Waffle House Restaurants hurricane response: A case study

Ergün, Özlem; Stamm, Jessica L. Heier; Keskinocak, Pınar; Swann, Julie

doi:10.1016/j.ijpe.2009.08.018

Cited by 46 publications

(39 citation statements)

References 12 publications

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“…Partners in such a relationship are tied together and thus, feel committed to help each other by improving both their own and joint processes. It has been observed that good relationships can be an essential enabler to obtain premium service from suppliers (Bruce et al, 2004) and that relationships help to make risk response processes faster, because a company's commitment to its partners drives the continuous improvement in these processes (Ergun et al, 2010). Hence, cooperation between supply chain members has the potential to further improve visibility and speed; thus, it is hypothesized that:…”

Section: Supply Chain Resiliencementioning

confidence: 99%

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

Wieland¹,

Wallenburg

2013

International Journal of Physical Distribution &Amp; Logistics Management

667

677

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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.

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Section: Supply Chain Resiliencementioning

confidence: 99%

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

Wieland¹,

Wallenburg

2013

International Journal of Physical Distribution &Amp; Logistics Management

667

677

View full text Add to dashboard Cite

show abstract

“…In order to retrospectively discuss the proposed framework, we use case examples which demonstrate the application of power and situational strength: adhocracy (Sullivan-Taylor and Branicki 2011), clan (Ellegaard 2008), hierarchy (Norrman and Jansson 2004) and market cultures (Ergun et al 2010).…”

Section: Case Study Evaluationmentioning

confidence: 99%

“…Waffle House Restaurants operates stores across the USA, with a large number of stores based in a high-risk hurricane area (Ergun et al 2010). To combat this, the organisation has developed a detailed hurricane preparation and response plan to ensure that they are able to resume service in their restaurants as soon as possible after a disruption (Ergun et al 2010). Various functions within Waffle House Restaurants have specific processes and documented procedures to follow when a disruption does occur (Ergun et al 2010).…”

Section: Market Culture-waffle House Restaurantsmentioning

confidence: 99%

Influence of Organisational Culture on Supply Chain Resilience: A Power and Situational Strength Conceptual Perspective

Whiteside

Dani

2020

JRFM

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The purpose of this paper is to explore how organisational culture, represented by the competing values framework (CVF), and the relationship mechanisms of situational strength and power influence an organisation’s approach to supply chain resilience (SCRES). This is a conceptual paper which uses a multi-theoretical approach to create a framework outlining how organisations which possess different characteristics of culture within the CVF will work to achieve SCRES. Secondary analysis of four case examples as discussed in the supply chain and resilience literature are then used to support the development of propositions from this framework in more detail. The paper suggests that ‘flexibility focused’ cultures will create weaker situational strengths for supply chain partners when managing disruptions, while ‘stability focused’ cultures will create stronger situational strengths in the same scenarios. ‘Internally focused’ cultures may use coercive power with supply chain partners when managing disruptions, while ‘externally focused’ cultures will prefer non-coercive power in the same scenarios. The four case studies from the literature highlight that each type of culture within the CVF can enable an organisation to achieve SCRES. The practical implications of the findings are that managers should take into consideration how their organisation’s culture will influence their relationships with supply chain partners, depending on their application of power and situational strength. However, future research is required to empirically test the propositions.

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“…Hence, it lays the foundations for fast reactions. Ergun et al (2010) highlight how SCRM processes enable a U.S. restaurant chain to respond to hurricanes. Such major weather event triggers the response systems and lessons learned are documented for future seasons.…”

Section: No Standard Definition Is Available For the Term Scrm By mentioning

confidence: 99%

Dealing with supply chain risks

Wieland

Wallenburg²

2012

International Journal of Physical Distribution &Amp; Logistics Management

418

146

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PurposeThe effects of supply chain risk management (SCRM) on the performance of a supply chain remain unexplored. It is assumed that SCRM helps supply chains to cope with vulnerabilities both proactively by supporting robustness and reactively by supporting agility. Both dimensions are assumed to have an influence on supply chain performance and on business performance. This research is aimed at providing clarity by empirically testing these hypotheses and scrutinizing the findings by the means of case studies. Design/methodology/approachThe research is empirical. Survey data was collected from 270 manufacturing companies for hypotheses testing via structural equation modeling. Additionally, qualitative data was collected to explore the nature of non-hypothesized findings. FindingsIt is found that SCRM is important for agility and robustness of a company. Both agility and robustness show to be important in improving performance. While agility has a strong positive effect only on supply chain performance, but not directly on business performance, robustness has a strong positive effect on both performance dimensions. This important finding directs the strategic attention from agility-centered supply chains to ones that are both robust and agile. The case studies provide insights to the fact that robustness can be considered a basic prerequisite to deal with supplier-side risks, while agility is necessary to deal with customer-side risks. The amount of agility and robustness needs to fit to the competitive strategy. Practical implicationsSince volatility has increasingly become a prevalent state of supply chains, companies need to consider robustness to be of primary importance to withstand everyday risks and exceptions.

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Waffle House Restaurants hurricane response: A case study

Cited by 46 publications

References 12 publications

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

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

Influence of Organisational Culture on Supply Chain Resilience: A Power and Situational Strength Conceptual Perspective

Dealing with supply chain risks

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