The smart manufacturing revolution: how industrial robotics reshape supplier networks

Purpose This study aims to explore the interplay between supply chain collaboration and disruption and their joint impact on supply chain resilience. It also aims to identify the configurational conditions under which supply chain resilience is achieved, providing a holistic framework for enhancing supply chain management practices amidst disruptions. Design/methodology/approach This study uses a fuzzy-set qualitative comparative analysis (fsQCA) to investigate the complex causal mechanisms linking supply chain collaboration and disruption with supply chain resilience. The research integrates three dimensions of collaboration with three dimensions of disruption, offering a comprehensive understanding of supply chain resilience factors. Findings This study reveals that supply chain resilience is not solely dependent on individual elements but is shaped by unique configurations of collaboration and disruption factors. Information sharing emerges as a core factor in high resilience, while the absence of supply and facility disruptions significantly influences resilience outcomes. The research highlights the importance of multiple paths leading to supply chain resilience and the asymmetrical impact of collaboration and disruption. Research limitations/implications The study acknowledges limitations due to data sourced exclusively from China and the use of static data, suggesting the need for cross-temporal and international samples to enhance broader applicability. Future research should consider dynamic temporal changes and diverse theoretical perspectives to comprehensively examine the factors influencing supply chain resilience. Practical implications The research underscores the critical role of information sharing in bolstering supply chain resilience and advises firms to prioritize it in their strategies. It also highlights the importance of mitigating supply and facility disruptions through supplier diversification and robust contingency planning, offering actionable insights for enhancing operational efficiency and risk management in supply chain management. Social implications This research has significant social implications, particularly in the context of global supply chain disruptions. By identifying key factors that enhance supply chain resilience, it can help businesses better prepare for and respond to crises, thereby reducing economic instability and social disruption. Improved resilience can lead to more stable employment, maintain the flow of essential goods and services and contribute to overall societal well-being during times of supply chain stress. Originality/value This study offers original insights by applying fsQCA to explore the multifaceted relationship between supply chain collaboration, disruption and resilience. Its value lies in revealing the complex causal configurations that lead to high or low levels of supply chain resilience, challenging traditional linear perspectives and providing a nuanced understanding that can guide both academic research and practical supply chain management strategies.

Aligning industrial chain development with the cultivation of new-quality productive forces and strengthening the resilience and security of industrial and supply chains are essential for accelerating the formation of a modern industrial system and achieving high-quality development. Using panel data on Chinese A-share listed firms from 2011 to 2023, this paper employs a staggered difference-in-differences approach to examine the impact of digital-intelligence industrial cluster pilot policies on firms’ supply chain resilience and supply chain security. The results show that digital-intelligence industrial clusters significantly enhance both supply chain resilience and security, and these findings remain robust to a battery of validation tests. Mechanism analyses indicate that digital-intelligence industrial clusters primarily strengthen firms’ supply chain resilience and security by fostering cooperative innovation networks, promoting the agglomeration of digital-intelligence talents, and improving supply chain efficiency. Heterogeneity analyses further reveal that these positive effects are more pronounced in regions with stronger intellectual property protection, in firms operating in the ten key strategic industries, and in lead firms along the supply chain. Additional evidence suggests that the policy effects exhibit a clear pattern of geographic decay. Overall, the findings provide empirical support for optimizing the strategic development of industrial clusters and offer policy implications for mitigating external shocks and enhancing supply chain resilience and security.

