Resilience in global supply chains: analysis of responses, recovery actions and strategic changes triggered by major disruptions

被引:29
作者
Holgado, Maria [1 ]
Niess, Alexander [1 ]
机构
[1] Univ Sussex, Dept Management, Brighton, England
关键词
Resilience; Global supply chain; Supply chain risk; Supply chain disruption; Supply chain competitive advantage; Supply chain network; Supply chain strategy; RISK-MANAGEMENT; PERFORMANCE; OPERATIONS; COVID-19; AGILITY; PERSPECTIVES; CAPABILITIES; FLEXIBILITY; ANTECEDENTS; REVOLUTIONS;
D O I
10.1108/SCM-01-2023-0020
中图分类号
F [经济];
学科分类号
02 ;
摘要
PurposeAre major and frequent disruptions transforming global supply chains? This study aims to investigate how multinational companies (MNCs) are responding to the phenomenon of accumulated major disruptions in recent years and plausible new paradigm of unstable conditions and environmental uncertainty from a supply chain resilience (SCRES) perspective. Design/methodology/approachFollowing an inductive interpretivist approach based on interpretive phenomenology, this study gathers insights from ten MNCs supply chain managers and international consultants who participated as key informants via semi-structured interviews, sharing their experience of the phenomenon. Additionally, secondary sources such as press releases, media articles and industry reports were used for data collection. FindingsFindings include five categories of recovery actions, i.e. levelling, rationing, buffering, bridging and boundary redefining, key strategic changes in competitive priorities, internal organisation and coordination structures, and a hierarchy between SCRES characteristics, integrated in an empirically derived conceptual framework connecting these constructs. This contributes to middle-range theories within SCRES body of knowledge. The authors also identify a set of areas for future SCRES research. Practical implicationsFindings can support MNCs' supply chain professionals in designing and managing resilient global supply chains, based on learnings from the recent highly disruptive environment, particularly, regarding recovery actions and resilience-building strategic changes contributing to agility and robustness in global supply chains. Originality/valueNon-positivist interpretive and inductive works are scarce in SCRES research. By adopting this novel approach for this field, the authors broadened the categorisation of responses used in previous works and identified prominent strategic changes and SCRES characteristics and relations among constructs, thus bringing conceptual clarity to SCRES research within the context of the study.
引用
收藏
页码:1040 / 1059
页数:20
相关论文
共 116 条
[1]   Supply chain resilience: a dynamic and multidimensional approach [J].
Adobor, Henry ;
McMullen, Ronald S. .
INTERNATIONAL JOURNAL OF LOGISTICS MANAGEMENT, 2018, 29 (04) :1451-1471
[2]   Modeling agility of supply [J].
Agarwal, Ashish ;
Shankar, Ravi ;
Tiwari, M. K. .
INDUSTRIAL MARKETING MANAGEMENT, 2007, 36 (04) :443-457
[3]   "Managing the "new normal": the future of operations and supply chain management in unprecedented times" [J].
Alexander, Anthony ;
Blome, Constantin ;
Schleper, Martin C. ;
Roscoe, Samuel .
INTERNATIONAL JOURNAL OF OPERATIONS & PRODUCTION MANAGEMENT, 2022, 42 (08) :1061-1076
[4]   Analysing supply chain resilience: integrating the constructs in a concept mapping framework via a systematic literature review [J].
Ali, Abubakar ;
Mahfouz, Amr ;
Arisha, Amr .
SUPPLY CHAIN MANAGEMENT-AN INTERNATIONAL JOURNAL, 2017, 22 (01) :16-39
[5]   Hermeneutic phenomenology: Philosophical perspectives and current use in nursing research [J].
Annells, M .
JOURNAL OF ADVANCED NURSING, 1996, 23 (04) :705-713
[6]  
[Anonymous], 2008, British Journal of Midwifery, DOI 10.12968/bjom.2008.16.5.29192
[7]   Supply chain involvement in business continuity management: effects on reputational and operational damage containment from supply chain disruptions [J].
Azadegan, Arash ;
Syed, Tahir Abbas ;
Blome, Constantin ;
Tajeddini, Kayhan .
SUPPLY CHAIN MANAGEMENT-AN INTERNATIONAL JOURNAL, 2020, 25 (06) :747-772
[8]  
Backstrand J., 2022, HDB THEORIES PURCHAS, P80
[9]  
Barroso A. P., 2011, Supply Chain Management, P161
[10]  
Benner P., 1994, INTERPRETIVE PHENOME