Bridging the gap between supply chain risk management and strategic technology partnering capabilities: insights from social capital theory

2018 ◽  
Vol 23 (4) ◽  
pp. 278-292 ◽  
Author(s):  
Irène Kilubi ◽  
Helen Rogers
Keyword(s):  
Social Capital ◽  
Risk Management ◽  
Supply Chain ◽  
Organizational Performance ◽  
Social Capital Theory ◽  
Supply Chain Risk Management ◽  
Supply Chain Risk ◽  
Capital Theory ◽  
Content Type ◽  
The Impact

Purpose As companies seek to continually innovate to remain globally competitive, they also need to be mindful of the impact of the potential associated supply chain risks. Hence, the purpose of this study is to explore the causal nexus of relationships linking supply chain risk management (SCRM) and strategic technology partnering (STP) capabilities (i.e. organizational capabilities, technological and innovative capabilities, learning and exploitation capabilities, complementary capabilities and network and partnership capabilities) as identified by Kilubi (2016). Design/methodology/approach The authors investigate STP capabilities that may positively influence SCRM and in turn foster organizational performance. By using conceptual theory building, the authors create a conceptual framework and use it to guide future investigation through research propositions. Social capital theory serves as the theoretical background. Findings Five STP capabilities have been identified as positive mediators for the relationship between SCRM and organizational performance, in particular flexibility and responsiveness. Originality/value This paper focuses on bridging the gap and identifying commonalities between two principal research disciplines, STP and SCRM, examining how these can be used to assist in the controlling and management of future risks. This study contributes to the ongoing development of SCRM and STP by integrating insights from social capital theory, supply chain management and strategic management.

A model for supply chain risk management in the automotive industry using fuzzy analytic hierarchy process and fuzzy TOPSIS

2018 ◽  
Vol 25 (9) ◽  
pp. 3831-3857 ◽  
Author(s):  
Samira Salehi Heidari ◽  
Mohammad Khanbabaei ◽  
Majid Sabzehparvar
Keyword(s):  
Risk Management ◽  
Supply Chain ◽  
Analytic Hierarchy Process ◽  
Organizational Performance ◽  
Supply Chain Risk Management ◽  
Supply Chain Risk ◽  
Analytic Hierarchy ◽  
Content Type ◽  
Performance Factors ◽  
Hierarchy Process

Purpose One of the most important issues in supply chain (SC) management is the identification and management of the risk involved in it. The purpose of this paper is to propose a comprehensive model of supply chain risk management (SCRM) in the product life cycle (PLC) and the operational process cycle (OPC). To decrease the risks in a fuzzy environment, the model considers the organizational performance factors (OPF) and the risk operational practices (ROP). Design/methodology/approach Fuzzy analytic hierarchy process is used to determine the weights of the relationships between the PLC, OPC and OPF in the hierarchical structure of the decision problem. In addition, the fuzzy technique for order preference by similarity to ideal solution is employed to recognize the priority of ROPs in dealing with the performance factors. The integrated framework is evaluated using the case study of an automotive company in Iran. Findings The results demonstrated that the proposed model can be used to formulate an appropriate method for prioritizing defined alternatives to decrease risk and improve the organizational performance in SCRM under fuzzy conditions. Research limitations/implications A major limitation of the study is that a few of the selected criteria for risk assessment are focused only on economic factors. Another limitation of the current study is related to the PLC, OPC and OPF being based on the work of Xia and Chen (2011). Practical implications The current study identified the more important stage in the PLC. More significant process in each stage of the PLC and weightier risk factors in each process of the OPC were determined. Some strategies for reducing risk in each stage of the PLC were presented. The best alternatives for reducing risks in SC were indicated. Originality/value It is worth mentioning that previous studies have not applied multiple criteria and alternatives to decrease the risks involved in the PLC and OPC parts of the SC under fuzzy conditions. However, it should be stated that some academics have used these techniques separately, in other specialized areas of the SC.

Examining the role of stakeholder pressure and knowledge management on supply chain risk and demand responsiveness

2014 ◽  
Vol 25 (1) ◽  
pp. 202-223 ◽  
Author(s):  
David E. Cantor ◽  
Jennifer Blackhurst ◽  
Mengyang Pan ◽  
Mike Crum
Keyword(s):  
Risk Management ◽  
Knowledge Management ◽  
Supply Chain ◽  
Structural Equation ◽  
Risk Mitigation ◽  
Equation Modeling ◽  
Supply Chain Risk Management ◽  
Supply Chain Risk ◽  
Content Type ◽  
The Impact