Since the first case was identified, COVID-19 has spread to more than 200 countries. As of October 25, 2022, it had resulted in over 6 million deaths and 600 million confirmed cases. The rapid widespread of COVID-19 led to large-scale disruptions with major supply and demand shocks in supply chains, causing significant negative impacts on the global economy. The World Bank reported that the world GDP growth rate for 2020 was −3.27%, indicating the worst recession since 1961. First, the initial epidemic-control efforts blocked the flows of raw materials across the world, and limited labor movements by imposing temporary travel restrictions. As a result, many firms struggled with supply disruptions and labor shortages, setting off a chain reaction of disruption in global supply chains. Fortune (2020) reported that as of February 21, 2020, 94% of the Fortune 1000 companies had experienced supply-chain disruptions due to COVID-19.1 According to the Institute for Supply Management, almost 75% of companies reported supply-chain disruptions in some capacity due to coronavirus-related transportation restrictions.2 A survey conducted by the National Association of Manufacturers reported that 78.3% of manufacturers believed that COVID-19 had a significant negative influence on their financial performance, and 35.5% of them had experienced some type of supply chain disruptions.3 Second, the demand for essential personal-protective equipment increased dramatically because the virus was easily transmitted from person to person through air-borne droplets; accompanied by a drop in the need for other manufactured products (Nicola et al., 2020). For example, COVID-19 had caused a surge in the demand of face masks that were necessary to prevent infection among frontline workers (who were directly exposed to the virus when treating infected patients or conducting nucleic acid tests) and individuals in public places. China was the main producer of masks at the start of the crisis, accounting for approximately half of world production. In January 2020, China could produce 20 million masks per day, which was insufficient to equip even just healthcare workers in China. As a result of extensive efforts by the government and companies, Chinese production increased six-fold and reached 116 million masks per day by the end of February, 2020. But even this was insufficient to meet its own demand, and China imported a large quantity of masks. Similarly, Germany also experienced very limited availability of face masks in the spring of 2020. To increase the supply of face masks, the German government contracted with hundreds of companies and introduced a series of incentives to encourage local, non-medical manufacturers to temporarily transform to produce masks. More generally, demand patterns for supplies of all types became less predictable from the beginning of pandemic. Significant changes on the demand side included quick shifts of buying patterns (from physical stores to online stores) and rapid shifts of product mix (e.g., decline in office equipment to be used on site, but increases in appliances for home-office use). Compared with previous pandemics, COVID-19 has affected supply chains more durably and globally. As this special issue approaches publication, the COVID-19 pandemic has lasted for over 3 years. The extended duration of this external shock has been sufficient to permanently change the behavior of supply-chain partners (Poelman et al., 2021). These changes have encouraged firms to demonstrate an innovative bent, leading to structural process changes in a variety of industries. For example, demand for in-person restaurant dining decreased, whereas demand for take-away foods greatly increased, though by 2022, this pattern had begun to reverse. Under this change, firms needed to explore new ways of organizing their supply chains with respect to factors like product diversity and cooperation with more partners in the supply chains. This made it possible to define products and services to benefit quickly from pandemic-related opportunities (van der Vegt et al., 2015). The COVID-19 pandemic has also affected global supply chains as economic integration interacted with travel restrictions and worldwide lockdowns (Nikolopoulos et al., 2021) to create unprecedented challenges for enterprises to respond to changes in demand and supply, employee shortages, and lack of access to financial capital. These long lasting, structural, and global supply-chain impacts have led enterprises to increase responsiveness and resilience (2Rs) via management mechanisms and technological innovations. Based on the media reports and literature review, such innovative measures include cross-enterprise cooperation (e.g., Unilever and Terra Drone), government-enterprise cooperation (e.g., Hubei Provincial Government and JD Logistics), adjustments to manufacturing activities (e.g., BYD, Foxconn, Pernod Ricard, and Bauer shifted their production to face masks/shields), as well as the adoption of digital technologies (e.g., JD Logistics, New HAVI). This 2R emphasis represents a major departure from the usual emphasis on cost reduction (Caunhye et al., 2016). Observing that some companies have performed well in responding quickly to changes in demand and supply, and flexibly to disruptions, we seek to learn from the innovative practices and experiences of that have yielded success in dealing with this large-scale disruption. What were the key lessons learned in terms of selecting suppliers and managing supplier/customer relationships, designing global supply networks, and adopting new