Supply chain agility - managing the consequences of increased vulnerability

2007 ◽  
Author(s):  
J. Hammant ◽  
A. Braithwaite
Keyword(s):  
Supply Chain ◽  
Supply Chain Agility

An empirical examination of firm financial performance along dimensions of supply chain resilience

2017 ◽  
Vol 40 (3) ◽  
pp. 254-269 ◽  
Author(s):  
Xun Li ◽  
Qun Wu ◽  
Clyde W. Holsapple ◽  
Thomas Goldsby
Keyword(s):  
Supply Chain ◽  
Financial Performance ◽  
Three Dimensions ◽  
Empirical Examination ◽  
Content Type ◽  
Supply Chain Resilience ◽  
Critical Dimensions ◽  
Firm Financial Performance ◽  
Supply Chain Agility ◽  
The Impact

Purpose This paper aims to investigate the impact of three critical dimensions of supply chain resilience, supply chain preparedness, supply chain alertness and supply chain agility, all aimed at increasing a firm’s financial outcomes. In a turbulent environment, firms require resilience in their supply chains to prepare for potential changes, detect changes and respond to actual changes, thus providing superior value. Design/methodology/approach Using survey data from 77 firms, this study develops scales for preparedness, alertness and agility. It then tests their hypothesized relationships with a firm’s financial performance. Findings The results reveal that the three dimensions of supply chain resilience (i.e. preparedness, alertness and agility) significantly impact a firm’s financial performance. It is also found that supply chain preparedness, as a proactive resilience capability, has a greater influence on a firm’s financial performance than the reactive capabilities including alertness and agility, suggesting that firms should pay more attention to proactive approaches for building supply chain resilience. Originality/value First, this study develops a comparatively comprehensive definition for supply chain resilience and explores its dimensionality. Second, this study provides empirically validated instruments for the dimensions of supply chain resilience. Third, this study is one of the first to provide empirical evidence for direct impact of supply chain resilience dimensions on a firm’s financial performance.

The role of demand management in achieving supply chain agility

2014 ◽  
Vol 19 (5/6) ◽  
pp. 577-591 ◽  
Author(s):  
David M. Gligor
Keyword(s):  
Supply Chain ◽  
Conceptual Framework ◽  
Flexible Manufacturing ◽  
Demand Management ◽  
Comprehensive Review ◽  
Content Type ◽  
Turbulent Environments ◽  
Supply Chain Agility ◽  
Managerial Implications

Purpose – The purpose of this paper is to explore the role of demand management in achieving supply chain agility (SCA) through a multi-disciplinary review of the relevant research. The systematic literature review provides the basis for formulating a conceptual framework of the relationship. Design/methodology/approach – A systematic, comprehensive review of the literature on manufacturing, marketing organizational and SCA from 1991 through 2013 was conducted. The literature on demand management is also examined to identify the various elements that contribute to SCA. Findings – Most agility frameworks take a supply-side perspective and assume that demand is known. Those that do acknowledge the role of demand fall short of offering a holistic framework that acknowledges the role of both. This paper suggests that it is simply not enough to have flexible manufacturing, distribution and procurement systems to achieve SCA. Flexibility in managing demand is also needed. Furthermore, it is the premise of this paper that demand and supply integration (DSI) inside the firm is critical to achieving SCA. Research limitations/implications – This research is a systematic, integrative review of the existing literature on the concept of agility. As such, the next phase of research needed for theory building will be the operationalization of constructs and testing of the hypothesized relationships proposed by the conceptual framework. Practical implications – The paper has several managerial implications as well. It illustrates how firms can create and sustain competitive advantages in turbulent environments. Managers can use the framework developed here to assess what structures and decision-making processes they can use to increase the firm’s SCA. Practitioners can use this model as a checklist to identify candidate areas for improving agility. The section illustrating the use of knowledge management to increase DSI should be of particular interest to managers, considering that a great deal of firms experience a disconnect between demand creation and supply fulfillment. Originality/value – Through a systematic, comprehensive review of multi-disciplinary literature, the paper explores the role of demand management in achieving SCA.

The performance impact of supply chain agility and supply chain adaptability: the moderating effect of product complexity

2014 ◽  
Vol 53 (10) ◽  
pp. 3028-3046 ◽  
Author(s):  
Dominik Eckstein ◽  
Matthias Goellner ◽  
Constantin Blome ◽  
Michael Henke
Keyword(s):  
Supply Chain ◽  
Moderating Effect ◽  
Product Complexity ◽  
Performance Impact ◽  
Supply Chain Agility

Developing a model for supply chain agility and innovativeness to enhance firms’ competitive advantage

2019 ◽  
Vol 57 (7) ◽  
pp. 1511-1534 ◽  
Author(s):  
Chih-Jou Chen
Keyword(s):  
Supply Chain ◽  
Competitive Advantage ◽  
Dynamic Capabilities ◽  
Business Environment ◽  
Structural Equations ◽  
Survey Method ◽  
Content Type ◽  
Supply Chain Agility ◽  
It Integration ◽  
The Impact

