دانلود رایگان مقاله انگلیسی انعطاف پذیری زنجیره تامین: رویکردی پویا و چند بعدی - امرالد 2018

Abstract

Purpose – The purpose of this paper is to present a conceptual framework on resilience types in supply chain networks. Design/methodology/approach – Using a complex adaptive systems perspective as an organizing framework, the paper explores three forms of resilience: engineering, ecological and evolutionary and their antecedents and links these to four phases of supply chain resilience (SCRES): readiness, response, recovery, growth and renewal. Findings – Resilient supply chains need all three forms of resilience. Efficiency and system optimization approaches may promote quick recovery after a disruption. However, system-level response requires adaptive capabilities and transformational behaviors may be needed to move supply chains to new fitness levels after a disruption. The three resilience types discussed are not mutually exclusive, but rather complement each other and there are synergies and tradeoffs among these resilience types. Research limitations/implications – The empirical validation of the theoretical propositions will open up new vistas for supply chain research. Possibilities exist for analyzing and assessing SCRES in multiple and more comprehensive ways. Practical implications – The findings of the research can help managers refine their approaches to managing supply chain networks. A more balanced approach to supply chain management can reduce the risks and vulnerabilities associated with supply chain disruptions. Originality/value – This study is unique as it conceptualizes SCRES in multiple ways, thereby extending our understanding of supply chain stability.

Conclusions

A resilient supply chain may be able to withstand one set of disruptions and fall vulnerable to a different set of disruptions for which it is not prepared. The dynamic and evolutionary nature of supply chains requires actors to focus on all the three types of resilience: engineering, ecological and evolutionary. It is important to recognize that efficiency, adaptation and transformation may all be needed for long-term supply chain performance. One implication of that recognition is that firms need to develop multiple capabilities to manage supply chain risk and reduce vulnerability to disruptions. Actors should not rely on just one resilience form for risk management as each has its own limitations. For example, engineering resilience approaches that rely on risk assessment, mitigation and monitoring alone may lure firms into a false sense of security. At the same time, adaptive resilience has its own limits, and the knowledge that all disruption opens up an opportunity for learning and transformation is important.