digital technologies and big data analytics? What were the long-term impacts of COVID-19 on the structures of global supply chains and the strategic positioning of major supply chain players? This special issue focuses on uncovering the key success factors and lessons from these innovative practices. We aimed to gain deeper understanding of how the adoption of technological innovations, business model innovations, and innovations in collaboration mechanisms and methods of operations improvement/optimization have helped companies enhance 2Rs in supply chains. To frame this special issue, we define some key concepts and briefly review some literature published in leading operations management journals focusing on supply chain responsiveness, supply chain resilience, supply chain integration, and big data analytics. To address disruptions and demand shocks, a great deal of emphasis has been placed in research on strategies to enhance the 2Rs in supply chains (Hendricks et al., 2009). Responsiveness is defined as the ability of a supply chain to respond purposefully within an appropriate timeframe to customer requests or supply changes in the marketplace (Shekarian et al., 2020). Generally speaking, responsiveness to changes in demand and supply is reflected in multiple aspects (Williams et al., 2013), including volume flexibility, variety flexibility, product/service modification flexibility, new product flexibility, and so on. According to Singh and Sharma (2014), a responsive supply chain could ensure a reduction in lead time, the right service quality, the right service quantity, and the on-time response to requirements of customers. Roh et al. (2014) asserted that the goal of a responsive supply chain design is to provide customers with the right product at the right place in the right length of time. The recent literature and practice show that effective measures to improve the responsiveness of supply chains include signing flexible contracts with suppliers, forecasting the trend of future demand and supply, conducting multi-source procurement, making centralized decision-making, and investing in digital technologies. Resilience is defined as the ability to mitigate the negative effects, rapidly accommodate, and react to a supply chain disruption (Kim et al., 2015). Wieland and Durach (2021) stated that resilience does not just relate to the ability of a system to bounce back after a disruptive event but also to the capacity to adapt and transform. Combining these perspectives, resilience generally refers to the ability to absorb or cushion against damage or loss, as well as the ability to rapidly recover from a disruption (Hora & Klassen, 2013). Thus, resilience is dynamic instead of static, which is considered as a fundamental attribute that supply chains need to adopt for maintaining stable growth in the face of external disruptions (Essuman et al., 2020) such as the COVID-19 pandemic. Supply chain resilience consists of multiple constituent elements, including stability, agility, robustness, collaboration, redundancy, centralization, visibility, and information sharing (Hosseini et al., 2019). Tukamuhabwa et al. (2015) emphasized the importance of building collaborative relationships in improving supply chain resilience. Other measures include maintaining slack resources, adopting a flexible production strategy, and building a risk-management infrastructure (Ambulkar et al., 2015; Modi & Mishra, 2011). Although 2Rs are the key attributes for enterprises to improve supply chain performance, there is limited research on how to develop responsive and resilient strategies to deal with long-lasting, structural, and global impacts. Previous studies mainly focused on normal situations, in which supply chain integration and big data analytics are the bases of building 2Rs supply chains. Supply chain integration is the ability to integrate all activities among a company's internal functions and external partners (supplier, distributor, retailer, etc.), until the finished product arrives at the end customer (Zhao et al., 2013). From the perspective of collaborative partners, supply chain integration could be divided by horizontal strategies and vertical strategies (Mesquita & Lazzarini, 2008), while the vertical integration is further divided by integration with suppliers (also known as upstream integration) and integration with customers (also known as downstream integration). In the era of Industry 4.0, supply chain integration consists of three dimensions: process and activity integration, technology and system integration, and organizational relationship linkages (Tiwari, 2020). A recent editorial in JOM (Browning, 2020) discussed related aspects of organizational and process integration. In recent years, under the influence of economic globalization, supply chains have been transformed. Since globalization has become pervasive, suppliers have pursued global markets, and most companies source extensively from global suppliers (Cohen & Lee, 2020). This has led to an increase in outsourcing activities and a corresponding decline in vertical integration of supply chains. As a result, supply chain networks have become flatter and more complex, composed of different organizations dispersed across multiple tiers and different geographies, and extended beyond a single country's boundaries (Choi & Hong, 2002). Global supply chains are characterized by focal firms that distribute across multiple countries, locate production facilities abroad, or source from offshore suppliers. Munir et al. (2020) showed that integration in the global supply chain