Purpose – The purpose of this paper is to contribute to the supply chain risk management literature by examining how stakeholders place pressure on the firm to engage in risk management activities. Design/methodology/approach – This paper utilizes a survey approach to test the nomological model. The analysis was carried out using structural equation modeling techniques. Findings – The results demonstrate that stakeholders place pressure on the firm to mitigate risk and that knowledge management (KM) and joint planning activities with suppliers serve as mediating roles in the model. The process-oriented model reveals that these factors influence the firm's ability to be responsive to customer demand. Originality/value – The research represents one of the first papers to empirically test how stakeholder theory and KM contributes to risk mitigation activities. Additionally, the paper shows the impact of KM factors on risk mitigation activities. The paper attempts to explain from both a theoretical and empirical perspective how and why firms are engaging in risk mitigation activities and how the impacts demand responsiveness.

Supply chain risk management in the COVID-19 pandemic: strategies and empirical lessons for improving global logistics service providers’ performance

2022 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Nils-Ole Hohenstein
Keyword(s):  
Risk Management ◽  
Supply Chain ◽  
Business Performance ◽  
Service Providers ◽  
Supply Chain Risk Management ◽  
Supply Chain Risk ◽  
Content Type ◽  
Logistics Service ◽  
Logistics Service Providers ◽  
The Impact

PurposeThe enormous impact of the COVID-19 pandemic showcases the key role of supply chain risk management (SCRM) in achieving and maintaining business performance, competitiveness and survival in the “new normal”. The purpose of this paper is to explore what impact the COVID-19 pandemic has had and may yet have on supply chains (SCs), which SCRM approaches have proved successful and how logistics service providers (LSPs) have applied the knowledge they have gained to improve their SCRM practices and resilience so as to prepare better for the next major disruption.Design/methodology/approachThis paper combines an extensive literature review with a multiple-case study of 10 internationally operating LSPs and how they have handled the impact of the COVID-19 pandemic so far. To bridge the research-practice gap, this study draws on the dynamic-capabilities view and provide insights that are valuable to both academia and practice.FindingsThis study provides empirical evidence on the severe impact of the COVID-19 pandemic on SCs, which has posed several challenges to LSPs. The study identifies eight factors that are critical to the adaptive capabilities of LSPs and, therefore, to their resilience in extreme conditions. The findings of this study show that these factors determine whether an SCRM system is robust and agile enough to allow an LSP to anticipate potential disruption and to respond fast enough when disruption occurs. Specifically, this study finds that robustness and agility demonstrably strengthen business performance, while learning from experience proves key to reconfiguring an SCRM design in response to acute disruption.Originality/valueThis paper is among the first to provide rich, empirical and practically applicable insights into the impact of the COVID-19 pandemic on business in relation to SCRM. These novel insights offer inspiring opportunities for further research.

A critical analysis of supply chain risk management content: a structured literature review

2017 ◽  
Vol 14 (1) ◽  
pp. 69-90 ◽  
Author(s):  
Surya Prakash ◽  
Gunjan Soni ◽  
Ajay Pal Singh Rathore
Keyword(s):  
Risk Management ◽  
Supply Chain ◽  
Literature Review ◽  
Critical Analysis ◽  
Future Research ◽  
Supply Chain Risk Management ◽  
Supply Chain Risk ◽  
Marked Rise ◽  
Content Type ◽  
Risk Management Process

Purpose The research on supply chain risk management (SCRM) is visibly on the rise, although its literature still lacks the state of the art that critically analyzes its content. The SCRM literature seems to require studies that utilize risk typology, sources of risk, etc. for reviewing the topic. The purpose of this paper is to bridge the gap by synthesizing the information obtained from 343 articles across 85 journals. This study also presents a critical analysis of the content of SCRM in a structured manner to identify the directions for future research. Design/methodology/approach A systematic literature review (SLR) was devised and adopted, which involved the selection, classification, and evaluation of 343 research articles published over a period of 11 years (2004-2014). The content of extant SCRM literature was critically analyzed and synthesized from the perspective of the risk management process (RMP). Findings The analysis of extant literature shows that there is a marked rise in research in the SCRM area, especially after the year 2005. It was observed that not only risk but also different forms of uncertainties make supply chain (SC) operations difficult to manage. The SCRM actions yielded most benefits when their implementation was at chain or network level and managed strategically. The analysis also reveals that the manufacturing sector is most affected by risks and highly investigated by researchers. Practical implications A complete process for SCRM based on risk stratification, objectives of risk management, and RMP will be a guiding model for firms to manage risks. The research gaps identified and future directions provided here will encourage researchers and managers to devise new methods, tools, and techniques to address the risks in modern SC operations. Originality/value An SLR and risk-based content classification of SCRM literature were performed. To identify, locate, select, and analyze the SCRM literature, a structured and systematic process was adopted with some very rarely used methods such as two levels of search keywords, and strings were formulated to locate the most relevant articles in major academic databases.

