Ensuring Supply Chain Resilience: Development of a Conceptual Framework

Abstract

The views expressed in this article are those of the authors and do not necessarily reflect the official policy or position of the Air Force, the Department of Defense, or the U.S. Government. In a world of turbulent change, resilience is a key competency since even the most carefully designed supply chain is susceptible to unforeseen events. This article presents a new Supply Chain Resilience Framework to help businesses deal with change. The conceptual framework is based on extant literature and refined through a focus group methodology. Our findings suggest that supply chain resilience can be assessed in terms of two dimensions: vulnerabilities and capabilities. The Zone of Resilience is defined as the desired balance between vulnerabilities and capabilities, where it is proposed that firms will be the most profitable in the long term. We identified seven vulnerability factors composed of 40 specific attributes and 14 capability factors from 71 attributes that facilitate the measurement of resilience. The article concludes with managerial implications and recommendations for future research.

Managing Capabilities for Supply Chain Resilience Through it Integration

“…The analysis of the paper will focus on the resilience concept according to Zobel & Cook (2008) because it involves flexibility and redundancy approaches to resilience. Croxton, 2010Proper, 2011 The context of supply chain resilience has been analysed from different perspectives; however, it is still under research with only a limited amount of publications. The bibliometric analysis of the Web of Science by using the key word "supply chain resilience" indicated a total of 388 publications, which in the period of The bibliometric analysis identifies that the concept of supply chain resilience is only gaining recognition and lacks theoretical and empirical evidence.…”

“…There are different approaches to define and measure resilience in the supply chain. In summary, supply chain resilience defines the ability of the chain to cope with disturbances and maintain their original state (Croxton, 2010;_______________________________________________________________ 2017 / 31 31 Fiksel, 2007;Lengnick-Hall, Beck & Lengnick-Hall, 2011;Zobel & Cook, 2008). However, the resilience concept is still new and under researched.…”

Coping with uncertainties via resilient supply chain framework

“…Decision synchronisation and incentive alignment as two of the architectural elements of supply chain collaboration are essential for effective system-level disruption responses (Simatupang and Sridharan, 2008). Pettit et al (2010) suggested that a global supply chain must create strong capabilities in the fields of collaboration, visibility and flexibility in order to effectively manage their huge number of interconnected operations between several tiers of suppliers and customers, consequently contributing to balanced resilience. Resilience plays a key role in sustaining dynamic capabilities and maintaining the link between dynamically integrated capabilities and sustainable competitive advantage (Ponomarov and Holcomb, 2009).…”

Supply Chain Resilience Analysis: A Brazilian Automotive Case

“…Typically, a supply chain (SC) is a complex network of enterprises that can experience continual turbulence, creating the potential for unpredictable disruptions (Pettit, Fiksel, & Croxton, 2010). SC disturbances are increasing in number and frequency, affecting normal operations and stability and, consequently, SCs ability to meet commitments.…”

“…Therefore, SCs must be resilient to overcome their vulnerabilities, responding effectively to the negative impacts of disturbances (Carvalho, Barroso, Machado, Azevedo, & Cruz-Machado, 2012). As a result, there has been growing attention in the literature for what has been called SC resilience (Pettit, Fiksel, & Croxton, 2010;Ponis & Koronis, 2012).…”