Abstract
Supply chain viability (SCV) is an emerging concept of growing importance in operations management. This paper aims to conceptualize, develop, and validate a measurement scale for SCV. SCV is first defined and operationalized as a construct, followed by content validation and item measure development. Data have been collected through three independent samplings comprising a total of 558 respondents. Both exploratory and confirmatory factor analyses are used in a step-wise manner for scale development. Reliability and validity are evaluated. A nomological model is theorized and tested to evaluate nomological validity. For the first time, our study frames SCV as a novel and distinct construct. The findings show that SCV is a hierarchical and multidimensional construct, reflected in organizational structures, organizational resources, dynamic design capabilities, and operational aspects. The findings reveal that a central characteristic of SCV is the dynamic reconfiguration of SC structures in an adaptive manner to ensure survival in the long-term perspective. This research conceptualizes and provides specific, validated dimensions and item measures for SCV. Practitioner directed guidance and suggestions are offered for improving SCV during the COVID-19 pandemic and future severe disruptions.
Highlights
Paraphrasing Charles Darwin’s central thesis, “It is not the most intellectual of the species that survives; it is not the strongest that survives; but the species that survives is the one that is able best to adapt and adjust to the changing environment in which it finds itself” (Megginson 1963)
The analysis suggests that discriminant validity is achieved when the average item correlations within a construct are substantially greater than the average item correlations across constructs
This scale is a way of bundling the supply chains (SC) resources and capabilities in the face of external contingencies, in this case "super disruptions" such as those generated by the COVID-19 pandemic
Summary
Paraphrasing Charles Darwin’s central thesis, “It is not the most intellectual of the species that survives; it is not the strongest that survives; but the species that survives is the one that is able best to adapt and adjust to the changing environment in which it finds itself” (Megginson 1963). In the context of supply chains (SC), the COVID-19 crisis has rendered sudden and catastrophic change in the business environment and beyond, impacting and disrupting operations and SCs in terms of scale, complexity, severity, and duration of impact. With the COVID-19 pandemic, some novel context has been unveiled which goes beyond an instantaneous event-driven understanding of disruptions and can be described as an SC crisis characterized by long and severe uncertainty of current and future conditions and entailing extensions toward SC viability. To survive or maintain a viable SC can be a challenge when faced with such ‘super disruptions’ that can radically change operational conditions over long durations (Ivanov 2020a; Singh et al 2020; ElBaz and Ruel 2021; Jang et al 2021). We posit that survival and adaptation in confronting such super-disruptive changes require a special property—the capability to survive, to remain viable—that is, SC Viability (SCV) (Ivanov 2021c)
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