Supply chain resilience and key performance indicators: a systematic literature review

<div><p>Abstract Paper aims The aim of this article is to explore the influence of non-financial key performance indicators (KPIs) to create supply chain resilience (SCRes). Originality It theoretically identifies the influence of specific non-financial KPIs when creating SCRes by monitoring them before, during and after a disruption. Research method A systematic literature review was conducted using 57 peer-reviewed academic papers from 2000 to 2017. Main findings Order and delivery lead time, on-time delivery, supplier delivery efficiency and customer satisfaction were the KPIs that had a significant influence on elements of resilience. Implications for theory and practice Results contribute to the theory by providing knowledge in an underexplored topic, and assist managers in practice by identifying specific KPIs to build resilience.</p></div

A resiliência nas cadeias de abastecimento em contexto de incerteza

Mestrado em Gestão e Estratégia IndustrialO presente trabalho pretende analisar a forma como tem sido abordada a resiliência nas cadeias de abastecimento, tanto a nível académico na literatura como num contexto real. Com este intuito, é elaborada uma revisão sistemática da literatura (RSL) que se foca em identificar diversos tipos de risco e procurar as estratégias de mitigação dos mesmos e métricas de quantificação de resiliência que podem ser utilizadas pelas CA para se tornarem mais resilientes. Com base nesta revisão e nas lacunas identificadas na literatura, é construída uma framework que serve como guia para futuras investigações neste tema. Num contexto prático, são identificadas e analisadas as principais cadeias de abastecimento líderes, a fim de, avaliar as suas práticas e o seu nível de resiliência, através de uma análise de conteúdos (AC). Os resultados indicam que existe uma lacuna entre as investigações teóricas da comunidade académica e as práticas aplicadas em contexto real, pelo que, esta investigação facilita a introdução de novas práticas na atividade quotidiana das cadeias de abastecimento para reduzir essas lacunas.This dissertation analyzes the way supply chain resilience has been addressed, both at the academic level in the literature and in a real context. For this purpose, a systematic review was developed that focuses on identifying several types of risk and looking at the risk mitigation strategies and resilience quantification metrics that can be used by supply chains to become more resilient. Based on this review and on the gaps identified in the literature, a framework is built that serves as a guide for future research on this topic. In a practical context, main leading supply chains are identified and analyzed in order to assess their practices and their resilience level through content analysis. The results show that there is a gap between the theoretical investigations of the academic community and practices applied in the real context, so that this research facilitates an introduction of new practices in the daily activity of supply chains to lower gaps.info:eu-repo/semantics/publishedVersio

O pacote de capabilidades em resiliência e o gerenciamento de riscos resultam na resiliência em cadeias de suprimentos?

As atuais cadeias de suprimentos são redes globais complexas que favorecem os eventos interruptores que podem afetar não só uma empresa, mas diversos membros de sua cadeia. Ocorre que algumas cadeias possuem a habilidade de retornar de forma mais célere do que outras ao seu estado normal, ou melhorar após a ocorrência desses eventos, emergindo daí os estudos e a essencialidade do tema “resiliência em cadeias de suprimentos”. Embora alguns modelos tenham sido desenvolvidos para explicá-la, o presente estudo considera trabalhos anteriores capazes, mas insuficientes, já que ignoram a interdependência entre as capabilidades que resultam em resiliência, ignoram o papel da orientação analítica nesse cenário cada vez mais incerto, bem como adotam dimensões além da recuperação para operacionalizar o construto. Nesse sentido, o principal objetivo deste estudo foi verificar se o desenvolvimento de um pacote de capabilidades em resiliência (colaboração, visibilidade, flexibilidade e orientação analítica) e o gerenciamento de riscos em cadeias de suprimentos resultam na resiliência em cadeias de suprimentos. De forma complementar, buscou-se contribuir com uma melhor compreensão acerca do construto “resiliência em cadeias