could increase companies' resilience in making flexible deliveries and the number of products. Big data refers to data that arrive at a high volume and velocity with considerable variation, while analytics refers to the ability to gain insights from data via statistics, learning, optimization, or other techniques. The applications of big data and analytics are closely interlinked to enable firms to make better decisions. Hence, prior literature has typically discussed them together as big data analytics, which allows the use of advanced computing techniques, strategies and architectures to store, extract, and analyze multi-source, heterogeneous data to support decisions, and has been commonly used in operations management (Wamba et al., 2015). In the era of economic globalization, supply chain management has become extremely complex, with large-scale and online decision-making challenges emerging (Yang et al., 2021), for example, the joint decision-making between proactive planning and reactive operations in the forms of demand forecasting, production planning, inventory management, supply allocation, transportation, and distribution. It is no longer efficient to rely on traditional analytics methods. Many firms have been exploring how to take big data analytics to promote lean and agile activities in supply chain management (Baruffaldi et al., 2019). Existing studies have shown that applications of digital technologies can help improve supply chain performance by enhancing visibility and reducing supply chain risks (Govindan et al., 2018). The digitalization of supply chains produces large volumes of data, which is regarded as a new kind of resource and has the potential to create value and enhance competitiveness. Singh and El-Kassar (2019) proposed that digital technologies have transformed traditional supply chain management into a more data-driven approach, which requires a much higher level of big data analytics capabilities compared to traditional supply chain management. Following the call for papers, the submission of 114 manuscripts, and the review and revision process, seven articles were selected for this special issue that contribute to our understanding of the impact of COVID-19 on supply chains and its effect on addressing the 2Rs. In "Strengthening supply chain resilience during COVID-19: A case study of JD.com" (Shen & Sun, 2023), the authors used quantitative operational data obtained from JD.com4 to analyze the impact of the pandemic on supply chain resilience. They described the challenging scenarios that retailing supply chains experienced in China and the practical response of JD.com over the course of the pandemic the pandemic. JD.com was observed to respond well to the exceptional demand and severe logistical disruptions caused by COVID-19 in China based on its highly integrated supply chain structure (including both process and activity integration and technology and system integration) and comprehensive digital technologies. In particular, the existing, intelligent platforms and delivery procedures were modified slightly but promptly to deal with specific disruptions. The joint efforts of multiple firms, the government, and the entire Chinese society contributed to surmounting the challenges. The experience of JD.com contributes to understanding of the value of investing in operational flexibility and beyond-supply-chain collaboration given the possibility of large-scale supply chain disruptions such as the COVID-19 outbreak. In "Breaking out of the pandemic: How can firms match internal competence with external resources to shape operational resilience?" (Li et al., 2023), the authors explored how firms sought to effectively combine internal competence with external resources from the supply chain network to improve operational flexibility and stability during the COVID-19 pandemic. The internal flexibility refers to product diversity, the internal stability refers to operational efficiency, the external flexibility refers to structural holes, and the external stability refers to network centrality. Drawing upon matching theory, the authors provided an internal-external combinative perspective to explain operational mechanisms underlying different matchings. Based on the empirical results of 2994 unique firms and 5293 observations, they found that more heterogeneous combinations between internal (external) flexibility and external (internal) stability may result in a complementary effect that enhances operational resilience, whereas more homogeneous combinations between internal flexibility (or stability) and external flexibility (or stability) may have a substitutive effect that reduces operational resilience. With the COVID-19 pandemic having had a significant impact on supply chains, government initiatives have played a central role in managing the crisis. In "The impact of governmental COVID-19 measures on manufacturers' stock market valuations: The role of labor intensity and operational slack" (Chen et al., 2023), the authors investigated the impact of the Chinese government's Level I emergency-response policy (Ge et al., 2020) on manufacturers' stock-market values, and the role of manufacturers' operational slack on adding resilience. Specifically, through an event study of 1357 Chinese manufacturing companies listed on the Shenzhen Stock Exchange, the authors found that the government's emergency-response policy triggered a statistically significant positive reaction from the stock market for manufacturers. However, the authors also found negative impacts on stock market values for manufacturers in