Supply chain collaboration in the presence of disruptions: a literature review

Duong, Linh; Chong, Josephine

doi:10.1080/00207543.2020.1712491

Cited by 144 publications

(104 citation statements)

References 110 publications

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“…The acquisition of knowledge from suppliers and customers pushes manufacturers to tap into a relationship based on mutual trust, longterm contracts, and the sharing of risks and rewards. This long-term collaboration among partners engenders commitment to mutually beneficial strategic and operational goals (Duong and Chong 2020;Flynn, Huo, and Zhao 2010). Finally, by looking at SC learning through the triad angles of the supplier, customer, and internal learning, our definition also brings forward the concept of potential learning from subsystems of the SC architecture.…”

Section: Sc Learningmentioning

confidence: 99%

“…Flexibility performance is becoming increasingly prominent for production managers to respond cost-effectively and rapidly to market's changing requirements (Chan and Chan 2009;Huo, Gu, and Wang 2018;Yu, Cadeaux, and Luo 2015). It is a key capability for achieving and maintaining superior performance (Chiang and Feng 2007;Duong and Chong 2020). SC learning is an important process for the management of production and operations systems (Shen, Choi, and Minner 2019;Yeung, Kee-Hung, and Yee 2007).…”

Section: Production Research Literature On Information Sharing Sc Lementioning

confidence: 99%

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The impact of information sharing on supply chain learning and flexibility performance

Huo

Haq

2020

International Journal of Production Research

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Despite the importance of supply chain learning for competitiveness, little is known about how to enable such learning. This study empirically investigates the impact of information sharing on different types of supply chain learning (internal, supplier, and customer learning) and their influences on flexibility performance. Grounded in absorptive capacity theory, we use structural equation modelling to test the conceptual model based on data collected from 213 manufacturing firms in China. We find that supplier and customer learning improve internal learning. Further, our findings indicate that information sharing improves all three dimensions of supply chain learning. We also find that internal and customer learning have direct influences on flexibility performance, whereas internal learning mediates the relationship between supplier learning and flexibility performance. Moreover, information sharing moderates the relationship between supplier learning and flexibility performance. Our findings contribute to the literature and offer a new framework to understand the relationship between information sharing, supply chain learning and flexibility performance. The findings also furnish managers to seek competitive advantage through information sharing and supply chain learning.

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Section: Sc Learningmentioning

confidence: 99%

Section: Production Research Literature On Information Sharing Sc Lementioning

confidence: 99%

The impact of information sharing on supply chain learning and flexibility performance

Huo

Haq

2020

International Journal of Production Research

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“…This information must include (among others) density, complexity and criticality of the nodes in the face of disruptive events. 28 12.07% [25,26,[29][30][31][32][33]46,114,125,130,157,160,163,165,168,169,190,202,203,205,[212][213][214][215][216][217] Trust…”

Section: Flexibilitymentioning

confidence: 99%

“…The ability of the supply chain to identify the existence of possible disruptions and develop actions to avoid or diminish their possible effects. 16 6.89% [12,26,29,31,33,37,46,131,136,157,165,169,170,172,218,225] Knowledge Management…”

Section: Disruptive Environment Awarenessmentioning

confidence: 99%

“…These previous articles focus their research on defining resilience and describing the principles that integrate resilience [4,24,[26][27][28][29][30][31][32][33][34], strategies to recover from disruptive events [1,30,33,35], and the qualitative and quantitative methods for measuring resilience [28,[36][37][38]. Eight out of sixteen papers reviewed [24,26,[30][31][32][33]37,38] developed a conceptual framework for resilience management. The analysis of the previous literature is presented in Table A1 of the Appendix A, and it is structured by search horizon (range), number of papers analyzed, keywords, databases consulted, and whether the article presents a proposal of a conceptual framework.…”

Section: Introductionmentioning

confidence: 99%

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A Conceptual Framework to Manage Resilience and Increase Sustainability in the Supply Chain

2020

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The challenges of global economies foster supply chains to have to increase their processes of collaboration and dependence between their nodes, generating an increase in the level of vulnerability to possible impacts and interruptions in their operations that may affect their sustainability. This has developed an emerging area of interest in supply chain management, considering resilience management as a strategic capability of companies, and causing an increase in this area of research. Additionally, supply chains should deal with the three dimensions of sustainability (economic, environmental, and social dimensions) by incorporating the three types of objectives in their strategy. Thus, there is a need to integrate both resilience and sustainability in supply chain management to increase competitiveness. In this paper, a systematic literature review is undertaken to analyze resilience management and its connection to increase supply chain sustainability. In the review, 232 articles published from 2000 to February 2020 in peer-reviewed journals in the Scopus and ScienceDirect databases are analyzed, classified, and synthesized. With the results, this paper develops a conceptual framework that integrates the fundamental elements for analyzing, measuring, and managing resilience to increase sustainability in the supply chain. Finally, conclusions, limitations, and future research lines are exposed.

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Developing supply chain resilience through integration: An empirical study on an e‐commerce platform

Wang

Zhang

et al. 2022

J of Ops Management

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The outbreak of the COVID‐19 pandemic has disrupted supply chains and increased the uncertainties faced by firms. While firms are struggling to survive and recover from the pandemic, Chinese e‐commerce platforms have demonstrated resilient supply chains. We develop a framework that investigates the impacts of integration between an e‐commerce platform and suppliers on supply chain resilience and the moderating effect of the suppliers' product flexibility. An analysis of data from a Chinese e‐commerce platform using operational indicators finds that integration between the e‐commerce platform and suppliers in terms of information sharing, joint planning and logistics cooperation has positive impacts on supply chain resilience, while procurement automation has the opposite effect. Furthermore, product flexibility positively moderates the impacts of information sharing, joint planning and logistics cooperation. The results enhance current understandings of the factors that contribute to the development of supply chain resilience and reveal that the relationship between integration and resilience should be examined within a contingency framework. The findings also provide guidelines for managers taking measures to mitigate the negative influences of supply chain disruptions.

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Supply chain collaboration in the presence of disruptions: a literature review

Cited by 144 publications

References 110 publications

The impact of information sharing on supply chain learning and flexibility performance

The impact of information sharing on supply chain learning and flexibility performance

A Conceptual Framework to Manage Resilience and Increase Sustainability in the Supply Chain

Developing supply chain resilience through integration: An empirical study on an e‐commerce platform

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