argues that knowledge loss in the SCM function has the propensity to significantly impact the performance of the focal firm, exacerbate other types of supply chain risk and impede risk mitigation efforts. We put forth several strategies that supply chain managers can adopt to mitigate the risk of knowledge loss in their function.Research limitations/implicationsThis paper generates an exploratory opening that could pave the way for a systematic theory of knowledge loss as a supply chain risk and future empirical research. The study culminates in a number of important insights and initiatives for supply chain managers to recognize and manage the risk of knowledge loss.Originality/valueThis paper argues for the importance of incorporating the risk of knowledge loss in SCRM research and practice. It also provides an examination of some promising angles for future research in SCRM from a knowledge-based perspective.

show abstract

Supply chain risk management research agenda

Cited by 47 publications

References 130 publications

Which Strategies and Corresponding Competences Are Needed to Improve Supply Chain Resilience: A COVID-19 Based Review

Which Strategies and Corresponding Competences Are Needed to Improve Supply Chain Resilience: A COVID-19 Based Review

Dynamic capabilities for supply chain resilience: a meta-review

Incorporating the risk of knowledge loss in supply chain risk management

Contact Info

Product

Resources

About