scholarly journals Reading on and between the lines: risk identification in collaborative and adversarial buyer–supplier relationships

2018 ◽  
Vol 23 (4) ◽  
pp. 351-376 ◽  
Author(s):  
Yiyi Fan ◽  
Mark Stevenson
Keyword(s):  
Social Capital ◽  
Supply Chain ◽  
Risk Identification ◽  
Social Capital Theory ◽  
Future Research ◽  
Supplier Relationships ◽  
Content Type ◽  
Signalling Theory ◽  
Multi Level ◽  
The Impact

Purpose This paper aims to investigate how supply chain risks can be identified in both collaborative and adversarial buyer–supplier relationships (BSRs). Design/methodology/approach This research includes a multiple-case study involving ten Chinese manufacturers with two informants per organisation. Data have been interpreted from a multi-level social capital perspective (i.e. from both an individual and organisational level), supplemented by signalling theory. Findings Buyers use different risk identification strategies or apply the same strategy in different ways according to the BSR type. The impact of organisational social capital on risk identification is contingent upon the degree to which individual social capital is deployed in a way that benefits an individual’s own agenda versus that of the organisation. Signalling theory generally complements social capital theory and helps further understand how buyers can identify risks, especially in adversarial BSRs, e.g. by using indirect signals from suppliers or other supply chain actors to “read between the lines” and anticipate risks. Research limitations/implications Data collection is focussed on China and is from the buyer side only. Future research could explore other contexts and include the supplier perspective. Practical implications The types of relationships that are developed by buyers with their supply chain partners at an organisational and an individual level have implications for risk exposure and how risks can be identified. The multi-level analysis highlights how strategies such as employee rotation and retention can be deployed to support risk identification. Originality/value Much of the extant literature on supply chain risk management is focussed on risk mitigation, whereas risk identification is under-represented. A unique case-based insight is provided into risk identification in different types of BSRs by using a multi-level social capital approach complemented by signalling theory.

Strategic action grids: a study on supply chain risk management in manufacturing industries in India

2018 ◽  
Vol 25 (8) ◽  
pp. 3045-3061 ◽  
Author(s):  
V. Viswanath Shenoi ◽  
T.N. Srikantha Dath ◽  
C. Rajendran ◽  
P. Shahabudeen
Keyword(s):  
Risk Management ◽  
Supply Chain ◽  
Mitigation Strategies ◽  
Manufacturing Industries ◽  
Supply Chain Risk Management ◽  
Supply Chain Risk ◽  
Strategic Action ◽  
Content Type ◽  
The Mean ◽  
Robust Supply Chain

Purpose The purpose of this paper is to provide strategic recommendations to supply chain managers of Indian manufacturing industries for a robust supply chain related to risk management by original equipment manufacturers (OEMs) and suppliers in manufacturing industries to ensure a robust supply chain risk management (SCRM). Design/methodology/approach Importance-performance analysis (IPA) is utilized to identify and provide strategic recommendations to manufacturing industries for improving their supply chain performance by attaching due importance to risk constructs and appropriately choosing mitigation strategies. Findings The investigation using the strategic action grids reveals that most of the means of risks are near the point of intersection of the grand means of the risk constructs and their impact on the supply chain, indicating that all the risks have the equal likelihood of occurrence. The mean importance of risk monitoring, risk avoidance (RA) and risk sharing surpass the mean performance for both OEMs and suppliers. Research limitations/implications The study is executed with following limitations: the study assumes that the manufacturing industries across different sectors perceive similar risk. The sectors considered are automotive, heavy engineering, general engineering and home appliances. The Southern States of India are considered because of the dominant presence of many industries, especially automotive industries. However, it should be noted that these States form the manufacturing hubs where the lead organizations are functioning along with their major suppliers. Practical implications By understanding the importance of SCRM dimensions and utilization of these dimensions, firms can mitigate the impact of risk on the supply chain. The detailed study of SCRM strategies highlights the importance attached to risk factors, mitigation strategies, and top management commitment. By the implementation of SCRM strategies, supply chain managers can improve the firm’s performance. Originality/value The study involves empirically validated data on SCRM dimensions. The IPA is performed on the SCRM dimensions to investigate the importance attached to the factors of the dimensions and their performance.

