Evaluating Changeability Corridors for Sustainable Business Resilience

Bauernhansl, Thomas; Mandel, Joerg; Diermann, S.

doi:10.1016/j.procir.2012.07.063

Cited by 22 publications

(13 citation statements)

References 4 publications

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“…Others state that the disruption or change is turbulent (Ates & Bititci, 2011;Bauernhansl et al, 2012;Fiksel, 2006). Others consider that resilience refers to both expected and unexpected events Hollnagel, 2010;Wright et al, 2012).…”

Section: Open Issues In Resilience Conceptualizationmentioning

confidence: 99%

What we know and do not know about organizational resilience

Ruiz-Martín

López-Paredes

Wainer

2018

Int. J. Prod. Manag. Eng.

131

124

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We present a literature review about organizational resilience, with the goal of identifying how organizational resilience is conceptualized and assessed. The two research questions that drive the review are: (1) how is organizational resilience conceptualized? and (2) how is organizational resilience assessed? We answer the first question by analyzing organizational resilience definitions and the attributes or characteristics that contribute to develop resilient organizations. We answer the second question by reviewing articles that focus on tools or methods to measure organizational resilience. Although there are three different ways to define organizational resilience, we found common ideas in the definitions. We also found that organizational resilience is considered a property, ability or capability that can be improved over time. However, we did not find consensus about the elements that contribute to improving the level of organizational resilience and how to assess it. Based on the results of the review, we propose a conceptualization of organizational resilience that integrates the three views found in the literature. We also propose a four-level Maturity Model for Organizational Resilience -MMOR. Using this model, the organization can be in one of the following levels based on its ability and capacity to handle disruptive events: fragile, robust, resilient or antifragile.

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Section: Open Issues In Resilience Conceptualizationmentioning

confidence: 99%

What we know and do not know about organizational resilience

Ruiz-Martín

López-Paredes

Wainer

2018

Int. J. Prod. Manag. Eng.

131

124

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“…The reliability and accuracy dimensions are missing from the VOP-OPP and its derivatives. The new tools also link demand and supply flexibilities to sychronisation, which is emphasised by Wochinger et al (2013), Bauernhansl et al (2012) and .…”

Section: Demand-supply Chain Coordinationmentioning

confidence: 99%

Co-innovation toolbox for demand-supply chain synchronisation

Salmela

Huiskonen

2019

IJOPM

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Purpose The purpose of this paper is to promote decision-making structures between the customer and the supplier in a highly uncertain environment. This phenomenon of demand-supply chain synchronisation includes sharing of high-quality and timely demand and supply information in order to improve the quality and speed of decision-making. Design/methodology/approach The study was carried out as an abductive case study, which started from empirical observations that did not match the prior theoretical framework. Through abductive reasoning and empirical experiments, the prior framework was extended to a new synchronisation model and tools that better accommodate the observed need. Findings A new co-innovation toolbox was developed to create common understanding of demand-supply chain synchronisation between the customer and the supplier. The toolbox includes Demand Visibility Point-Demand Penetration Point, Supply Visibility Point–Supply Penetration Point and Integrative Synchronisation tools. Research limitations/implications The study extends the current models and tools of demand-supply chain synchronisation. With the new toolbox, the development needs of decision-making structures can be identified more comprehensively than with the current tools. Practical implications The developed visual toolbox helps partners create a common understanding of problems and development possibilities in demand-supply chain synchronisation in a highly uncertain environment. Common understanding is a starting point for changing decision-making structures to improve the overall performance of a demand-supply chain. Originality/value The new toolbox is both more comprehensive and more detailed than the previous tools.

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“…This helps to continue developing the factory while maintaining the option of reconfiguration. Over the past years, the aspect of agility has been added to the concept of flexibility [6][7][8]. This expanded notion of agility allows factories not only to rapidly adjust the system within pre-defined flexibility margins but also to push the flexibility margins through agile measures.…”

Section: Motivationmentioning

confidence: 99%

Method for Designing an Energy-agile Energy System for Industrial Manufacturing

Kuhlmann¹,

Bauernhansl²

2015

Procedia CIRP

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A volatile energy supply, where increasing energy costs take a high toll, as well as rapidly changing energy-related technologies are posing new challenges to sustainable manufacturing. The complex interactions between energy-related issues -such as renewable energy or energy efficiency -and a factory's economic goals prevent the consistent consideration of these topics at the stage of strategic factory planning. There is a lack of methodical support for planning an agile energy system. This paper presents the ongoing research work concerned with the development of a method to be applied during the early phase of factory planning for designing an agile energy system for industrial manufacturing. This method is based on a system dynamics approach considering the interactions between a factory and the volatile energy market.

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Evaluating Changeability Corridors for Sustainable Business Resilience

Cited by 22 publications

References 4 publications

What we know and do not know about organizational resilience

What we know and do not know about organizational resilience

Co-innovation toolbox for demand-supply chain synchronisation

Method for Designing an Energy-agile Energy System for Industrial Manufacturing

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