Key Organisational Factors to Building Supply Chain Resilience: a Multiple Case Study of Buyers and Suppliers

Pereira, Carla Roberta; Silva, Andréa Lago da

doi:10.12660/joscmv8n2p77-95

Cited by 21 publications

(15 citation statements)

References 36 publications

(65 reference statements)

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“…The vulnerabilities were listed to include; change in government policy, product hazards, the unreliability of partners within the chain while capabilities include; efficiency, assessment, financial strength among others. Pereira and Silva (2015) proposed internal and external factors that contribute to the resilience of a supply chain and they include; technologies, product flexibility, knowledge from backup, sourcing strategically among others.…”

Section: Components Of Resilience In a Supply Chainmentioning

confidence: 99%

Modelling Supply Chain Resilience and Organisational Performance for Selected Small and Medium Scale Enterprises

Oluleye¹,

Akintunde²

2020

theijbm

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Introduction A supply chain is often defined as the totality of all functions that are involved in the planning, production, storing and distribution of products and services to maintain the flow of information and goods from the suppliers to the end user often carried out by a network of organisations (Mentzeret al., 2001, Janvier-James, 2012, Singh et al., 2019). There are different functions carried out by different parties within a supply chain which may include forecasting, warehousing, and so on, however in the process of carrying out these functions, unforeseen disruptions that can affect the flow of goods and information often occur. (Qi et al.,2017; Rajgopal, 2019). Behdaniet al., (2012) states that the effect of these disruptions in the supply chain network of small and medium enterprises (SMEs) is often faster than that oflarge enterprises. Small and Medium Enterprises (SMEs), especially in developing countries like Nigeria, are often seen as agents that speed up the rate of economic growth. According to the survey carried out by National Bureau of Statistics (2017), the number of Micro, Small and Medium Enterprises (MSMEs) MSMEs as at December, 2017 in Nigeria stands at 41,593,028 why their contribution to the Gross Domestic Product stands at 49.78 percent. However, these enterprises are often faced with various challenges. Although the Nigeria micro and small enterprises had seen a significant growth of 12.1% and 4.6% respectively between 2013 1nd 2017, the medium enterprises had dropped significantly by 61% (Kale, 2019). According to Sama (2011) and Fasikaet al., (2014), some of the challenges faced may include but not limited to lack of competitive advantage, lack of flexibility in satisfying customers' demands, and lack of full supply chain integration. However, among these challenges, the effects of unforeseen disruptions cannot be overemphasized in the SMEs' supply chain. Large enterprises often face the challenges of disruptions more differently than the small and medium enterprise because of the large nodes of the supply chain they possess (Abdul-Malik et al., 2014).

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Section: Components Of Resilience In a Supply Chainmentioning

confidence: 99%

Modelling Supply Chain Resilience and Organisational Performance for Selected Small and Medium Scale Enterprises

Oluleye¹,

Akintunde²

2020

theijbm

View full text Add to dashboard Cite

show abstract

“…Sugere-se que a organização invista em melhorias na comunicação interna com a utilização de quadros de gestão visual que informem detalhes sobre o atendimento do pedido, além de passar a programação de produção diária para a equipe de manufatura. De forma complementar, a gestão de estoque (Pereira & Silva, 2015), citada pela literatura, também pode ser adotada como forma de atender a variações na demanda e urgências quando há problemas no processo interno. Isso incrementa, por consequência, a resiliência da cadeia ante essa ruptura.…”

Section: Rupturas Internasunclassified

“…As práticas resilientes apresentadas pela literatura que contribuem para mitigar impactos ocasionados pelo atraso de fornecimento externo são: gestão de estoque (Christopher & Peck, 2004), base de fornecedores e desenvolvimento de fornecedores (Pereira & Silva, 2015). Dessa forma, manter um estoque de segurança torna possível superar esse incidente com mais responsividade.…”

Section: Rupturas Externasunclassified

“…A empresa ainda realizou um plano de ação (plano de contingência), em que reformulou sua carteira de fornecedores, selecionando e contratando uma nova empresa parceira (seleção de fornecedores). Conforme literatura, outras práticas resilientes podem ser aplicadas para o problema, tais como: desenvolvimento de fornecedores (Pereira & Silva, 2015), as quais permitem a conquista de uma cultura de colaboração, alinhamento e sinergia entre empresa e parceiros, além do aperfeiçoamento do negócio. A greve dos Correios (empresa responsável pela execução dos sistemas de envio e entregas de correspondências no Brasil) ocorrida em setembro de 2016 nos estados do Ceará, Minas Gerais, Rio Grande do Sul, Santa Catarina, Sergipe, Ceará e Piauí (g1 O portal de notícias da Globo, 2017b) impactou no envio de amostras dos produtos para possíveis compradores.…”

Section: Rupturas Externasunclassified

“…Esse impacto foi enfrentado com a adoção de rotas alternativas. Sobre essa situação, a literatura, em contrapartida, indica a prática da gestão de estoque (uso de estoques de segurança para absorver as flutuações externas), mostrando-se como uma boa alternativa para superar a ruptura e fortalecer a resiliência da cadeia (Christopher & Peck, 2004;Pereira & Silva, 2015).…”

Section: Rupturas Externasunclassified

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Práticas resilientes. Fluxo de bens. Com o aumento no número de riscos e rupturas dos fluxos de bens em cadeias globais, o desenvolvimento e adoção de práticas resilientes tem se tornado vital à manutenção e sobrevivência dos negócios, em especial pequenas empresas. Estas normalmente possuem processos terceirizados e com poucos fornecedores para cada procedimento realizado, o que as deixam vulneráveis a possíveis rupturas em suas cadeias de suprimentos. O presente estudo busca mapear as práticas realizadas por uma indústria de pequeno porte de modo a verificar se estas podem auxiliar na resiliência de sua cadeia de suprimentos. Para tanto, utilizou-se o método do estudo de caso, identificando as práticas resilientes no sentido dos fornecedores e clientes da indústria metalomecânica. Assim, diferentes práticas resilientes (internas e externas) foram identificadas a partir um contraponto entre resultados empíricos e teóricos. An increasing number of risks and ruptures of the flows of goods in global chains can cause the failure of lots of companies that are not able to adapt its processes and organizational structures. In this sense, the development and adoption of resilient practices has become vital to the maintenance and survival of the business, especial SME industries that which usually have outsourced processes and few suppliers for each procedure

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The COVID‐19 outbreak has significantly altered the conditions of the workforce in operation on an unprecedented scale with companies being pressured to operate digitally and remotely under volatile and unpredictable circumstances. This qualitative study aims to ascertain the (i) key determinants derived from workforce management post‐COVID and (ii) the organizational potentialities and barriers among Malaysian multinational corporations (MNCs) for a holistic understanding of the local workforce post‐pandemic. Four themes (business disruption and operational changes, technology, work from home or WFH, and organizational support) were highlighted using thematic analysis. The current research has offered pivotal insights into and recommendations on operations management opportunities and future study avenues.

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Key Organisational Factors to Building Supply Chain Resilience: a Multiple Case Study of Buyers and Suppliers

Cited by 21 publications

References 36 publications

Modelling Supply Chain Resilience and Organisational Performance for Selected Small and Medium Scale Enterprises

Modelling Supply Chain Resilience and Organisational Performance for Selected Small and Medium Scale Enterprises

Resiliência na cadeia de suprimentos: estudo de caso em uma indústria metalmecânica

Workforce management in the post‐pandemic era: Evidence from multinational companies using grounded theory

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