Organizing for supply chain resilience: a high reliability network perspective

Abstract

PurposeBoth high reliability theory (HRT) and “new school” supply chain resilience (SCR) promote a multi-layered, adaptable, transformational, and holistic perspective on organizing and managing. The authors explore whether, and if so how, HRT offer fresh perspectives on the SCR challenges experienced during COVID-19 and on organizing for future resilience.Design/methodology/approachAddressing SCR at the interorganizational network level, and blending theory synthesis and case study research, the authors assess if and how HRN constructs and practices can guide analysis of SCR in dynamic, complex networks, and help shape development pathways towards organizing for resilience. Findings draw on thick description and iterative coding of data (58 interviews and 200+ documents) on the buyer network responsible for managing the supply of critical medical products in the Netherlands.FindingsHRT highlights the interconnectedness of challenges encountered during COVID-19 and helps design future resilience through three lessons. Organizing for SCR requires (1) both anticipation and containment strategies, (2) stable working relationships characterized by trust, and (3) a clear basis of command underpinned by experience-based legitimacy.Originality/valueDistinctive from SCR, which views crises as “black swans”, HRT organizes around everyday consideration of the risk of failure. Taking a buyer network perspective, the authors move beyond the buyer-supplier network focus in SCR. The authors contend that emphasis on measures such as supplier base management, stockpiling, and domestic production are essential but not sufficient. Rather, HRT implies that deep structural and social ties within the buyer network should also be emphasized.

Toward suppliers' corporate social responsibility performance: the role of relationship dependence

“…Recently, researchers have investigated how the network structure impacts the behavior and operating decisions of firms (Bellamy et al. , 2020; Peters et al. , 2023; Guo et al.…”

“…Moreover, this study explores how network prominence and demand uncertainty moderate the positive impact of supplier dependence. Recently, researchers have investigated how the network structure impacts the behavior and operating decisions of firms (Bellamy et al, 2020;Peters et al, 2023;Guo et al, 2023). However, the effect of network structure on CSR activities has yet to be fully explored.…”

Unveiling the Hidden Risks: Exploring Vulnerabilities in the Pharmaceutical Supply Chain

“…Government should be supportive when times are good and aggressive when things are bad. Rotating responsibilities, a participatory decision-making process, and legitimacy based on experience are how supportive governance is accomplished (Peters et al, 2023). This would prevent layering because it depends on the network's connections of trust and cooperation, which promote inclusiveness and stability.…”

“…Once more, this does not imply centralising the procedure but rather legitimate operational management of the network. It is important to consider trust and expertise alongside the issue of the basis of command (Peters et al, 2023;York et al, 2021). The formal command structures were undermined by the lack of knowledge and experience, which also caused a lack of confidence.…”

“…However, this formal control cannot be formed without the network's cooperation, knowledge, and experience. The network's dearth of consulting organisations appears to be impeding the growth of legitimacy based on experience (Peters et al, 2023). Network capabilities underpinning operational solutions -Analysis from the perspective of highreliability theory emphasises how strategies and activities are interconnected and the importance of a comprehensive strategy in redesigning supply chain resilience design.…”