labor-intensive industries because of the labor immobility triggered by the Level I measures. In addition, this article identified the positive role of operational slack in the form of financial slack and excess inventory in helping to maintain operations and business continuity, mitigate risks caused by the labor mobility restrictions, and improve supply chain resilience, which identifies operational slack as a supply chain resilience strategy to mitigate pandemic-related risks. When the COVID-19 pandemic broke out, the medical-product industry faced unprecedented demand shocks for personal protective equipment, including face masks, face shields, disinfectants, and gowns. Companies from various industries responded to the urgent need for these potentially life-saving products by adopting ad hoc supply chains in an exceptionally short time. In "Realizing supply chain agility under time pressure: Ad hoc supply chains during the COVID-19 pandemic" (Müller et al., 2023), the authors explored the use by 34 German companies of ad hoc supply chains to produce personal protective equipment. From these cases, the authors developed an emergent theoretical model of ad hoc supply chains around enablers of supply chain agility such as dynamic capabilities (the ability to integrate, build, and reconfigure internal and external competences to address rapidly scenario changes), entrepreneurial orientation (proactiveness, risk-taking, innovativeness, autonomy, and competitive aggressiveness), and temporary orientation (speedy action in a limited time). To cope with the COVID-19 crisis, many firms allowed their employees to work from home (WFH). In "Working from home and firm resilience to the COVID-19 pandemic" (Ge et al., 2023), the authors examined whether a firm's WFH capacity increased its resilience. The authors put forward and tested a unique data set that combines listed firms' financial data, epidemiological data, and online job postings data from China. They found that imposing COVID-19 anti-contagion policies on firms and their suppliers or customers significantly increased their operating revenue volatility, slowed their recovery, and had repercussions on their supply chains. WFH enhanced firms' resistance capacity by reducing the effect of COVID-19 on their operating revenue volatility and disruptions to their supply chain partners; however, it also decreased their recovery capacity by extending the time taken to return to normal. Firm attributes, along with workers' occupations, education, and experience, impacted the effect of WFH on firm resilience. This article enhances our understanding of shock transmission across supply chains and identifies WFH as a source of firm resilience. In "Developing supply chain resilience through integration: An empirical study on an e-commerce platform" (Qi et al., 2023), the authors developed a framework that described the impact on supply chain resilience of process and activity integration between an e-commerce platform and suppliers. An analysis of data from a Chinese e-commerce platform found that integration between the e-commerce platform and suppliers in terms of information sharing, joint planning, and logistics cooperation had positive impact on supply chain resilience, while procurement automation had the opposite effect. Manufacturing flexibility positively moderated the impact of information sharing, joint planning, and logistics cooperation. The results contribute to understanding of the factors that encourage the development of supply chain resilience, suggesting that the relationship between integration and resilience is best examined within a contingency framework. There is ongoing debate about whether a firm should develop a concentrated supply chain, with the literature reporting both benefits and drawbacks. In "Opportunities or constraints? A network embeddedness perspective on the role of supply chain concentration during the pandemic" (Jiang et al., 2023), the authors examined this puzzle. Drawing on the interdependence perspective, the authors investigated how customer and supplier concentration affected supply chain resilience during the disruption and recovery stages of the pandemic, where customer concentration refers to the extent to which a firm's sales are dependent on a few major customers, and supplier concentration refers to the extent to which a firm's purchases are from a few major suppliers. The analysis of 26,488 firm-quarter observations from 2366 Chinese-listed manufacturing firms revealed that concentration can be both detrimental and beneficial, contingent on the exchange role and the crisis stage. To be specific, customer concentration accentuated the downside of firm productivity in the disruption stage but facilitated productivity restoration in the recovery stage, while supplier concentration had no significant impact on productivity in the disruption stage but hindered firm productivity from bouncing back in the recovery stage. The guest editorial team (Xiang Li, Xiande Zhao, Hau L. Lee, and Chris Voss) would like to thank the co-editors-in-chief of the Journal of Operations Management, Suzanne de Treville and Tyson Browning, for their support. The authors would also like to acknowledge all of the many reviewers and associate editors for their extensive reviews and expert advice on the large number of articles submitted to this special issue. This work was supported by the National Natural Science Foundation of China (Nos. 71931001, 71722007). The research of Prof. Zhao was partially suported by the Major Program of National Social Science Foundation of China (22&ZD082).

