TY - JOUR
T1 - Bespoke supply-chain resilience
T2 - The gap between theory and practice
AU - Cohen, Morris
AU - Cui, Shiliang
AU - Doetsch, Sebastian
AU - Ernst, Ricardo
AU - Huchzermeier, Arnd
AU - Kouvelis, Panos
AU - Lee, Hau
AU - Matsuo, Hirofumi
AU - Tsay, Andy A.
N1 - Publisher Copyright:
© 2022 Association for Supply Chain Management, Inc.
PY - 2022/7
Y1 - 2022/7
N2 - Recent research has documented that companies are pursuing a variety of strategies to enhance supply-chain resilience. This paper examines how managers actually think about resilience strategies, and then analyzes the relationship between operations, supply-chain characteristics, and the implemented strategies. We define a “Triple-P” framework that matches resilience strategies to supply-chain archetypes by examining Product, Partnership, and Process complexity based on interviews of senior supply-chain executives. These interviews revealed two major influencers of resilience strategy, that is, Homogeneity of internal supply-chain processes and Integration with other actors in their end-to-end supply chains. We found that the supply chains have different resilience requirements, have different ways to achieve resilience (which we conceptualize as “bespoke supply-chain resilience”), and face different obstacles to resilience. This study aims at initiating a dialogue between supply-chain scholars and practitioners to support more research for developing an effective supply-chain resilience strategy.
AB - Recent research has documented that companies are pursuing a variety of strategies to enhance supply-chain resilience. This paper examines how managers actually think about resilience strategies, and then analyzes the relationship between operations, supply-chain characteristics, and the implemented strategies. We define a “Triple-P” framework that matches resilience strategies to supply-chain archetypes by examining Product, Partnership, and Process complexity based on interviews of senior supply-chain executives. These interviews revealed two major influencers of resilience strategy, that is, Homogeneity of internal supply-chain processes and Integration with other actors in their end-to-end supply chains. We found that the supply chains have different resilience requirements, have different ways to achieve resilience (which we conceptualize as “bespoke supply-chain resilience”), and face different obstacles to resilience. This study aims at initiating a dialogue between supply-chain scholars and practitioners to support more research for developing an effective supply-chain resilience strategy.
KW - supply-chain archetypes
KW - supply-chain integration
KW - supply-chain resilience
KW - supply-chain segmentation
UR - https://www.scopus.com/pages/publications/85130990225
U2 - 10.1002/joom.1184
DO - 10.1002/joom.1184
M3 - Article
AN - SCOPUS:85130990225
SN - 0272-6963
VL - 68
SP - 515
EP - 531
JO - Journal of Operations Management
JF - Journal of Operations Management
IS - 5
ER -