Lean and resilience in the healthcare supply chain – a scoping review

Purpose The importance of a lean health-care supply chain is increasingly discussed. However, it is still not very clear how lean practices relate to resilience capabilities, as there are synergies and divergences between them. This study aims at identifying the relationship between lean practices and resilience capabilities in the health-care supply chain. Design/methodology/approach This study conducted a scoping review based on five databases, which allowed the content analysis of 44 articles. Such analysis allowed the verification of trends and volume of studies on this topic. Further, the descriptive numerical and thematic analyses enabled the proposition of a conceptual framework, relating the adoption of lean practices to the development of resilience capabilities according to the tiers of the health-care supply chain in different value streams. Findings Three research directions were derived from this scoping review: empirical validation of the contribution of lean practices to resilience capabilities in the health-care supply chain; systemic implementation of lean practices across tier levels of the health-care supply chain; and complementary approaches to lean implementation toward a more resilient health-care supply chain. Practical implications The understanding of these relationships provides health-care managers arguments to prioritize the application of lean practices to improve desired resilience capabilities in the entire health-care supply chain. Originality/value To the best of the authors’ knowledge, there is no similar study in the literature.

IS YOUR SUPPLY CHAIN READY FOR THE NEXT DISRUPTION? BUILDING RESILIENT CHAINS

ABSTRACT The ability to recover from disruptions is important for organizations and supply chains. Empirical data were used to investigate factors that affect supply chain recovery from disruptions, including collaboration, visibility, flexibility, analytical orientation, and supply chain risk management. A literature review was conducted to build an online questionnaire that was applied to manufacturing firms in Brazil. This work’s statistical method includes confirmatory factor analysis and structural equation modeling. Our results indicate that a package of resilience capabilities - collaboration, flexibility, visibility, and analytical orientation - positively affect supply chain resilience. Improving such capabilities, therefore, will allow supply chains to recover better from disruptions. It was also discovered, however, that supply chains do not recover from disruptions by way of supply chain risk management alone. Mutual impacts also exist between the group of resilience capabilities and supply chain risk management.

Organizational Resilience Capability and Capacity Building

The objective of this chapter is to analyze the implications of organizational resilience capability and capacity building and development processes and the posed challenges to its design and implementation. It is based on the conceptual and theoretical assumptions underpinning the capabilities of resilience that can be learned and designed by organizations to be implemented and applied to adverse conditions. These underlying assumptions affect the organizational resilience capabilities building. It is concluded that building and developing organizational resilience capabilities has increased the research agenda on the theoretical and conceptual literature and the notions, factors, elements, and challenges.

Strategic Adaptive Resilience Capacity

This chapter analyzes the adaptive resilience capacity as an organizational strategy. It is assumed that the development of organizational resilience capabilities can support the transformation and adaptation strategies aimed to enhance the socio ecosystem services. One of the organizational capabilities is organizational resilience assuming that adverse conditions have an impact on the organization which may remain vulnerable unless it learns new capabilities and actions, adapts to access changing resources, and creates iteratively new forms and opportunities with the available resources. It is concluded that a strategic adaptive capacity approach to organizational resilience supports the design and implementation of more flexible and progressive strategies to face any kind of environmental disturbances, crises, and shocks to become more competitive in the global marketplace environment.

SUA CADEIA DE SUPRIMENTOS ESTÁ PREPARADA PARA A PRÓXIMA INTERRUPÇÃO? CONSTRUINDO CADEIAS RESILIENTES

ABSTRACT The ability to recover from disruptions is important for organizations and supply chains. Empirical data were used to investigate factors that affect supply chain recovery from disruptions, including collaboration, visibility, flexibility, analytical orientation, and supply chain risk management. A literature review was conducted to build an online questionnaire that was applied to manufacturing firms in Brazil. This work’s statistical method includes confirmatory factor analysis and structural equation modeling. Our results indicate that a package of resilience capabilities - collaboration, flexibility, visibility, and analytical orientation - positively affect supply chain resilience. Improving such capabilities, therefore, will allow supply chains to recover better from disruptions. It was also discovered, however, that supply chains do not recover from disruptions by way of supply chain risk management alone. Mutual impacts also exist between the group of resilience capabilities and supply chain risk management.

