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Production and Operations Management ; 2022.
Article in English | Scopus | ID: covidwho-1832240


The Covid-19 pandemic is triggering several supply chain disruptions that have a tremendous impact on firms’ activities. Consequently, firms have pushed suppliers to develop their disruption orientation through the exchange of information and collaboration with the aim to enhance their own performance. Although this is important from the industry perspective, relationships among the focal firm's disruption orientation, the suppliers’ disruption orientation, and the focal firm's performances have not been investigated in the literature. Hence, in order to fill this important gap, we investigate both (i) how the suppliers’ disruption orientation helps translate the focal firm's disruption orientation into environmental and economic performances and (ii) how the supplier ecocentricity (ability to learn from nontraditional stakeholders) is related to these relationships. In order to analyze these issues, we draw upon the dynamic capabilities, relational view, and stakeholder resource-based view theories. Our results indicate that the focal firm's disruption orientation creates a positive association between its suppliers’ disruption orientation and its own environmental and economic performances. Further, our results reveal that the association between the firm's disruption orientation and environmental performance is not necessarily direct and occurs through the suppliers’ disruption orientation. Our study also reveals that the positive association between the focal firm's disruption orientation and environmental performance through suppliers’ disruption orientation is stronger under medium and high levels of suppliers’ ecocentricity. Our results provide useful managerial insights for supply chain stakeholders that could help in managing disruption orientation, especially during and after a pandemic. © 2022 Production and Operations Management Society.

International Journal of Physical Distribution and Logistics Management ; 2021.
Article in English | Scopus | ID: covidwho-1281939


Purpose: COVID-19 has pushed many supply chains to re-think and strengthen their resilience and how it can help organisations survive in difficult times. Considering the availability of data and the huge number of supply chains that had their weak links exposed during COVID-19, the objective of the study is to employ artificial intelligence to develop supply chain resilience to withstand extreme disruptions such as COVID-19. Design/methodology/approach: We adopted a qualitative approach for interviewing respondents using a semi-structured interview schedule through the lens of organisational information processing theory. A total of 31 respondents from the supply chain and information systems field shared their views on employing artificial intelligence (AI) for supply chain resilience during COVID-19. We used a process of open, axial and selective coding to extract interrelated themes and proposals that resulted in the establishment of our framework. Findings: An AI-facilitated supply chain helps systematically develop resilience in its structure and network. Resilient supply chains in dynamic settings and during extreme disruption scenarios are capable of recognising (sensing risks, degree of localisation, failure modes and data trends), analysing (what-if scenarios, realistic customer demand, stress test simulation and constraints), reconfiguring (automation, re-alignment of a network, tracking effort, physical security threats and control) and activating (establishing operating rules, contingency management, managing demand volatility and mitigating supply chain shock) operations quickly. Research limitations/implications: As the present research was conducted through semi-structured qualitative interviews to understand the role of AI in supply chain resilience during COVID-19, the respondents may have an inclination towards a specific role of AI due to their limited exposure. Practical implications: Supply chain managers can utilise data to embed the required degree of resilience in their supply chains by considering the proposed framework elements and phases. Originality/value: The present research contributes a framework that presents a four-phased, structured and systematic platform considering the required information processing capabilities to recognise, analyse, reconfigure and activate phases to ensure supply chain resilience. © 2021, Emerald Publishing Limited.