Purpose Developing agility and innovativeness as dynamic capabilities are important for firms to sustain their competitive advantage in today’s global economy. The purpose of this paper is to develop and empirically test a framework to investigate how the supply chain agility and innovativeness are achieved through IT integration and trust in members of supply chain and how these, in turn, can enhance firms’ competitive advantage. Design/methodology/approach This research employs a survey method and data are collected from senior managers working in the supply chain or IT area. The model and hypotheses are tested utilizing data from 204 usable Taiwan manufacturing firms via structural equations modeling methodology. Findings The study demonstrates that both IT integration and trust in supply chain members significantly enhance supply chain agility and innovativeness, which in turn positively affect firm’s competitive advantage. The results indicate that IT integration and trust are antecedents and major joint partnership resources for improving supply chain agility and innovativeness. Research limitations/implications Data are collected from manufacturing industry in Taiwan and single respondent from each firm, the generalizability of current findings to other industries or countries should require additional investigation. Practical implications The study suggests that a firm should focus on IT integration and trust in supply chain members to achieve supply chain agility and innovativeness. To take advantage of supply chain agility and innovativeness, through maximizing firm’s competitive advantage, firms should continually adapt to the fast changing business environment and search for creative ways to satisfy new market needs. Originality/value Given the attention paid to supply chain agility and innovativeness in terms of importance to responding to business uncertainty and competitiveness, and more recently, as important capabilities in managing supply chain management, this paper investigates how IT integration and trust can contribute to supply chain agility and innovativeness. Provide evidence regarding the impact of IT integration and trust on agility of supply chains, innovativeness and competitive advantage.

Supply chain agility: review, classification and synthesis

2017 ◽  
Vol 20 (6) ◽  
pp. 532-559 ◽  
Author(s):  
Namrata Sharma ◽  
B. S. Sahay ◽  
Ravi Shankar ◽  
P. R. S. Sarma
Keyword(s):  
Supply Chain ◽  
Supply Chain Agility

scholarly journals Implementation of fuzzy logic to measure supply chain agility

2016 ◽  
Vol 2 (1) ◽  
pp. 18
Author(s):  
Mehdi Karimimalayer ◽  
Nizaroyani Saibani
Keyword(s):  
Fuzzy Logic ◽  
Supply Chain ◽  
Changing Environment ◽  
Agile Supply Chain ◽  
Supply Chain Agility ◽  
Wide Range

In our age of perennial changing environment, supply chain agility is a crucial factor having a great impact on the company's competitiveness. For transforming supply chain into an agile supply chain, first it is necessary to comprehend the meaning of agile supply chain, since agility has wide range of meanings and various dimensions which covers different aspects of an organization. Generally, however, there have been many researches on agility, proportionally; the concept of agility in supply chain has not been much surveyed. The circumstance unveils the necessity of a technique to measure the supply chain agility. The purpose of the article is to propose a technique, using fuzzy logic which supply chain agility be measured.

scholarly journals Firm's supply chain agility enabling resilience and performance in turmoil times

2021 ◽  
Vol 14 (2) ◽  
pp. 224
Author(s):  
Marcos Paulo Valadares De Oliveira ◽  
Paulo Renato De Sousa ◽  
Marcelo Bronzo Ladeira ◽  
Marcelo Werneck Barbosa
Keyword(s):  
Supply Chain ◽  
Supply Chain Agility ◽  
And Performance

Supply chain agility in humanitarian protracted operations

2016 ◽  
Vol 6 (2) ◽  
pp. 173-201 ◽  
Author(s):  
Cécile L'Hermitte ◽  
Peter Tatham ◽  
Ben Brooks ◽  
Marcus Bowles
Keyword(s):  
Supply Chain ◽  
Humanitarian Logistics ◽  
Future Research ◽  
Short Term ◽  
Content Type ◽  
Emergency Operations ◽  
Supply Chain Agility ◽  
Agile Practices ◽  
Basic Features

Purpose – The purpose of this paper is to extend the concept of agility in humanitarian logistics beyond emergency operations. Since the humanitarian logistics literature focuses primarily on emergencies and sees longer term and regular operations as being conducted in relatively stable and predictable environments, agile practices are usually not associated with humanitarian protracted operations. Therefore, this paper explores the logistics and supply chain environment in such operations in order to identify their basic features and determine if agility is an important requirement. Design/methodology/approach – Using a case study of the United Nations World Food Programme, the authors collected and analysed qualitative and quantitative data on the characteristics of protracted operations, the risks and uncertainties most frequently encountered, their impact, and the ways that field logisticians manage contingencies. Findings – The research demonstrates that unpredictability and disruptions exist in protracted operations. Therefore, short-term operational adjustments and agile practices are needed in order to support the continuity of humanitarian deliveries. Research limitations/implications – Future research should focus on a wider range of humanitarian organisations and move from a descriptive to a prescriptive approach in order to inform practice. Notwithstanding these limitations, the study highlights the need for academics to broaden the scope of their research beyond emergencies and to address the specific needs of humanitarian organisations involved in longer term operations. Originality/value – This paper is the first empirical research focusing exclusively on the logistics features of humanitarian protracted operations. It provides a more concrete and complete understanding of these operations.

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