In the context of global trade and food safety, the quality and safety of agricultural products has become a key factor affecting the stability and sustainability of agricultural supply chains. With the continuous improvement of consumers' pursuit of a healthy lifestyle and the strict requirements of national policies on the quality and safety of agricultural products, ensuring the quality and safety of agricultural products from field to table has become a top priority in supply chain management. In this context, this paper takes "Analysis of factors affecting the quality and safety of agricultural products on supply chain resilience" as the theme, and makes a systematic review of relevant literature. Firstly, through the review and analysis of relevant domestic and foreign literature, this paper deeply understands and defines the concepts of agricultural product quality safety and supply chain resilience. On this basis, the domestic and foreign literature on the quality and safety of agricultural products and supply chain toughness were reviewed. Through in-depth analysis and research of relevant literature, the conclusion of this paper is that the impact and disruption of agricultural product quality and safety will have an impact on supply chain resilience. In summary, this paper aims to reveal the important position of agricultural product quality safety in supply chain resilience through the literature review of agricultural product quality safety and supply chain resilience, and provide new perspectives and ideas for future research.

This study examines Moroccan enterprises' digital transformation and supply chain resilience. To adapt to changing market situations, we examine digital integration attitudes and approaches. The results demonstrate that digital technologies are increasingly essential to corporate operations, responding strategically to market changes and strengthening supply chain resilience. This study offers a fresh perspective after the COVID-19 pandemic exposed global supply chain flaws. Digital technologies, remote supplier relationship management, and data security's rising importance in supply chain security are examined. Detailed supply contract analysis and supplier diversification are also critical. Health, safety, and operational continuity are stressed in this context, and effective staff management is essential to solving modern problems. Combining theoretical foundations with empirical investigation, this research examines digital integration and supply chain resilience. It advises Moroccan firms to enhance their defences against possible attacks. Digital transformation and strategic measures may help firms survive and thrive in today's dynamic business climate while maintaining a stable supply chain.

PurposeDespite the escalating significance and intricate nature of supply chains, there has been limited scholarly attention devoted to exploring the cognitive processes that underlie supply chain management. Drawing on cognitive-behavioral theory, the authors propose a moderated-mediation model to investigate how paradoxical leadership impacts manufacturing supply chain resilience.Design/methodology/approachBy conducting a two-wave study encompassing 164 supply chain managers from Chinese manufacturing firms, the authors employ partial least squares structural equation modeling (PLS-SEM) to empirically examine and validate the proposed hypotheses.FindingsThe findings indicate that managers' paradoxical cognition significantly affects supply chain resilience, with supply chain ambidexterity acting as a mediating mechanism. Surprisingly, the study findings suggest that big data analytics negatively moderate the effect of paradoxical cognition on supply chain ambidexterity and supply chain resilience, while positively moderating the effect of supply chain ambidexterity on supply chain resilience.Research limitations/implicationsThese findings shed light on the importance of considering cognitive factors and the potential role of big data analytics in enhancing manufacturing supply chain resilience, which enriches the study of behavioral operations.Practical implicationsThe results offer managerial guidance for leaders to use paradoxical cognition frames and big data analytics properly, offering theoretical insight for future research in manufacturing supply chain resilience.Originality/valueThis is the first empirical research examining the impact of paradoxical leadership on supply chain resilience by considering the role of big data analytics and supply chain ambidexterity.

Frequent disruptions to global supply chains, driven by factors such as trade restrictions and geopolitical conflicts, brought supply chain resilience to the forefront of both academic research and industry practice. Concurrently, the rapid advancement of artificial intelligence (AI) technologies in supply chain management in recent years offers new perspectives for researching resilience. Based on the Organizational Information Processing Theory (OIPT), this study explores the direct and indirect mechanisms through which AI usage impacts supply chain resilience from an information processing perspective. Within the OIPT framework, we develop a theoretical model incorporating AI usage, supply chain resilience, supply chain efficiency, supply chain collaboration, and digital information technology capability. We empirically test the model using survey data collected from 231 Chinese manufacturing senior executives and supply chain managers, employing partial least squares structural equation modeling (PLS-SEM). The findings reveal that AI usage has a significant direct positive effect on supply chain resilience. Additionally, supply chain efficiency and collaboration act as mediators in this relationship. Furthermore, we examined the moderating role of a firm’s digital information technology capability and found that it positively moderates the impact of AI usage on supply chain resilience.

