Supply chain resilience and key performance indicators: a systematic literature review

Abstract

Systematic Review This is an Open Access article distributed under the terms of the Creative Commons Attribution License, which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited. 1. Introduction According to the US Federal Emergency Management Agency (FEMA), approximately 40% of companies that are severely affected by a disruption in the supply flow go bankrupt (Federal Emergency Management Agency, 2016). Regardless of the sector and size, supply chains face a myriad of threats in global operations, which vary from cyber risks to natural disasters. As businesses enter an era of economic, geopolitical, societal, technological and environmental uncertainty (World Economic Forum, 2017), a wide range of unforeseen and unavoidable risks may incur, which might cause minor to major impacts to companies throughout supply chains. Recognizing that market instability directly affects supply chain operations, it is acknowledged that competition is no longer between individual companies, but rather between supply chains (Christopher, 2012). In this context, building resilience is an important factor for organizations, as well as for their supply chains (Hohenstein et al., 2015). In Operations Management, resilience is defined as a set of organizational capabilities to face immediate and unexpected changes in the environment with proactive and reactive actions so as to anticipate, adapt, respond, recover and learn from any disruptive event (Kamalahmadi & Parast, 2016; Ali et al., 2017). Therefore, developing skills to manage organizational resources (tangible and intangible) is fundamental to achieve resilience in the supply chain, thereby achieving a competitive advantage. Assuming that it is not possible to manage any resource that cannot be measured and that consumers are increasingly demanding, analyses and surveys regarding performance indicators have been increasing in recent

Assessment of shop floor layouts in the context of process plans with alternatives

“…It is noteworthy that in the literature there are several approaches regarding the layout theme, for which a simplified Systematic Literature Review (SLR) was developed based on the guidelines of Tranfield et al (2003Tranfield et al ( , 2004. Karl et al (2018) cites the importance of systematic literature review as a way to build approaches from a large number of studies, without neglecting relevant research. Table 1 presents the 5 steps that describe the literature review protocol (SLR) from Tranfield et al (2003Tranfield et al ( , 2004 and Karl et al (2018).…”

“…Karl et al (2018) cites the importance of systematic literature review as a way to build approaches from a large number of studies, without neglecting relevant research. Table 1 presents the 5 steps that describe the literature review protocol (SLR) from Tranfield et al (2003Tranfield et al ( , 2004 and Karl et al (2018). Result presentation -answer the review questions based on what is known in the literature.…”

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“…In recent years, research on supply chain resilience has become increasingly common in various fields [41,[55][56][57][58][59][60][61][62][63][64][65][66], but research in a fashion context is still relatively sparse. developed a fuzzy cognitive maps approach for analyzing the domino effect of factors affecting fashion supply chain resilience [67].…”

Sustainable Liquefied Natural Gas Supply Chain Management: A Review of Quantitative Models

“…In terms of performance indicators, both flexibility and redundancy were discussed by Hohenstein et al [124] who proposed three KPIs to quantify supply chain resilience (SCR) that reflect customer service, market share, and financial performance. In 57 different articles, Karl et al [125] constituted resilience into 13 elements, which were classified into pre, during, and post-disruption and organised in terms of performance indicators related to the producer, supplier, and customer. Furthermore, delivery lead time, order lead time, and stock level are operational parameters that can be related to resilience supply chains, and as such are relevant to SCR.…”