Optimizing firm's supply chain resilience in data-driven business environment

Abstract

Purpose This study aims to investigate the impact of a firm’s supply chain capabilities on supply chain resilience, and the impact of supply chain resilience on sustainable supply chain performance in a data-driven business environment. The study also aims to explore the function of supply chain resilience in mediating the relationship between a firm’s supply chain capability and sustainable supply chain performance. Design/methodology/approach Primary data were acquired through a survey of 310 managers of small- and medium-sized businesses in a variety of industries across Bangladesh. The data were analyzed using partial least squares structural equation modeling. Findings A firm’s supply chain capabilities include information technology, leadership and collaboration. Supply chain capability is positively associated with supply chain resilience. The resilience of a firm’s supply chain is also positively correlated with its sustainable supply chain performance. Supply chain resilience plays a mediating role in the relationship between a firm’s supply chain capabilities and its sustainable supply chain performance. Research limitations/implications This study provides a theoretical contribution by corroborating practical knowledge focusing on firms’ supply chain capability, supply chain resilience and sustainable supply chain performance by using a resource-based view and dynamic capability theory – a relevant and unexplored subject in the supply chain literature – and proposes several opportunities for future research. Practical implications The results highlight the study’s managerial and social relevance from the perspective of firms in developing countries. As firms shift toward an online environment, managers and decision-makers need to make strategic decisions, as they did to overcome the challenges presented by COVID-19. Originality/value The study’s findings demonstrate that firms’ supply chain capabilities can be leveraged to increase supply chain resilience. Firms’ resilience during COVID-19 allowed them to avoid losses and to improve their supply chain’s sustainable performance. To the best of the authors’ knowledge, their complex higher order model is a unique contribution to the literature on firms’ supply chain capability and extends previous research on this topic.

Impact of entrepreneurial leadership on supply chain performance: the mediating role of supply chain resilience

“…It thus shows that EL helps in improving the processes that make the firm resilient to respond and adapt to the changes, resulting in improving SCP. Although we did not come across similar relationships in prior research, however, this study does confirm previous studies that have studied the role of SCR as a mechanism to link higher-order capabilities, EL in this research, with the performance (Bahrami and Shokouhyar, 2022;Ji et al, 2020;Qazi et al, 2022;Gani et al, 2022). For example, Bahrami and Shokouhyar (2022) posited that many studies have considered resilience as an outcome while it can further contribute to business continuation, cost reduction, and resource optimization.…”

Risk sources, agility strategy and company performance among manufacturing small and medium enterprises in Malaysia

“…RBV is about acquiring competitive advantage, they benefit the resources by assessing their potential for value generation to enhance firm performance where resources can be a strength to firms (Wernerfelt, 1984). RBV and DCV and have been used in past studies to examine supply chain resilience (Gani et al, 2022). In this study however, we contend that sources of risks can affect resources that a firm has and that it could then have an impact on the competitive advantage of the firm.…”

Increasing the organizational performance of online sellers: the powerful back-end management systems

“…Back-end management systems are designed to impose structures, including business procedures, terms and conditions, order management resources and buyer analysis data, which are used to identify transition decision-making tasks. Moreover, strategic agility development through production innovation (Chan and Muthuveloo, 2022;Gani et al, 2022), Internet-based customization and the rapid development of prototype manufacturing will benefit buyers with innovative products through lower costs and shorter delivery times with an absorptive capacity that is effective for improved performance. Accordingly, the back-end management system services and information provided create a mechanism for interaction between online sellers and back-end management systems; they also provide an ideal gold BPMJ 29,3 flow program for technical structures, allowing them to make better decision-making procedures and results, wherein technology and seller behavior coevolve to produce a new structure.…”

“…Back-end management systems are designed to impose structures, including business procedures, terms and conditions, order management resources and buyer analysis data, which are used to identify transition decision-making tasks. Moreover, strategic agility development through production innovation (Chan and Muthuveloo, 2022; Gani et al. , 2022), Internet-based customization and the rapid development of prototype manufacturing will benefit buyers with innovative products through lower costs and shorter delivery times with an absorptive capacity that is effective for improved performance.…”