The influence of relational competencies on supply chain resilience: a relational view

Abstract

Purpose-The purpose of this research is to explore the resilience domain, which is important in the field of supply chain management; it investigates the effects relational competencies have for resilience and the effect resilience, in turn, has on a supply chain's customer value. Design/methodology/approach-The research is empirical in nature and employs a confirmatory approach that builds on the relational view as a primary theoretical foundation. It utilizes survey data collected from manufacturing firms from three countries, which is analyzed using structural equation modeling. Findings-It is found that communicative and cooperative relationships have a positive effect on resilience, while integration does not have a significant effect. It is also found that improved resilience, obtained by investing in agility and robustness, enhances a supply chain's customer value. Practical implications-Some findings contrast the expectations derived from theory. Particularly, practitioners can learn that integration has a limited role in enhancing resilience. Originality/value-The study distinguishes between a proactive and reactive dimension of resilience: robustness and agility. The relational view serves as the theoretical basis to explain the effects between three types of relational competencies (communication, cooperation, and integration) and the above-mentioned two dimensions of resilience.

Managing Capabilities for Supply Chain Resilience Through it Integration

“…This research provides evidence that the collaboration, redundancy and flexibility capabilities must be addressed in a more specific way in order to better utilize them for supply chain resilience. Wieland & Wallenburg (2013) analysed the influence of relational competencies on supply chain resilience. They identified that communicative and cooperative relationships have a positive effect on resilience, while integration does not have a significant effect.…”

“…To effectively manage flexibility and redundancy, integration capability should also be addressed. Wieland & Wallenburg (2013) identified that communicative and cooperative relationships have a positive effect on resilience, while integration does not have a significant effect. Without the capability to utilize information effectively, the high collaboration level is ineffective, because the collaboration becomes too complex and loses flexibility.…”

Coping with uncertainties via resilient supply chain framework

“…This is analogous with the observation by Christopher and Holweg (2011) that managers consistently recognise their business environment as inherently unstable and find supply chains to experience the 'age of turbulence' (Wieland and Wallenburg, 2013). To manage with such turbulences and the inherent changes in today's supply chains, enormous deliberation, has been given to strategies that minimise supply chain risks (Bakshi and Kleindorfer, 2009;Hendricks et al, 2009;Kern et al, 2012;Sodhi et al, 2012;Wieland and Wallenburg, 2013).…”

Supply Chain Resilience Analysis: A Brazilian Automotive Case

“…However, when the flexibility strategy is applied, the total cost of the SC is less than the redundancy strategy, and the lead time ratio is better. Wieland and Wallenburg (2013) explore the resilience domain and investigate relational competencies effect on resilience and resilience effect, on a SC's customer value. They note that communicative and cooperative relationships have a positive effect on resilience, while integration does not have a significant effect.…”

“…The key elements of SC resilience and the relationships among them are still poorly understood (Ponomarov & Holcomb, 2009). The available literature on SC resilience is informative and is primarily focused on presenting several theoretical viewpoints of the phenomenon (Sheffi, 2001;Christopher & Lee, 2004;Christopher and Towill, 2001;Bhamra, Dani, & Burnard, 2011;Juttner & Maklan, 2011); more empirical studies are needed on the subject (Juttner & Maklan, 2011;Bhamra, Dani, & Burnard, 2011;Wieland & Wallenburg, 2013).…”