Developing supply chain risk management capabilities by aligning strategies: integrating Triple-A model

Abstract

Purpose Risk is primarily managed by developing the right strategies. Effective alignment of lean and agile strategies is always challenging for practitioners to create firm’s competitiveness. The purpose of this study is to comprehend the behavior of these fundamental supply chain (SC) strategies by using the Triple-A framework. Design/methodology/approach Sample data is collected from 257 SC professionals serving in manufacturing firms through a self-administered structured questionnaire. The statistical technique used to perform hypotheses testing is structural equation modeling. Findings This study discloses a few critical attributes of lean and agile strategies while attempting to create strategic alignment and gain maximum benefits out of it. One of the key findings is that a lean strategy finds it challenging to create adaptability. However, better alignment among the market priorities and operational capabilities may improve risk management capabilities. Practical implications This study posits various vital insights for strategy-makers. For instance, it is advised to the operations managers that lean resources are usually never capable of adopting change but can be aligned with the market changes to create a SC risk management capability for the firm. Originality/value This is an original research with various useful insights for SC operations strategy-makers and academic researchers as it reveals a key empirical evidence of past vital concepts.

Factors influencing supply chain agility to enhance export performance: case of export-oriented textile sector

“…At the same time, quick response and continuous innovation are the primary sources of sustainable advantage (DeGroote and Marx, 2013; Distanont and Khongmalai, 2020). The innovativeness and agility allow firms to counter unforeseen circumstances, successfully survive in unpredictable market environments and improve their competitiveness (Santhosh, 2020; Ahmed and Rashidi, 2021). Being agile is an ability that empowers organizations to work efficiently in a volatile and constantly changing environment (Chen, 2019).…”

“…The role of export is crucial for a national economy to increase foreign exchange reserves and generate employment opportunities. Because of increasing competitiveness and demand volatility in today’s world, SCA is considered a crucial success factor in helping firms reduce their lead time (Abdoli Bidhandi and Valmohammadi, 2017; Ahmed and Rashidi, 2021). Braunscheidel and Suresh (2009) suggest that firms require agile supply chains.…”

“…To become competitive in the international market, the textile industry must adopt innovativeness by significantly investing resources (Ahmed et al , 2020; Faroque et al , 2017; Baig et al , 2022). Therefore, a firm's ability to quickly adapt to the environmental changes and the resulting market condition is crucial, which should be discussed in detail (Ahmed and Rashidi, 2021; Braunscheidel and Suresh, 2009; Abdoli Bidhandi and Valmohammadi, 2017; Ahmed et al , 2019). Additionally, firms face fierce competition in foreign and local markets, which need organizations to improve competitiveness (Liargovas and Skandalis, 2008; Santhosh, 2020).…”

“…Dynamic capabilities enable an organization to advisedly develop and modify its resource base by exploiting its tangible and intangible resources (Teece et al , 1997; Barreto, 2010; Kazmi and Ahmed, 2021). The agile nature of dynamic capabilities assists firms in developing inventive solutions and resilience toward unpredictable challenges (Ahmed and Rashidi, 2021). DCP also provides the three-step framework for supply chains to cope with the changes, i.e.…”

Understanding influence of supply chain relationships in retail channels on risk management

“…In recent years, supply chain risk management, including resilience, has shown immense development (Kamalahmadi and Parast 2016;Ahmed 2021;Ahmed and Rashidi 2021;Huma et al 2020). Perhaps, one of the major reasons behind its practical growth is the increase in globalization and focus toward specialization due to which firms are becoming more and more complex and are also prone toward more frequent and unidentified events, which altogether put the organization in a difficult situation to deal with (Moslemi et al 2016).…”