Objective: The objective of this study is to investigate the relationship between organizational security culture and the occurrence of supply chain disruptions, with the aim of understanding how security compliance mediates this relationship and influences supply chain resilience. Theoretical Framework: The research is grounded in contingency theory, which emphasizes the need for organizations to align their strategies with the external environment and internal factors. The study draws on concepts of organizational security culture and security compliance, highlighting their role in mitigating supply chain disruptions. The security compliance framework is central to explaining how cultural values influence adherence to security protocols and disruption management. Method: The methodology adopted for this research comprises a quantitative study design using structural equation modeling to analyze the data. A total of 200 supply chain and security professionals from manufacturing firms participated in the study. Data collection was carried out through questionnaires designed to measure organizational security culture, security compliance, and disruption occurrences. Results and Discussion: The results obtained revealed that a strong organizational security culture positively influences security compliance and reduces the frequency of supply chain disruptions. Additionally, security compliance was found to have a significant negative impact on disruption occurrences. In the discussion, these findings are contextualized within the framework of contingency theory, illustrating the pivotal role of security compliance in translating cultural values into effective disruption mitigation strategies. The study also identifies some limitations, such as the reliance on self-reported data. Research Implications: The practical implications of this research suggest that organizations can enhance supply chain resilience by fostering a strong security-oriented culture and ensuring high levels of security compliance. Theoretical implications include refining the understanding of how security culture interacts with compliance to reduce disruptions. These insights are particularly relevant to sectors like manufacturing, logistics, and supply chain management. Originality/Value: This study contributes to the literature by highlighting the mediating role of security compliance in the relationship between security culture and supply chain disruptions. The relevance and value of this research are evidenced by its potential to influence organizational practices aimed at enhancing supply chain resilience, offering both theoretical insights and practical solutions for improving security management in supply chains.

The market volatility caused by the new crown epidemic and trade protectionism has highlighted the important role that supply chain resilience plays in business development, while the development of emerging technologies has led to changes in business development strategies, and market competition has escalated from competition between traditional enterprises to competition between supply chains. Today’s supply chain management is very complex, with countless partners distributed in different regions, and this intertwined trade ecosystem is unprecedented. The chain reaction of epidemic control in early 2020 has triggered a strong interest in supply chain resilience among many scholars. At the 20th National Congress in 2022, General Secretary Xi clearly pointed out that “efforts should be made to enhance the supply chain resilience and security of the industrial chain”, raising supply chain resilience to the level of national strategy for the first time. The emergence of digital control tower concept provides a new management idea to improve the supply chain resilience. So what exactly is digital control tower? How does digital control tower improve supply chain resilience? This paper investigates the mechanism of digital control tower in Leader Harvest plant with the help of dynamic capability theory, and explores an innovative path to improve supply chain resilience, which can provide reference for other enterprises’ supply chain management development.

PurposeRethinking how to build resilience in supply chains is once again highlighted by COVID-19. Research on supply chain resilience has established flexibility as a firm-level antecedent that contributes to supply chain resilience. However, the authors know little about how supply chain flexibility is developed within a firm. Drawing on social capital theory, the authors claim that the way supply chain managers are embedded in their social networks plays a critical role in developing this antecedent. Specifically, the authors hypothesize that supply chain managers' structural and relational embeddedness in their reference network, comprised of individuals from whom they seek advice, is instrumental to developing supply chain flexibility, which subsequently enhances the firm's supply chain resilience.Design/methodology/approachSurvey data collected from 485 manufacturing firms in Australia and Hayes and Preacher's (2014) parallel multiple mediator model were employed to empirically test the hypotheses.FindingsThe findings of the study establish that supply chain managers' structural and relational embeddedness in their reference network indeed have implications for developing supply chain resilience. Furthermore, the mediator through which managers' social embeddedness influences supply chain resilience is identified in the current study.Originality/valueThe study contributes to the extant literature on supply chain resilience, investigating the role that supply chain managers' social capital play in developing the resilience of their firm.