de suprimentos”, além de verificar o impacto do pacote de capabilidades proposto na gestão de riscos. Para tal, um questionário online foi aplicado a profissionais-chave de indústrias de diferentes portes e setores da Região Sudeste, obtendo-se 143 respostas. Após a coleta, os dados foram analisados por meio da modelagem de equações estruturais no software Smart-PLS. Os resultados apontam que o pacote de capabilidades em resiliência impacta positivamente a resiliência em cadeias de suprimentos; por outro lado, o mesmo não se pode dizer da relação entre gerenciamento de riscos e resiliência. De modo geral, o modelo testado foi capaz de explicar 14,50% da variação na resiliência em cadeias de suprimentos e 31,40% da variação na gestão de riscos em cadeias de suprimentos. Ademais, contribuiu-se para a ampliação da discussão acerca do construto “resiliência em cadeias de suprimentos”.The current supply chains are global networks that favor the interrupting events that can affect not only a company, but many members of its chain. What happens is that some chains have the ability to go back to normal faster than others, or getting better after these events, making the theme and the studies about “resilience in the supply chain” crucial. Even though some models have been developed to explain it, the presented study considers previous works capable but insufficient, once they ignore the correlation among capabilities that result in resilience, they ignore the role of analyticial orientation in this uncertain scenario as well as adopt dimensions beyond the recovery to operationalize the construct. Therefore, the main goal of this study was to verify if the development of a package of capabilities in resilience (cooperation, visibility, flexibility and analytical orientation) and the management of risks in supply chains result in the resilience of supply chains. In addition to that, it was aimed to contribute with better comprehension over the construct “resilience in supply chains”, besides verifying the impact of the package of capabilities recommended in the management of risks. To do so, an online questionnaire was applied to key-workers from industries of different sizes and fields in the Southeast region of Brazil, obtaining 143 answers. After collected, the data was analyzed through a structural equation modeling in the software Smart-PLS. The results show that the package of supply chaim resilience capabilities positively impacts the resilience in supply chains; on the other hand, the same can’t be said about the relation between risk management and resilience. Overall, the model tested was capable of explaining 14,50% of the variation in supply chain resilience and 31,4% of the variation in the supply chain risk management. Furthermore, it was possible to contribute to the broadening of the discussion regarding the construct “resilience in supply chains”.CAPE

Optimising the Preparedness Capacity of Enterprise Resilience Using Mathematical Programming

[EN] In today's volatile business arena, companies need to be resilient to deal with the unexpected. One of the main pillars of enterprise resilience is the capacity to anticipate, prevent and prepare in advance for disruptions. From this perspective, the paper proposes a mixed-integer linear programming (MILP) model for optimising preparedness capacity. Based on the proposed reference framework for enterprise resilience enhancement, the MILP optimises the activation of preventive actions to reduce proneness to disruption. To do so, the objective function minimizes the sum of the annual expected cost of disruptive events after implementing preventive actions and the annual cost of such actions. Moreover, the algorithm includes a constraint capping the investment in preventive actions and an attenuation formula to deal with the joint savings produced by the activation of two or more preventive actions on the same disruptive event. The management and business rationale for proposing the MILP approach is to keep it as simple and comprehensible as possible so that it does not require highly mathematically skilled personnel, thus allowing top managers at enterprises of any size to apply it effortlessly. Finally, a real pilot case study was performed to validate the mathematical formulation.This work was supported by the Spanish State Research Agency (Agencia Estatal de Investigacion) under the Reference No. RTI2018-101344-B-I00-AR.Sanchis, R.; Duran-Heras, A.; Poler, R. (2020). Optimising the Preparedness Capacity of Enterprise Resilience Using Mathematical Programming. Mathematics. 