Supply chain vulnerability: contributions from an edifying case study

Abstract

Purpose Companies today observe an increase in the complexity and vulnerability of their supply chains (SCs) as a result of global scale networks and a turbulent environment. The purpose of this paper is to explore knowledge management (KM) as a potential way of reducing SC vulnerability and answer the following question: how does inter-organisational KM influence efforts to reduce SC vulnerability? Design/methodology/approach Drawing on the resource-based view and the knowledge-based view (KBV), a single case study in the energy industry is conducted by collecting various data through interviews, observations and internal documents. Findings This edifying case study indicates that a lack of KM hinders any attempt to mitigate SC vulnerability. Research limitations/implications This research shows several limitations such as data privacy, generalisation and the decision to study an atypical SC. Practical implications The paper points out in a dedicated section the key actions a company should take in order to develop the required characteristics of knowledge expressed in the KBV. Originality/value This is the first qualitative research that investigates the relationships between SC vulnerability and KM, and more particularly in a recycling context where a strong research gap exists.

Mediating effect of big data analytics on project performance of small and medium enterprises

“…Lamba and Singh (2016) proposed conceptual frameworks of BDA in the supply chain. BDA capabilities in supply chain have been employed for designing distribution networks (Mishra and Singh, 2020), minimizing supply chain risks (Sharma and Routroy, 2016), mitigating vulnerabilities in supply chains (Ruel et al , 2019), supporting human resource management (Liboni et al , 2019), and facilitating supplier selection (Lamba and Singh, 2019). Mehdikhani and Valmohammadi (2019) argued about the need for strategic collaboration for a sustainable supply chain.…”

Analysing enablers of knowledge management in improving logistics capabilities of Indian organisations: a TISM approach

“…Major KM processes appeared frequently in literature these include knowledge creation, knowledge capture, knowledge organisation, knowledge storage, knowledge dissemination and knowledge application (Robinson et al , 2005; Khan and Vorley, 2017). Application of advanced information technology (IT) (Patil and Kant, 2014a; Bhosale and Kant, 2016; Lim et al , 2017), culture (Bharadwaj et al , 2015), collaboration (Draghici et al , 2015; Sitas et al , 2016), leadership (Skyrme and Amidon, 1997; Bhosale and Kant, 2016; Patil and Kant, 2014b; Lim et al , 2017), design of KM bases system (Arain, 2015; Lim et al , 2017; Ruel et al , 2019), KM strategy (Liebowitz,1999; Wong, 2005; Migdadi, 2009), etc. are the major enablers reported in KM literature (Migdadi, 2009).…”

“…Nonetheless, organisations have realised the importance of competitiveness in their logistics operations, and hence, they are now investing in knowledge management (KM) systems (Best Practices LLC, 2018; Durst and Evangelista, 2018; Tooranloo et al , 2018). Such investment aims to ensure the availability of all technological and intellectual knowledge within the organisations (Martins et al , 2019; Ruel et al , 2019). This strategy also aims to turn logistics-related data and information into knowledge (Ernst and Young, 2014; Tian, 2017) for improving efficiency, reducing operational costs and enhancing the responsiveness (Oliveira et al , 2015; Durst and Evangelista, 2018).…”

“…Additionally, an adaptation of automatic identification and data capturing technologies and smart systems such as radio frequency identification (RFID), IoT, Blockchain, a geographical positioning system (GPS), etc., have made KM as one of the demanding strategies for sustainable business growth (Lim et al , 2017; Kianto et al , 2018). As most of the KM studies are limited to intra-organisation (Kianto et al , 2018; Ruel et al , 2019), however, logistics is considered as inter-organisational activity (Samuel et al , 2011), the role of KM can be explored to benefit such inter-organisational transactions.…”

Exploring the role of ambidexterity and coopetition in designing resilient fashion supply chains: a multi-evidence-based approach

“…Supply chain trends, such as outsourcing and offshore manufacturing, globalisation, improved infrastructure and information technologies (Manuj and Mentzer, 2008) have extended supply chains into longer and complex networks. This has increased supply chain vulnerability, fragility and frequent operational disruptions making disruptions management an important issue and critical challenge (Christopher and Holweg, 2017;Colicchia et al, 2019;Ruel et al, 2019). The global spread of supply chains also compromises agility and responsiveness which is essential to compete in modern demand-driven and volatile markets such as fashion (Masson et al, 2007;Chan et al, 2017).…”