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PurposeThis study aims to examine the direct and indirect effects of supply chain resilience enablers on supply chain disruption orientation per supply chain resilience. It conjointly examined the moderation of supply chain complexity on resilience enablers and supply chain resilience. It further detailed the conditional indirect effects of supply chain resilience enablers on supply chain disruption orientations via supply chain resilience at varying levels of supply chain complexity.Design/methodology/approachThis study employed a time-lagged design (three-wave) and self-administered surveys to collect data from the supply chain managers of fast-moving consumer goods firms. A sample of 214 responses was used to test the hypothesized relationships.FindingsThe results showed that supply chain resilience significantly mediated on the relationship between supply chain resilience enablers and supply chain disruption orientation. Further, supply chain complexity positively moderated on supply chain resilience enablers and supply chain resilience. The results also supported the moderated mediated hypothesis.Research limitations/implicationsThis study contributes to prevalent theory and practices in the wake of recent disruptions faced by the firms. It persuades the managers to emphasize on structuring resilient supply chain system to recover from the disruptions and accumulate and incorporate learning gained from the disruptions to strengthen the firm's response management system.Originality/valueThis study attempted to explore the underlying antecedents and consequences of supply chain resilience in Pakistan and established boundary condition effects of supply chain complexity on the proposed relationships. This research complemented and extended the conceits of resource-based and contingent resource-based views.

The purpose of this study is to investigate and discuss the challenges namely, the barriers and solutions to developing return supply chain policies in automotive industry. This industry has been suffering governmental pressure to achieve sustainability in all industrial processes. The solution is to reorganize the supply chain and rethink the product from the beginning (closed-loop supply chain evolving to cradle-to-cradle supply chain); however, the literature about this process is scarce. This paper presents exploratory research into the automotive supply chain in order to study the processes developed to achieve more sustainable supply chains. A strategic business net is used as theoretical sample to collect data. The results show that climate change concerns and governmental guidelines lead to sustainable organizational culture. It was found that sustainability is integrated in all processes, which affects business interaction with partners. The business interaction is difficulted by total product recycling. To overcome this barrier, innovation strategies, strategic alliances and governmental politics are presented as enhancers to return supply chain policies development. Organizational and cultural elements were presented as difficulties, but could be easily mitigated with the enhancers, alongside commitment and proactivity of companies. The research shows that when the challenges are overcome, the companies can integrate cradle-to-cradle design frameworks into their supply chains. This reorganization is necessary to achieve sustainability and accomplish governmental guidelines.

1 Understanding the supply chain -- 2 Supply chain planning -- 3 Supply chain operations -- 4 Supply chain alternative approaches -- 5 Supply chain improvements -- App. 1 Abbreviations -- App. 2 Further information -- App. 3 Supply chain analysis questions

This book offers a bridge between our current understanding of supply chain risk in practice and theory, and the monumental shifts caused by the emergence of the fourth industrial revolution. Supply chain risk and its management have experienced significant attention in scholarship and practice over the past twenty years. Our understanding of supply chain risk and its many facets, such as uncertainty and vulnerability, has expanded beyond utilizing approaches such as deploying inventory to buffer the initial effects of disruptions. Even with our increased knowledge of supply chain risk, being in the era of lean supply chain practices, digitally managed global supply chains, and closely interconnected networks, firms are exposed as ever to supply chain uncertainties that can damage, or even destroy, their ability to compete in the marketplace. The book acknowledges the criticality of big data analytics in Supply Chain Risk Management (SCRM) processes and provides appropriate tools and approaches for creating robust SCRM processes. Revisiting Supply Chain Risk presents a state-of-the-art look at SCRM through current research and philosophical thought. It is divided into six sections that highlight established themes, as well as provide new insights to developing areas of inquiry and contexts on the topic. Section 1 examines the first step in managing supply chain risk, risk assessment. The chapters in Section 2 encompass resiliency in supply chains, while Section 3 looks at relational and behavioral perspectives from varying units of analysis including consortiums, teams and decision makers. Section 4 focuses on examining supply chain risk in the contexts of sustainability and innovation. Section 5 provides insight on emerging typologies and taxonomies for classifying supply chain risk. The book concludes with Section 6, featuring illustrative case studies as real-world examples in assessing and managing supply chain risk.

An introduction to supply chain disruption -- Supply chain strategic friction -- Ad omnia paratus : prepared for anything -- The art of responding to disruption through the physical supply chain -- Corporate supply chain disruption -- China : supply chain disruption in the geographical heart of globalization -- Engaging in the process of business to supply chain strategic alignment -- References -- Index.

"What are the key factors affecting global supply chains today and how can we manage them? Starting from the concept that "there is no point driving a Ferrari in a traffic jam", Ron Basu provides practical tools and techniques of good supply chain management to add value, deliver cost reduction and improve customer satisfaction. This new edition specifically focuses on seven contemporary challenges which have affected global supply chain management. Recent disruptions to global supply chains created by COVID-19 and the Ukraine conflict have resulted in significant geographical shifts in supply and demand. High inflation and the cost of living crisis have in turn created problems for finely tuned global supply chains. The economic and business environment has also become more demanding, due in part to political pressures including nationalism and Brexit: for example, supply chain pressures caused by Brexit have resulted in increased red tape. Other factors have had a gradual and positive effect, such as climate change initiatives, Industry 4.0 and the Digital Revolution. The issues that affect the performance of global supply chains are sometimes interrelated, but all of them really matter because businesses have become increasingly global. This book addresses these challenges and explores how to deal with them. In addition, there are new and updated chapters on lean and agile supply chains, e-business, emerging markets, sustainability and green issues, global supply chains for services and event management, retail management and major project management. Managing Global Supply Chains is a practical and highly readable text with real-life examples and excellent coverage. It is an ideal companion for post-experience business students, learning professionals and anyone interested in supply chain management"--

Since the late 1950s it has been recognised that the systems used internally within supply chains can lead to oscillations in demand and inventory as orders pass through the system. The uncertainty generated by these oscillations can result in late deliveries, order cancellations and an increased reliance on inventory to buffer these effects. Despite the best efforts of organisations to stabilise the dynamics generated, industry still experiences a high degree of uncertainty from this source. The "supply chain complexity triangle" describes the interaction of deterministic chaos, parallel interactions and demand amplification. It provides a framework for understanding the generation of uncertainty within supply chains. The implications for supply chain strategy and manufacturing logistics are discussed.