Resilient Organizations for River Restoration: The Case of Two Colorado River Sub-Basin Recovery Programs

This study characterizes the resilience of organizations undertaking river basin governance and recovery. The Upper Colorado River Endangered Fish Recovery Program (UCREFRP) and the Lower Colorado River Multi-Species Conservation Program (LCR-MSCP) are defined in this study as polycentric organizations nested within larger institutional mechanisms governing the Colorado River Basin. This study utilizes an environmental disturbance-organizational response framework to characterize organizational resilience—and uses attitudinal diversity (characterized by attitudes toward agendas) as the measurable metric. Environmental disturbances are defined as either press or pulse and categorized as either institutional or biophysical in nature. Four types of attitudinal diversity metrics are utilized—supportive, clarifying, conditional, and critical. Results indicate that institutional press and pulse events generated anticipatory resilience capabilities along with some adaptive capabilities for the organizations. However, the biophysical press and pulse events only reveal coping capabilities and very little adaptive capabilities. With the recent Colorado River shortage declaration, it is critical for the programs to build anticipatory as well as adaptive capabilities for optimal response to biophysical press events.

Digital Twin conceptual framework for improving critical infrastructure resilience

Critical infrastructures are the backbone of our societies with increasingly complex and networked characteristics and high availability demands. This makes them vulnerable to a wide range of threats that can lead to major incidents. Resilience is a concept that describes a system’s ability to absorb and respond to disturbances, as well as to learn from the past and anticipate new threats. In this article, we apply the Digital Twin concept to the infrastructure domain to improve the system’s resilience capabilities. We conduct a comprehensive requirements analysis related to infrastructure characteristics, crisis management and resilience measures. As a result, we propose a Digital Twin Conceptual Framework for critical infrastructures. We conclude that the Digital Twin paradigm is well suited to enhance critical infrastructure resilience.

The role of entrepreneurial orientation in developing SMEs resilience capabilities throughout COVID-19

Through the lens of entrepreneurial orientation, this study investigates operational practices that (small and medium-sized enterprises) have either adopted or improvised to support small and medium-sized enterprises’ resilience in the face of coronavirus disease 2019. Qualitative data were collected through 43 semi-structured interviews with entrepreneurial resource providers, owners and managers of several small and medium-sized enterprises across different industrial sectors in Jordan. The study contributes to the further understanding of small and medium-sized enterprises’ resilience by conceptually advocating a five-pillars practitioner-grounded framework of small and medium-sized enterprises’ resilience capability (efficiency-based capability, adaptive-capability, collaborative-capability, change-capability and learning-capability). Entrepreneurial orientation has been found to transition and mobilise small and medium-sized enterprises’ resilience to survive major disruptions and threats. Entrepreneurial orientation, in this study, grounded on risk-taking, innovation and proactivity, facilitates developing new capabilities that shield the firm against different threats. Practically, the study suggests several recommendations for small and medium-sized enterprises to meet the challenges of coronavirus disease 2019 and similar future major shocks. Notably, the study suggests that small and medium-sized enterprises should balance short-term operational actions with long-term strategic thinking to build a resilience capability pool.

A Practical Perspective on Resilience in Organizations: The Interplay Between Structure and Action

Organizations adopt resilience frameworks to deal with increasingly unstable environments, yet they are not usually applied according to their initial design. Previous research has documented the situatedness of resilience. The process of shaping resilience capabilities fuels both action and structure through social arrangements. However, knowledge remains scarce regarding how these elements relate to each other. This chapter addresses this gap, drawing on Schatzki’s work and approaching resilience as practice. It examines the four components of the structure of resilience practice and investigates their interplay with action. It relies on a qualitative design, focused on two French organizations that designed radically different resilience frameworks. The findings of this chapter outline how both the organizations deviated from their resilience vision and frameworks, no matter the nature of the framework. Despite some synergistic ties between resilience structure and action, contradictions and inconsistencies within the structure emerged, which fostered deviation. Finally, the chapter discusses two other important points inherent to its findings: First, the evolutionary dimension of resilience as practice. Second, the influence of resilience proponents—who proactively promote resilience as a practice—on the interplay between its components.