Is Your Supply Chain Ready for the Next Disruption? Building Resilient Chains

Abstract

The ability to recover from disruptions is important for organizations and supply chains. Empirical data were used to investigate factors that affect supply chain recovery from disruptions, including collaboration, visibility, flexibility, analytical orientation, and supply chain risk management. A literature review was conducted to build an online questionnaire that was applied to manufacturing firms in Brazil. This work’s statistical method includes confirmatory factor analysis and structural equation modeling. Our results indicate that a package of resilience capabilities - collaboration, flexibility, visibility, and analytical orientation - positively affect supply chain resilience. Improving such capabilities, therefore, will allow supply chains to recover better from disruptions. It was also discovered, however, that supply chains do not recover from disruptions by way of supply chain risk management alone. Mutual impacts also exist between the group of resilience capabilities and supply chain risk management.

Developing organizational resilience from business process management maturity

“…According to the literature, resilience is defined in terms of a set of capabilities, if developed by the organization, strengthens the organization (Alvarenga et al, 2022; Developing OR from BPMM Fiksel, Polyviou, Croxton, & Pettit, 2015;Nascimento et al, 2021;Pettit, Croxton, & Fiksel, 2013Wieland & Durach, 2021). Ambulkar et al (2015) state that resilience is the company's ability to be alert, adapt and respond quickly to changes brought about by an interruption in its chain.…”

“…According to the literature, resilience is defined in terms of a set of capabilities, if developed by the organization, strengthens the organization (Alvarenga et al ., 2022; Fiksel, Polyviou, Croxton, & Pettit, 2015; Nascimento et al ., 2021; Pettit, Croxton, & Fiksel, 2013, 2019; Wieland & Durach, 2021). Ambulkar et al .…”

“…(2016) argue that in turbulent contexts it is crucial to building additional capabilities and competencies, which include broader cooperation between organizational areas and stakeholder management. A focus on change and risk management, strengthening analytical capabilities and promoting innovation to address the extreme environment, builds more resilient companies (Alvarenga et al ., 2022; Belhadi, Mani, Kamble, Khan, & Verma, 2021; Kang & Stephens, 2022; Purnomo et al ., 2021; Ruel & El Baz, 2023). Corroborating this, Vom Brocke et al .…”

“…Different possibilities of understanding this dimension are identified in the organizational horizon when talking about performance results. In this study, the performance dimension to be evaluated refers to organizational resilience (OR), which has been widely discussed in academic research and the popular press (Alkhudary, Queiroz, & Féniès, 2022; Alvarenga, Oliveira, Filho, Desouza, & Ceryno, 2022; Linnenluecke, 2017; Nascimento, Oliveira, Pettit, & Bronzo, 2021; Pettit, Croxton, & Fiksel, 2019; Queiroz, Fosso Wamba, Chiappetta Jabbour, & Machado, 2022; Wieland & Durach, 2021). Thus, when considering that maturity in process management has conditions to positively influence performance and its subsequent results, it is understood that it is possibly previously related to OR.…”

“…Analyzing this relationship in the business environment proves to be relevant, given that the development of more resilient processes mitigates the effects that unexpected events and disruption situations generate in operations, as they can result in negative consequences for the organization (Altay, Gunasekaran, Dubey, & Childe, 2018; Alvarenga et al ., 2022; Ambulkar, Blackhurst, & Grawe, 2015; Pettit et al ., 2019; Ponomarov & Holcomb, 2009).…”