8(9):1-29. https://doi.org/10.3390/math8091596S12989Day, J. M. (2013). Fostering emergent resilience: the complex adaptive supply network of disaster relief. International Journal of Production Research, 52(7), 1970-1988. doi:10.1080/00207543.2013.787496Kumar, S., & Anbanandam, R. (2019). An integrated Delphi – fuzzy logic approach for measuring supply chain resilience: an illustrative case from manufacturing industry. Measuring Business Excellence, 23(3), 350-375. doi:10.1108/mbe-01-2019-0001Ponomarov, S. Y., & Holcomb, M. C. (2009). Understanding the concept of supply chain resilience. The International Journal of Logistics Management, 20(1), 124-143. doi:10.1108/09574090910954873Madni, A. M., & Jackson, S. (2009). Towards a Conceptual Framework for Resilience Engineering. IEEE Systems Journal, 3(2), 181-191. doi:10.1109/jsyst.2009.2017397Gilly, J.-P., Kechidi, M., & Talbot, D. (2014). Resilience of organisations and territories: The role of pivot firms. European Management Journal, 32(4), 596-602. doi:10.1016/j.emj.2013.09.004Tomlin, B. (2006). On the Value of Mitigation and Contingency Strategies for Managing Supply Chain Disruption Risks. Management Science, 52(5), 639-657. doi:10.1287/mnsc.1060.0515Haimes, Y. Y., Crowther, K., & Horowitz, B. M. (2008). Homeland security preparedness: Balancing protection with resilience in emergent systems. Systems Engineering, 11(4), 287-308. doi:10.1002/sys.20101Sanchis, R., Canetta, L., & Poler, R. (2020). A Conceptual Reference Framework for Enterprise Resilience Enhancement. Sustainability, 12(4), 1464. doi:10.3390/su12041464Lee, A. V., Vargo, J., & Seville, E. (2013). Developing a Tool to Measure and Compare Organizations’ Resilience. Natural Hazards Review, 14(1), 29-41. doi:10.1061/(asce)nh.1527-6996.0000075Kim, Y., Chen, Y.-S., & Linderman, K. (2014). Supply network disruption and resilience: A network structural perspective. Journal of Operations Management, 33-34(1), 43-59. doi:10.1016/j.jom.2014.10.006Soni, U., Jain, V., & Kumar, S. (2014). Measuring supply chain resilience using a deterministic modeling approach. Computers & Industrial Engineering, 74, 11-25. doi:10.1016/j.cie.2014.04.019Munoz, A., & Dunbar, M. (2015). On the quantification of operational supply chain resilience. International Journal of Production Research, 53(22), 6736-6751. doi:10.1080/00207543.2015.1057296Pettit, T. J., Croxton, K. L., & Fiksel, J. (2013). Ensuring Supply Chain Resilience: Development and Implementation of an Assessment Tool. Journal of Business Logistics, 34(1), 46-76. doi:10.1111/jbl.12009Manopiniwes, W., & Irohara, T. (2016). Stochastic optimisation model for integrated decisions on relief supply chains: preparedness for disaster response. International Journal of Production Research, 55(4), 979-996. doi:10.1080/00207543.2016.1211340Sanchis, R., & Poler, R. (2019). Enterprise Resilience Assessment—A Quantitative Approach. Sustainability, 11(16), 4327. doi:10.3390/su11164327Namdar, J., Li, X., Sawhney, R., & Pradhan, N. (2017). Supply chain resilience for single and multiple sourcing in the presence of disruption risks. International Journal of Production Research, 56(6), 2339-2360. doi:10.1080/00207543.2017.1370149Wang, X., Herty, M., & Zhao, L. (2015). Contingent rerouting for enhancing supply chain resilience from supplier behavior perspective. International Transactions in Operational Research, 23(4), 775-796. doi:10.1111/itor.12151Aleksić, A., Stefanović, M., Arsovski, S., & Tadić, D. (2013). An assessment of organizational resilience potential in SMEs of the process industry, a fuzzy approach. Journal of Loss Prevention in the Process Industries, 26(6), 1238-1245. doi:10.1016/j.jlp.2013.06.004Tan, R. R., Aviso, K. B., Cayamanda, C. D., Chiu, A. S. F., Promentilla, M. A. B., Ubando, A. T., & Yu, K. D. S. (2016). A fuzzy linear programming enterprise input–output model for optimal crisis operations in industrial complexes. International Journal of Production Economics, 181, 410-418. doi:10.1016/j.ijpe.2015.10.012Tadić, D., Aleksić, A., Stefanović, M., & Arsovski, S. (2014). Evaluation and Ranking of Organizational Resilience Factors by Using a Two-Step Fuzzy AHP and Fuzzy TOPSIS. Mathematical Problems in Engineering, 2014, 1-13. doi:10.1155/2014/418085Tukamuhabwa, B. R., Stevenson, M., Busby, J., & Zorzini, M. (2015). Supply chain resilience: definition, review and theoretical foundations for further study. International Journal of Production Research, 53(18), 5592-5623. doi:10.1080/00207543.2015.1037934Shirali, G. A., Shekari, M., & Angali, K. A. (2016). Quantitative assessment of resilience safety culture using principal components analysis and numerical taxonomy: A case study in a petrochemical plant. Journal of Loss Prevention in the Process Industries, 40, 277-284. doi:10.1016/j.jlp.2016.01.007Tang, C. S. (2006). Perspectives in supply chain risk management. International Journal of Production Economics, 103(2), 451-488. doi:10.1016/j.ijpe.2005.12.006Sanchis, R., & Poler, R. (2019). Origins of Disruptions Sources Framework to Support the Enterprise Resilience Analysis. 