Increasing global supply chains’ resilience after the COVID-19 pandemic: Empirical results from a Delphi study

Gebhardt, Maximilian; Spieske, Alexander; Kopyto, Matthias; Birkel, Hendrik

doi:10.1016/j.jbusres.2022.06.008

Cited by 57 publications

(25 citation statements)

References 67 publications

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“…In the post-disruption phase, companies continue to rely on buffering and bridging measures, but buffering measures strongly predominate. Thus, the results support recent studies showing that while bridging strategies are a good choice for coping with disruption in the long-term ( Gebhardt et al, 2022 ), buffering strategies continue to be more widely used in the post-interruption phase ( Chowdhury et al, 2021 ).…”

Section: Discussion and Contributionsupporting

confidence: 87%

Getting back into the swing of things: The adaptive path of purchasing and supply management in enhancing supply chain resilience

Küffner

Münch²,

Hähner³

et al. 2022

Journal of Purchasing and Supply Management

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Section: Discussion and Contributionsupporting

confidence: 87%

Getting back into the swing of things: The adaptive path of purchasing and supply management in enhancing supply chain resilience

Küffner

Münch²,

Hähner³

et al. 2022

Journal of Purchasing and Supply Management

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“…Third, most attempts in measuring supply chain resilience have concentrated on firms' internal systems in terms of the capacities to withstand disruptions. This is consistent with findings generated by Gebhardt et al (2022) who established that most firms prioritized bridging over buffering approaches for increasing supply chain resilience. While buffering approaches are external and aim at reducing organization's exposure to partners, bridging approaches are internal and attempt to increase an organization's power over other parties.…”

Section: Issues From Conceptual Reviewsupporting

confidence: 90%

Innovation, Leadership and Supply Chain Resilience. A Theoretical Review

Ndonye

2022

JPSC

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The area of supply chain resilience continues to gain increasing attention from scholars and practitioners as new risks and unforeseen disruptions have emerged posing serious threats to operational performance. In particular, the COVID-19 pandemic exposed the fragility of global supply chains. Against these growing concerns, supply chain networks need to be re-examined as organizations grapple with the challenge of strengthening their capacities for preparedness, response, recovery and growth from disruptions. This study analyses the body of literature on innovation, leadership and resilience in relation to supply chain from different perspectives. Conceptual, theoretical and empirical review was undertaken on 101 relevant journal articles and publications across the study area. Issues that present a case for a new theoretical model to advance the present understanding of the constructs and the emerging phenomenon in supply chain were identified. It emerged that the concept of leadership suffers from an unclear conceptualization and is inconsistent in the characteristics of its dimensions. Similarly, there is lack of common understanding of innovation; how organizations should deal with it; and how it relates with leadership. In addition, there are few empirical studies involving innovation, leadership, and supply chain resilience. This study presents a new theoretical framework linking the three constructs to help in developing the implementation of capabilities necessary in attaining resilience in supply chain networks. Keywords: Innovation, Leadership, Supply chain, Supply chain resilience

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“…The research findings take on heightened urgency and significance, given the considerable risks and negative impacts resulting from recent multiple market disruptions, and as firms scramble to build supply chain-wide responsiveness and cost containment abilities as hedge (Nikookar and Yanadori, 2022; Shen and Sun, 2023). As firms strengthen their supply chain partnerships and increase resource sharing in strategic response to COVID-19 and other current disruptions, building agility accompanied with lean abilities through configuring existing and new resources to mitigate the market risks become the primary focus of managerial actions (Dovbischuk, 2022; Gebhardt et al , 2022; Kähkönen et al , 2023; Eryarsoy et al , 2022; Munir et al , 2022). Specific findings are discussed further in this section.…”

Section: Discussionmentioning

confidence: 99%

Symbiotic association of resources and market-facing capabilities in supply chains as determinants of performance: a resource orchestration perspective

Iyer,

Srivastava,

Srinivasan

2023

EJM

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Purpose The purpose of this study is to advance the understanding of resource orchestration in inter-firm partnerships that appropriately configure and align strategic cross-firm supply chain resources and capabilities generating synergies to deliver superior performance. Design/methodology/approach Applying the resource orchestration logic, supported by the relational view of competitive advantage, the study draws from an empirical analysis of survey data from 152 top-level executives of US manufacturing firms to investigate the effect of leveraging and coherently combining cross-firm supply chain resources with capabilities on operational performance. Findings The study underscores the view that appropriately orchestrated combinations of key partnership resources and capabilities as mechanisms for marketing strategy implementation, enhance performance. Specifically, research results suggest that complementary inter-firm resources and lean align, and similarly idiosyncratic resources and agility align synergistically to deliver superior operational performance outcomes. The results also accent partnership responses to intense competition, enabling enhanced operational performance. The findings thus enrich the understanding of the resource orchestration logic and strategy, making important theoretical contributions. Research limitations/implications As is typical in marketing and strategy research, the study research design has a cross-sectional framework, thus limiting insights on the resource orchestration dynamics that can otherwise be generated using a longitudinal design. Also, the resource orchestration stream is still nascent. Further research is needed to delineate the orchestration mechanisms that deliver on performance outcomes, especially in supply chains. Practical implications A key insight for supply chain and marketing managers is that close-knit inter-firm partnerships are critical for accessing idiosyncratic and complementary resources that can be configured and symbiotically aligned with market-facing agility and lean capabilities, respectively, to deliver market value. Proactive partnerships, especially in highly competitive and disruptive environments, enable mobilizing cross-firm resources and building appropriate matching combinations with capabilities to deliver on operational performance. Originality/value The study, guided by theory, advances the understanding of how key cross-firm resources and capabilities deliver performance gains. The key to competitive advantage and enhanced performance outcomes may lie in acquiring, leveraging and deploying appropriately matched resource-capability combinations. The present study investigates this proposition within the context of supply chain partnerships, focusing on cross-firm resources and capabilities.

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Increasing global supply chains’ resilience after the COVID-19 pandemic: Empirical results from a Delphi study

Cited by 57 publications

References 67 publications

Getting back into the swing of things: The adaptive path of purchasing and supply management in enhancing supply chain resilience

Getting back into the swing of things: The adaptive path of purchasing and supply management in enhancing supply chain resilience

Innovation, Leadership and Supply Chain Resilience. A Theoretical Review

Symbiotic association of resources and market-facing capabilities in supply chains as determinants of performance: a resource orchestration perspective

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