An integrated model of supply chain resilience and its impact on supply chain performance under disruption

Abstract

PurposeThis study aims to explore the relationships among the five components of supply chain (SC) resilience (SCRES): visibility, velocity, flexibility, robustness and collaboration and their impacts on the SC performance under disruption (SCPUD).Design/methodology/approachFive SCRES components are identified from the literature review and data are collected using an web survey from 113 manufacturing companies in Taiwan. The data are analyzed by structured equation modeling with the partial least square solution. Two-stage least-squares (2SLS) regression was used to test the potential endogeneity of SC collaboration (SCC).FindingsThe results reveal that SCC is an exogenous driver of SCRES; it directly affects visibility, velocity, flexibility, robustness and SCPUD. Furthermore, SC flexibility is the only component of SC agility that directly affects SCPUD; it is influenced directly by SC velocity and indirectly by SC visibility through SC velocity. SC visibility is a vital agility component that positively influences SC velocity and SC robustness.Research limitations/implicationsThe data in this study are cross-sectional and the sample size of 113 is relatively small. The relationship between SC robustness and SCPUD needs a longer observation period to reveal. The logistic issue in the shortage of carriers caused by the pandemic has been overlooked.Practical implicationsA firm should enhance its collaboration and flexibility in the SC as they both are the critical antecedents of SC performance (SCP) during the disruption period.Originality/valueThis study integrates visibility, velocity, flexibility, robustness and collaboration into a complete framework of SCRES. The dependent variable, SCPUD, measures SC performance (SCP) under the disruption caused by the COVID-19 pandemic. It is the first study to investigate the associations of the six constructs in a research model.

Does the stakeholder's relationship affect supply chain resilience and organizational performance? Empirical evidence from the supply chain community of Pakistan

“…The results of the study reveal that customer relationship has positive and significant impact on both SCR and OP. This result is consistent with a previous finding (Chunsheng et al, 2020;Jain et al, 2017;Juan et al, 2022) that frequent interaction between the firm and customers can improve the capability of the supply chain to deal with disruptions.…”

Digitalization for supply chain resilience and robustness: The roles of collaboration and formal contracts

“…SC collaboration is defined as sharing information, resources, and knowledge to achieve mutual objectives together with SC partners (Cao and Zhang, 2011). SC collaboration was measured by five items (Cao and Zhang, 2011;Dubey et al, 2020;Um and Oh, 2020;Gebhardt et al, 2022;Juan et al, 2022).…”

“…All the above measures were summarized in Table 2 and examined by five-point Likert scales in which 1 indicates "strongly disagree" and 5 indicates "strongly agree". In addition, firm size measured by the number of employees was introduced as a control variable (Brandon-Jones et al, 2014;Belhadi et al, 2021;Juan et al, 2022). Large firms have rich resources to conduct SC risk management practices (Ruel and El Baz, 2021;El Baz and Ruel, 2021).…”

“…SC resilience is the ability to proactively prepare for and rapidly respond to disruptive events (Bag et al, 2021;Bahrami and Shokouhyar, 2022), and SC robustness reflects the ability to maintain the continuity of operations and the stability of the SC system (Brandon-Jones et al, 2014;Durach et al, 2015). The positive effects of SC resilience and robustness on firm's performance have won widespread recognition, both at the firm level (Ruel and El Baz, 2021;Bahrami and Shokouhyar, 2022) and the SC level (Juan et al, 2022). However, a comprehensive answer remains lacking on how firms can build SC resilience and robustness, which is particularly urgent due to black swan events such as the COVID-19 pandemic (Ivanov and Dolgui, 2020).…”

“…However, digitalization alone may be inadequate for such tasks in the SC context (Shou et al, 2021). Digitalization provides the digital infrastructure for collaboration among SC partners, which further promotes companies to share risk information and respond quickly to changes in the environment (Scholten and Schilder, 2015) and hence contributes to the establishment of SC resilience and robustness (Juan et al, 2022). Therefore, based on OIPT, we posit that digitalization (as a technical factor) can improve SC resilience and robustness through SC collaboration (as an organizational factor).…”