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A Conceptual Framework to Manage Resilience and Increase Sustainability in the Supply Chain

[EN] The challenges of global economies foster supply chains to have to increase their processes of collaboration and dependence between their nodes, generating an increase in the level of vulnerability to possible impacts and interruptions in their operations that may affect their sustainability. This has developed an emerging area of interest in supply chain management, considering resilience management as a strategic capability of companies, and causing an increase in this area of research. Additionally, supply chains should deal with the three dimensions of sustainability (economic, environmental, and social dimensions) by incorporating the three types of objectives in their strategy. Thus, there is a need to integrate both resilience and sustainability in supply chain management to increase competitiveness. In this paper, a systematic literature review is undertaken to analyze resilience management and its connection to increase supply chain sustainability. In the review, 232 articles published from 2000 to February 2020 in peer-reviewed journals in the Scopus and ScienceDirect databases are analyzed, classified, and synthesized. With the results, this paper develops a conceptual framework that integrates the fundamental elements for analyzing, measuring, and managing resilience to increase sustainability in the supply chain. Finally, conclusions, limitations, and future research lines are exposed.This study was supported by the Valencian Government in Spain (Project AEST/2019/019).Zavala-Alcívar, A.; Verdecho Sáez, MJ.; Alfaro Saiz, JJ. (2020). A Conceptual Framework to Manage Resilience and Increase Sustainability in the Supply Chain. Sustainability. 12(16):1-38. https://doi.org/10.3390/su12166300S1381216Roberta Pereira, C., Christopher, M., & Lago Da Silva, A. (2014). Achieving supply chain resilience: the role of procurement. Supply Chain Management: An International Journal, 19(5/6), 626-642. doi:10.1108/scm-09-2013-0346Pettit, T. J., Fiksel, J., & Croxton, K. L. (2010). ENSURING SUPPLY CHAIN RESILIENCE: DEVELOPMENT OF A CONCEPTUAL FRAMEWORK. Journal of Business Logistics, 31(1), 1-21. doi:10.1002/j.2158-1592.2010.tb00125.xPettit, T. J., Croxton, K. L., & Fiksel, J. (2013). Ensuring Supply Chain Resilience: Development and Implementation of an Assessment Tool. Journal of Business Logistics, 34(1), 46-76. doi:10.1111/jbl.12009Ponis, S. T., & Koronis, E. (2012). Supply Chain Resilience: Definition Of Concept And Its Formative Elements. Journal of Applied Business Research (JABR), 28(5), 921. doi:10.19030/jabr.v28i5.7234Seuring, S., & Müller, M. (2008). From a literature review to a conceptual framework for sustainable supply chain management. Journal of Cleaner Production, 16(15), 1699-1710. doi:10.1016/j.jclepro.2008.04.020Qorri, A., Mujkić, Z., & Kraslawski, A. (2018). A conceptual framework for measuring sustainability performance of supply chains. Journal of Cleaner Production, 189, 570-584. doi:10.1016/j.jclepro.2018.04.073Verdecho, M.-J., Alarcón-Valero, F., Pérez-Perales, D., Alfaro-Saiz, J.