Bespoke supply-chain resilience: The gap between theory and practice
Morris Cohen, Shiliang Cui, Sebastian Doetsch, Ricardo Ernst, Arnd Huchzermeier, Panos Kouvelis, Hau Lee, Hirofumi Matsuo, Andy A. Tsay
Journal of Operations Management · 2022 · Volume 68 · Issue 5
Abstract
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 examiningProduct,Partnership, andProcess 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 processesandIntegration 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.
Keywords
supply-chain archetypes, supply-chain integration, supply-chain resilience, supply-chain segmentation
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