ABSTRACT
To anticipate, adapt and respond to, and recover from disruptions, firms need to enhance supply chain (SC) resilience. The spread of the COVID-19 pandemic in 2020 represented a unique opportunity to investigate it empirically. This study focuses on the exploration of the resilience strategies adopted to deepen their temporal characteristics and contribute to developing the current understanding of proactivity and reactivity, something that needs to be further investigated. Multiple-case study research was conducted considering 21 Italian companies in the grocery industry. Results show that with the outbreak of the pandemic, companies adopted a set of 21 strategies that spanned five resilience categories: redundancy, flexibility, agility, collaboration, and innovation. To explain the temporal characteristics of the identified resilience strategies we propose an original taxonomy that elaborates the previous theory by introducing two new dimensions related to the strategies' timing ("when?” and "how long?”). Each dimension can be complemented with other sub-dimensions that explain the design and activation of resilience strategies, and their utilisation and availability. The proposed taxonomy broadens the narrow view offered by existing research on the temporal dimension of resilience, as multiple layers are needed to disentangle the temporal characteristics of different strategies. It also provides an original viewpoint on interpreting the strategies' proactivity or reactivity as their boundary is increasingly blurred. Lastly, the study opens up to future investigations of the antecedents of the design and utilisation/activation of resilience strategies, as companies could rethink their managerial decisions based on the continuous evolution of their operating environment.
ABSTRACT
To anticipate, adapt and respond to, and recover from disruptions, firms need to enhance supply chain (SC) resilience. The spread of the COVID-19 pandemic in 2020 represented a unique opportunity to investigate it empirically. This study focuses on the exploration of the resilience strategies adopted to deepen their temporal characteristics and contribute to developing the current understanding of proactivity and reactivity, something that needs to be further investigated. Multiple-case study research was conducted considering 21 Italian companies in the grocery industry. Results show that with the outbreak of the pandemic, companies adopted a set of 21 strategies that spanned five resilience categories: redundancy, flexibility, agility, collaboration, and innovation. To explain the temporal characteristics of the identified resilience strategies we propose an original taxonomy that elaborates the previous theory by introducing two new dimensions related to the strategies’ timing (“when?” and “how long?”). Each dimension can be complemented with other sub-dimensions that explain the design and activation of resilience strategies, and their utilisation and availability. The proposed taxonomy broadens the narrow view offered by existing research on the temporal dimension of resilience, as multiple layers are needed to disentangle the temporal characteristics of different strategies. It also provides an original viewpoint on interpreting the strategies’ proactivity or reactivity as their boundary is increasingly blurred. Lastly, the study opens up to future investigations of the antecedents of the design and utilisation/activation of resilience strategies, as companies could rethink their managerial decisions based on the continuous evolution of their operating environment.
ABSTRACT
Supply chain resilience is a critical capability needed to compete in the current turbulent and unpredictable business environment, but many companies still tend to underestimate its relevance. In the wake of the COVID-19 pandemic, understanding which supply chain impacts influence the policies and actions undertaken when resilience is concerned is important. This study investigated the relationships between the impacts experienced at the different supply chain tiers during the pandemic, and explored which impacts could drive perceptions towards developing resilience strategies in the future. A survey instrument was developed adopting a mid-range approach, targeting manufacturers active in the Italian grocery supply chain. Data were analysed using partial least square structural equation modelling (PLS-SEM). Results showed that source-related impacts deeply affect make- and delivery-related impacts, and make-related impacts mainly influence the perceptions about future resilience strategies. In fact, manufacturers appear to be primarily interested in those strategies ensuring the continuity of their intrinsic operations. The study could inform theory and practice about companies’decisions towards the adoption of certain approaches. Also, it highlights promising research avenues related to deepening understanding of how perceptions could predict future intentions to engage in protective actions to adequately cope with potential future disruptions.