-J., & Rodríguez-Rodríguez, R. (2020). A methodology to select suppliers to increase sustainability within supply chains. Central European Journal of Operations Research, 29(4), 1231-1251. doi:10.1007/s10100-019-00668-3Edgeman, R., & Wu, Z. (2016). Supply chain criticality in sustainable and resilient enterprises. Journal of Modelling in Management, 11(4), 869-888. doi:10.1108/jm2-10-2014-0078Marchese, D., Reynolds, E., Bates, M. E., Morgan, H., Clark, S. S., & Linkov, I. (2018). Resilience and sustainability: Similarities and differences in environmental management applications. Science of The Total Environment, 613-614, 1275-1283. doi:10.1016/j.scitotenv.2017.09.086Ahern, J. (2012). Urban landscape sustainability and resilience: the promise and challenges of integrating ecology with urban planning and design. Landscape Ecology, 28(6), 1203-1212. doi:10.1007/s10980-012-9799-zRamezankhani, M. J., Torabi, S. A., & Vahidi, F. (2018). Supply chain performance measurement and evaluation: A mixed sustainability and resilience approach. Computers & Industrial Engineering, 126, 531-548. doi:10.1016/j.cie.2018.09.054Shashi, Centobelli, P., Cerchione, R., & Ertz, M. (2019). Managing supply chain resilience to pursue business and environmental strategies. Business Strategy and the Environment, 29(3), 1215-1246. doi:10.1002/bse.2428Ivanov, D. (2017). Revealing interfaces of supply chain resilience and sustainability: a simulation study. International Journal of Production Research, 56(10), 3507-3523. doi:10.1080/00207543.2017.1343507Fahimnia, B., & Jabbarzadeh, A. (2016). Marrying supply chain sustainability and resilience: A match made in heaven. Transportation Research Part E: Logistics and Transportation Review, 91, 306-324. doi:10.1016/j.tre.2016.02.007Ruiz-Benitez, R., López, C., & Real, J. C. (2019). Achieving sustainability through the lean and resilient management of the supply chain. International Journal of Physical Distribution & Logistics Management, 49(2), 122-155. doi:10.1108/ijpdlm-10-2017-0320Pavlov, A., Ivanov, D., Pavlov, D., & Slinko, A. (2019). Optimization of network redundancy and contingency planning in sustainable and resilient supply chain resource management under conditions of structural dynamics. Annals of Operations Research. doi:10.1007/s10479-019-03182-6Khot, S. B., & Thiagarajan, S. (2019). Resilience and sustainability of supply chain management in the Indian automobile industry. International Journal of Data and Network Science, 339-348. doi:10.5267/j.ijdns.2019.4.002Roostaie, S., Nawari, N., & Kibert, C. J. (2019). Sustainability and resilience: A review of definitions, relationships, and their integration into a combined building assessment framework. Building and Environment, 154, 132-144. doi:10.1016/j.buildenv.2019.02.042Davoudabadi, R., Mousavi, S. M., & Sharifi, E. (2020). An integrated weighting and ranking model based on entropy, DEA and PCA considering two aggregation approaches for resilient supplier selection problem. Journal of Computational Science, 40, 101074. doi:10.1016/j.jocs.2019.101074Carvalho, H., Duarte, S., & Cruz Machado, V. (2011). Lean, agile, resilient and green: divergencies and synergies. International Journal of Lean Six Sigma, 2(2), 151-179. doi:10.1108/20401461111135037Wang, Z., & Zhang, J. (2019). Agent-based evaluation of humanitarian relief goods supply capability. International Journal of Disaster Risk Reduction, 36, 101105. doi:10.1016/j.ijdrr.2019.101105Alikhani, R., Torabi, S. A., & Altay, N. (2019). Strategic supplier selection under sustainability and risk criteria. International Journal of Production Economics, 208, 69-82. doi:10.1016/j.ijpe.2018.11.018Zahiri, B., Zhuang, J., & Mohammadi, M. (2017). Toward an integrated sustainable-resilient supply chain: A pharmaceutical case study. Transportation Research Part E: Logistics and Transportation Review, 103, 109-142. doi:10.1016/j.tre.2017.04.009Aboah, J., Wilson, M. M. J., Rich, K. M., & Lyne, M. C. (2019). Operationalising resilience in tropical agricultural value chains. Supply Chain Management: An International Journal, 24(2), 271-300. doi:10.1108/scm-05-2018-0204Statsenko, L., & Corral de Zubielqui, G. (2020). Customer collaboration, service firms’ diversification and innovation performance. Industrial Marketing Management, 85, 180-196. doi:10.1016/j.indmarman.2019.09.013Duong, L. N. K., & Chong, J. (2020). Supply chain collaboration in the presence of disruptions: a literature review. International Journal of Production Research, 58(11), 3488-3507. doi:10.1080/00207543.2020.1712491Bhamra, R., Dani, S., & Burnard, K. (2011). Resilience: the concept, a literature review and future directions. International Journal of Production Research, 49(18), 5375-5393. doi:10.1080/00207543.2011.563826Heckmann, I., Comes, T., & Nickel, S. (2015). A critical review on supply chain risk – Definition, measure and modeling. Omega, 52, 119-132. doi:10.1016/j.omega.2014.10.004Hohenstein, N.-O., Feisel, E., Hartmann, E., & Giunipero, L. (2015). Research on the phenomenon of supply chain resilience. International Journal of Physical Distribution & Logistics Management, 45(1/2), 90-117. doi:10.1108/ijpdlm-05-2013-0128Kamalahmadi, M., & Parast, M. M. (2016). A review of the literature on the principles of enterprise and supply chain resilience: Major findings and directions for future research. International Journal of Production Economics, 171, 116-133. doi:10.1016/j.ijpe.2015.10.023Ali, A., Mahfouz, A., & Arisha, A. (2017). Analysing supply chain resilience: integrating the constructs in a concept mapping framework via a systematic literature review. 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Supply chain resilience:a case study analysis of a supply network in a developing country context

