• Building routines for non-routine events: Supply chain resilience learning mechanisms and their antecedents.

      Scholten, Kirstin; Sharkey Scott, Pamela; Fynes, Brian; University College Dublin; University of Groningen; Dublin City University (Emerald., 2019)
      Organisations must build resilience to be able to deal with disruptions or non-routine events in their supply chains. While learning is implicit in definitions of supply chain resilience, there is little understanding of how exactly organisations can adapt their routines to build resilience. The aim of this study is to address this gap. An in-depth qualitative case study based on 28 interviews across five companies exploring learning to build supply chain resilience. This study uncovers six learning mechanisms and their antecedents that foster supply chain resilience. The learning mechanisms identified suggest that, through knowledge creation within an organisation and knowledge transfer across the supply chain and broader network of stakeholders, operating routines are built and/ or adapted both intentionally and unintentionally during three stages of a supply chain disruption: preparation, response and recovery. This study shows how the impact of a supply chain disruption may be reduced by intentional and unintentional learning in all three disruption phases. By being aware of the antecedents of unintentional learning organisations can more consciously adapt routines. Furthermore, findings highlight the potential value of additional attention to knowledge transfer, particularly in relation to collaborative and vicarious learning across the supply chain and broader network of stakeholders not only in preparation for, but also in response to and recovery from disruptions. This study contributes novel insights about how learning leads both directly and indirectly to the evolution of operating routines that help an organisation and its supply chains to deal with disruptions. Results detail six specific learning mechanisms for knowledge creation and knowledge transfer and their antecedents for building supply chain resilience. In doing so, this study provides new fine grained theoretical insights about how supply chain resilience can be improved through all three phases of a disruption. Propositions are developed for theory development.
    • Mitigation processes – antecedents for building supply chain resilience.

      Scholten, Kirstin; Sharkey Scott, Pamela; Fynes, Brian; University College Dublin; University of Groningen; Dublin Institute of Technology (Emerald, 2014-03-04)
      This study aims to combine theory and practice to develop an integrated supply chain resilience framework by investigating the inter-dependencies between the strategic literature based concept of supply chain resilience and operational practitioner based disaster management processes. Utilising an in-depth qualitative case of a collaborative agency, this study identifies best practices within disaster management for insights on the operationalisation of supply chain resilience. The empirical data leads to the development of an integrated supply chain resilience framework capturing the interplay of disaster management processes and capabilities required to build supply chain resilience. The critical importance of mitigation processes in building supply chain resilience is highlighted. The generic supply chain resilience framework represents a valuable guide for managers when directing resources and planning for building the capabilities required in each phase of disaster management, while remaining strategically focused. The value of the framework is demonstrated by a retrospective analysis of aid operations in response to Hurricane Katrina. The study's results are the first to bridge theory and practice on supply chain resilience. By utilising the unique humanitarian aid disaster supply chain management context, a two-way knowledge and learning flow between humanitarian and commercial organisations is established.