Abstract
Enterprises of the supply chain are currently embedded in dynamic and turbulent environments, having to deal with the appearance of disruptive events. When an enterprise is affected by a disruptive event, the consequences of the disruption not only impact in the enterprise itself, but also influences on the other partners of the network to which it belongs. Thus, disruptive events exceed the capability of individual actors, impacting on the network performance. Consequently, network partners have to collaboratively make decisions to soften the negative impacts on the performance. In this regard, after a disruption takes place, network enterprises should be aware of activating a set of sustainable and resilience strategies that attenuate the performance loss and reduce the disruption recovery time. Nevertheless, the diverse nature of disruptions means that a wide range of varied and sometimes contradictory strategies can be formulated, resulting in conflict situations among the collaborative network (CN) partners. The current paper proposes an approach that makes it possible to collaboratively manage the strategies to activate when a disruptive event occurs, so that the selected strategies are aligned. The strategies alignment approach, proposed in the paper, makes it possible to select those strategies that have a positive impact, or a minimum negative impact, on the objectives defined, not only in the enterprise itself, but also in the objectives defined by the rest of CN partners. The alignment of strategies makes it possible to reduce the performance level loss when a disruption takes place. Thus, the strategies alignment approach aims at activating those strategies that maximize the performance of the CN, achieving levels of performance equal or higher than the levels previous to the disruption, limiting the adverse effects produced by the disruptive events, and contributing to a more sustainable–resilient CN. Finally, in order to validate the proposal, a case study is presented. The proposed model is validated to deal with a drop in demand due to a political embargo, in a textile CN.
Highlights
The current global business environment, characterised by being unpredictable and competitive, makes enterprises more exposed to disruptive events
After the occurrence of the disruptive event, each affected enterprise formulated a set of strategies to be potentially activated in order to mitigate and reduce the effects that the demand disruption has on the original equipment effectiveness (OEE) performance indicator network operation, a disruption demand takes place due to a political embargo
After the occurrence of the disruptive event, each affected enterprise formulated a set of strategies to be potentially activated in order to mitigate and reduce the effects that the demand disruption has on the original equipment effectiveness (OEE) performance indicator of each enterprise, and on the global
Summary
The current global business environment, characterised by being unpredictable and competitive, makes enterprises more exposed to disruptive events. This encourages enterprises to change the way they work, towards being more flexible and sustainable for recovering themselves against potential disruptions. The complexity and dynamicity associated with the disruptive events needs a high level of reactivity and adaptation within the affected enterprises. These restrictions became more limiting when the disruption affects to the collaborative network (CN) [1], and new challenges arise. In SCR, the efficacy and efficiency of the disruption management requires a sustainable approach, because disruptive events could have impacts in societal, environmental and economic dimensions
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