Abstract

Orientation: In today’s globalised and complex business environment, firms are ever more vulnerable to supply chain disruptions, originating both internally and externally from the supply chain. Supply chain resilience minimises the impact of a disruption through design approaches, which allows the supply chain to respond appropriately to disruptive events.Research purpose: This article investigated the supply chain risks faced by grocery manufacturers in the South African fast-moving consumer goods (FMCG) industry and explored supply chain design approaches that enable supply chain resilience.Motivation for the study: South African grocery manufacturers are faced with distinct risks. Whilst supply chain risk management studies have provided firms with certain guidelines to mitigate risk, supply chains are still vulnerable to unanticipated risks. Literature on supply chain resilience in the South African context is scant. The concept of supply chain resilience provides firms with strategies that are built into the supply chain that allow firms to react and recover swiftly from disruptions. Furthermore, supply chain resilience strategies assist firms in becoming less vulnerable to possible disruptions.Research design approach and method: This study was conducted by using a descriptive qualitative research design. Data were collected through semi-structured interviews with senior supply chain practitioners specifically within the South African FMCG grocery manufacturing industry.Main findings: The study found that labour unrest is the most common risk faced by the industry. Furthermore, strategic stock and supply chain mapping are of the most useful design approaches to enhance supply chain resilience.Practical/managerial implications: The study provides managers with new insights in guiding supply chain design decisions for resilient supply chains. Through the identification of risks and appropriate solutions linked to the various risks, the study allows managers an array of options to choose from when enforcing a resilient supply chain.Contribution/ value-add: The study contributes to the body of knowledge by being one of the first empirical studies conducted on supply chain design approaches for supply chain resilience in the South African context. The study also adds to the scarce literature on supply chain resilience in the FMCG industry, both globally and in a South African context.

Highlights

  • This study explored the risks experienced by South African fast-moving consumer goods (FMCG) grocery retailers and matched the applicability of design approaches for resilience

  • Strict supplier selection When deciding on suppliers and supply bases, South African FMCG grocery manufacturers apply strict selection criteria

  • The aim of the study was firstly to explore the types of supply chain risks South African FMCG grocery manufacturers face

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Summary

Introduction

A supply chain refers to:a network of organisations that are involved through upstream and downstream relationships, in the different processes and activities that produce value in the form of products and services in the hands of the ultimate customer. (Azadeh et al 2013:271)A failure of an element in a supply chain causes a ripple effect of disruptions for potentially all associating firms, upstream and downstream (Azadeh et al 2013:271; Soni & Jain 2011:933; Yang & Yang 2010:1901).Supply chain disruptions are a reality, and it is not a matter of if but when they will occur (Glendon & Bird 2013:4). Pettit, Croxton and Fiksel (2013:57) found that the average effect of disruptions in supply chains in the United States is a 107% decline in operating income and a 7% decline in sales growth. A failure of an element in a supply chain causes a ripple effect of disruptions for potentially all associating firms, upstream and downstream (Azadeh et al 2013:271; Soni & Jain 2011:933; Yang & Yang 2010:1901). Chain risks are driven by a variety of internal and external forces Macro trends such as globalisation and global connectivity provide opportunities for diversification of supply yet result in a more complex supply chain susceptible to an amplified impact of risks when they occur (Deloitte 2012:2; World Economic Forum 2013:19). All of which have yielded convincing business benefits (Deloitte 2012:2; Pettit, Fiksel & Croxton 2010:3; World Economic Forum 2013:13) Whilst these practices provide cost-reduction benefits, they increase the vulnerability of supply chains. Events that were once viewed as ‘black swans’, being of high impact but of low probability, tend to occur regularly (Deloitte 2012:2)

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