In recent years, building Supply Chain Resilience (SCRES) has gained considerable interest as the best way firms can face up to disruptions and gain a competitive advantage. The need for more empirical work on SCRES is well expressed in the literature, but there are few prior empirical studies on SCRES to date; and their focus has been on the developed world, especially Western Europe and North America. Yet, developing countries constitute a significant part of the world population and global supply chains; and there is evidence to believe that developing countries have also faced disastrous effects of supply chain failures. And the current global interconnectedness suggests that such effects can propagate into the developed world. Further, while several potential strategies for improving SCRES have been proposed in the literature, the relationships between them remain ambiguous, with some researchers arguing they are independent and others considering them to be interrelated – meaning they could contradict or reinforce each other, potentially affecting SCRES. This thesis presents findings from the case study of a supply network of 20 manufacturing firms in the developing country of Uganda, to answer the following related questions: what do manufacturing firms in Uganda perceive to be the threats to their supply chains? What strategies do they adopt to build resilience? What are the outcomes of implementing these strategies? The thesis also investigates how the threats and strategies are interrelated, and what it means for SCRES. The findings reveal that the context of a developing country characterised, for example, by weak legal controls and social acceptance of certain customs and practices can produce threats to SCRES like corruption and dishonest employees that are less pronounced in the developed world. It is also found that the threats to SCRES are mainly chronic and endogenous events rather than the exogenous discrete, large-scale catastrophic events typically emphasised in the literature. This study initially applies Complex Adaptive Systems (CAS) theory to interpret the data, which shows how environmental conditions, supply chain threats, and resilience strategies are inherently inter-related. This proves to be a useful theory frame – it emerges that the systemic nature of the threats to SCRES and of the strategies for dealing with these threats clearly produces non-linear and non-stationary outcomes. But it was also found that these systemic relationships among threats, strategies and their outcomes are explained by the context in which the supply chain is situated. Hence an embeddedness perspective was adopted to show that the political, cultural and territorial embeddedness of supply networks in a developing country can produce threats or render resilience strategies either ineffective or even counterproductive. This study therefore finds that both CAS and embeddedness perspectives are needed jointly to explain SCRES – it is embeddedness in a developing country that contributes to the phenomenon of “supply chain risk migration”, whereby an attempt to mitigate one threat produces another threat and/or shifts the threat to another point in the supply network. This portrays resilience as a continual process of supply network members responding to chronic and catastrophic events that may be endogenous and/or exogenous, and to the outcomes of their own previous responses – not to a specific set of structures or practices. These findings have implications for managers wishing to build SCRES. For example, managers are informed that supply chain events of continuous possibilities deserve attention. Managers are also reminded of the potential migration of threats – they should thus understand how threats, strategies and potential outcomes are interconnected. Further, managers should understand the contexts in which their supply chains are embedded