Incorporating the risk of knowledge loss in supply chain risk management

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Abdelkader Daghfous ◽  
Abroon Qazi ◽  
M. Sajid Khan
Keyword(s):  
Risk Management ◽  
Supply Chain ◽  
Risk Mitigation ◽  
Relevant Literature ◽  
Future Research ◽  
Supply Chain Risk Management ◽  
Supply Chain Risk ◽  
Knowledge Loss ◽  
Content Type ◽  
Knowledge Based

PurposeThe literature on supply chain risk management (SCRM) has investigated a multitude of supply chain risks. This paper aims to make a case for the importance of managing the risk of knowledge loss in the supply chain management (SCM) function and incorporating knowledge loss as a critical risk within the SCRM process.Design/methodology/approachThis paper adopts a knowledge-based view of the SCRM process and attempts to bring to light insights based on a synthesis of the relevant literature. The authors conducted a systematic literature review of peer-reviewed articles published between 1998 and 2019. Further, a case study was conducted to illustrate the significance of the risk of knowledge loss in the SCM function in terms of how it operates and why it has such a significant impact on performance.FindingsKnowledge loss is a relatively neglected type of supply chain risk that can be added to the existing typologies. This paper argues that knowledge loss in the SCM function has the propensity to significantly impact the performance of the focal firm, exacerbate other types of supply chain risk and impede risk mitigation efforts. We put forth several strategies that supply chain managers can adopt to mitigate the risk of knowledge loss in their function.Research limitations/implicationsThis paper generates an exploratory opening that could pave the way for a systematic theory of knowledge loss as a supply chain risk and future empirical research. The study culminates in a number of important insights and initiatives for supply chain managers to recognize and manage the risk of knowledge loss.Originality/valueThis paper argues for the importance of incorporating the risk of knowledge loss in SCRM research and practice. It also provides an examination of some promising angles for future research in SCRM from a knowledge-based perspective.

Understanding the influence of lean and agile strategies on creating firms’ supply chain risk management capabilities

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Waqar Ahmed ◽  
Muhammad Zaki Rashdi
Keyword(s):  
Risk Management ◽  
Supply Chain ◽  
Empirical Evidence ◽  
Internal Control ◽  
Market Condition ◽  
Equation Modeling ◽  
Supply Chain Risk ◽  
Content Type ◽  
Management Capabilities ◽  
The Impact

Purpose Lean and agile strategies are two basic supply chain paradigms that strategist decouples based on their internal and external environment. This study aims to identify the influence of market orientation (MO) and quality management (QM) deployment on the supply chain strategies. Furthermore, this study also seeks empirical evidence of the impact of these core strategies on creating risk management capabilities. Design/methodology/approach Quantitative research technique is deployed to explain the phenomenon. The data was gathered through a structured scale questionnaire from supply chain professionals working at different manufacturing firms. Valid data of 134 respondents is then analyzed through partial least squares structural equation modeling for further empirical understanding. Findings The outcome of the research indicates that MO capability; as an external drive is a key to make an operational strategy. QM as an internal control is more prone to formulating a lean strategy (LS). Another important finding is that LS does not complement risk management capabilities especially in an uncertain market condition. Practical implications The study suggested concrete implications for risk management through the right mix of lean and agile supply chain strategies. There are some good insights for the supply chain policy-makers working in a developing country. Originality/value This study will provide empirical evidence for managing supply chain risk through an effective strategy making.

Countering threats from cyber and information risks

2019 ◽  
Vol 1 (2) ◽  
pp. 74-76
Keyword(s):  
Risk Management ◽  
Supply Chain ◽  
Holistic Approach ◽  
Supply Chain Risk Management ◽  
Supply Chain Risk ◽  
Content Type ◽  
Management Of Risk

Findings Wider utilization of different technologies has increased the number and variety of potential disruptions to supply chain operations. Cyber supply chain risk management is thus growing in importance and its effectiveness at preventing and countering such threats can be maximized if supply chain members adopt a more holistic approach to the management of risk.

The proactive pursuit of surging performance through supply chain risk management

2020 ◽  
Vol 36 (7) ◽  
pp. 35-37
Keyword(s):  
Risk Management ◽  
Supply Chain ◽  
Design Methodology ◽  
Reading Time ◽  
Supply Chain Risk Management ◽  
Supply Chain Risk ◽  
Content Type ◽  
Management Culture ◽  
Pertinent Information ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings This research paper concentrates on clarifying how the proactive supply chain risk management (SCRM) strategies of supply chain (SC) flexibility, SC responsiveness, and SC resilience, impact upon SCRM performance. Data from the Turkish manufacturers revealed that SC resilience and SC responsiveness significantly boost SCRM performance, as well as overall firm performance, by reducing their associated risk, but that SC flexibility does not. Furthermore, the presence of a risk management culture in itself did not yield the expected ultimate increase in SCRM performance. Originality/value The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

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