What are the mechanisms through which inter-organizational relationships contribute to supply chain resilience?

Abstract

PurposeOur study advances theory in supply chain resilience (SCRes) by identifying and describing the mechanisms through which interorganizational relationships (IORs) contribute to SCRes.Design/methodology/approachWe employ a multi-method conceptual development design combining structured and narrative review of the literature, supported by illustrative case studies. A four-stage refinement process was used for data reduction, and analysis was informed by complex adaptive systems (CAS) theory.FindingsOur findings identify connectivity, collectivity and scalability as key mechanisms through which relationships between organizations contribute to SCRes. These mechanisms draw on IOR elements of information sharing, decision synchronization and incentive alignment to augment self-organization and emergence, and adaptation and coevolution via modifying/advancing resilience strategies and practices.Originality/valueOur study advances theory and practice of SCRes by expounding on how connectivity, collectivity and scalability act as mechanisms that drive and diffuse the contribution of resilient strategies/practices to resilience capability. This is significant for strategic alignment between IORs and SCRes.

Service supply chain resilience: a social-ecological perspective on last-mile delivery operations

“…One further important finding in this respect is that those changes were not just by the LMD companies themselves, but occurred because of the collaborations and interactions with and among their social and ecological partners; for example, suppliers (vehicle manufacturers (Case#1)); agencies (Case#1,2,5); IT suppliers (Case#2,4,6,8); customers (Case#1,3,8,9); government (Case #4,9); local authorities (fire) (Case#3); and competitors or peer companies (Case#7,8). This represents a true intertwining and co-evolving with one another (Lade et al, 2020), and is consistent with the mainstream of resilience research that described how interpersonal relationships (Fan et al, 2020), inter-organizational relationships (Fayezi and Ghaderi, 2022) and collaboration (Scala and Lindsay, 2021) have strong associations with resilience.…”

Buyer–supplier collaborative cost sharing and the performance of fresh agricultural produce cold chains: a retailer fairness concern perspective

“…Incentive alignment between the buyer and supplier is a key mechanism for achieving supply chain resilience (Fayezi and Ghaderi, 2021). As we have discussed in the previous section, when co-operative and retailer share the cost of cold chain facilities and A&M with each other, they can achieve Pareto improvement of the performance of the FAP-SC.…”

Guest Editorial: A purchasing and supply management view of supply resilience for better crisis response

“…It is noteworthy that although we scrutinized the SCR literature since COVID-19, we want to emphasize that this does not mean that SCM scholars have neglected SR in their research. Among these 1904 papers, only a few discuss resilience capabilities in organizations and supply chain networks in general, without referring to specific sub-dimensions of such capabilities and SR (recent examples include, but are not limited to, Dittfeld et al, 2022 ; Fayezi and Ghaderi, 2021 ; Gebhardt et al, 2022 ; Modgil et al, 2021 ; Munir et al, 2022 ; van den Adel et al, 2021 ). In contrast, several other papers mention SR as part of SCR.…”