This study investigates the most effective leadership style of supply chain (SC) management leaders in pursuit of resilient supply chain through the comparison of transformational and transactional leadership styles. Flexibility and agile supply chain are considered as a mechanism which can strengthen the impact of leadership styles on resilient supply chain. However, these phenomena are not addressed in prior studies. We also empirically teste cost-effective mechanism to SMEs for improving supply chain resilience. The constructs are adopted from existing literature to formulate four hypotheses to meet the study objectives. Primary data is collected by incorporating split survey method and time-lagged of two weeks from 317 supply chain professionals working in SMEs manufacturing enterprises of Pakistan via a pre-tested survey instrument. The PROCESS Macros is used to test the hypothesized model. The results reveal the positive significance of both leadership styles with resilient supply chain directly as well as the mechanism of flexibility and agile supply chain. However, the empirical investigation finds that the supply chain managers with transactional leadership style are more effective in pursuit of resilient supply chain directly and through the sequential mediation of flexibility and agile supply chain as compared with other leadership style. The results of this study empirically prove the significance of transformational and transactional leadership with resilient supply chain. The sequential mediation of flexibility and agile SC between leadership styles and resilient supply chain is also proved. The study tests the most effective leadership style which can more strongly influence the resilient supply chain through the comparison of transformational and transactional leadership styles. All of these relationships have not been previously tested. Thus, the study provides an important contribution to existing body of knowledge.

PurposeCOVID-19 once again showed the importance of building resilience in supply chains. Extant research on supply chain resilience management has successfully identified a set of organizational antecedents that contribute to supply chain resilience. However, little is known about the mechanisms by which these antecedents are developed within a firm. Drawing on the dynamic managerial capabilities theory, the current study aims to investigate the critical role that supply chain managers play in developing the organizational antecedents. Specifically, this study shows that supply chain managers' social capital, human capital and cognition are instrumental to the development of three organizational supply chain resilience antecedents: visibility, responsiveness and flexibility, which subsequently enhance the firm's supply chain resilience.Design/methodology/approachThe authors employ survey data collected from 598 manufacturing firms in Australia, and Hayes and Preacher's (2014) parallel multiple mediator model to empirically test the hypotheses.FindingsThe findings of the study establish that supply chain managers' social capital, human capital and cognition indeed have implications for developing supply chain resilience. Furthermore, the mediators through which managers' social capital, human capital and cognition improve supply chain resilience are identified in the current study.Originality/valueThe study contributes to the extant literature on supply chain resilience, investigating the role that supply chain managers play in developing the resilience of their firm.

The worldwide COVID-19 outbreak has impacted on the domestic and international supply chains of Japanese firms. In particular, internationalized production has been blamed for working as a propagation mechanism in the worldwide spread of negative shocks. Todo and Inoue (2021) extensively review existing studies that have examined the shock propagation through supply chains and what characteristics of supply chains enhance or mitigate the propagation, in the cases of previous crises and the current COVID-19 crisis. Based on their literature review and the data observations on the current characteristics of Japan's supply chains, Todo and Inoue highlight the need for more geographical diversification in suppliers and clients of Japanese firms to build robust and resilient supply chains and improve the firms' performance. In the face of the COVID-19 crisis, there has arisen a renewed argument that shorter and simpler supply chains and reshoring production back to the domestic economy would be less vulnerable to shocks. Against this kind of turning-inward policy argument, Todo and Inoue emphasize the potential benefits from supplier substitutability and international knowledge diffusion through geographically diversified supply chains, which is quite meaningful. Nevertheless, I suspect that geographical diversification of trading partners is not the only way to build a resilient supply chain. A firm's optimal strategy for resilience might not coincide with that for robustness. The concept of system resilience was originated in the ecology literature and was applied to the risk management literature. In the light of supply chain management, resilience can be the ability to resume normal operations after an acceptable period of disruption, while robustness is the ability to maintain operations amid a crisis (Miroudot, 2020). Supplier substitutability appears to be a key to achieving robustness. Maintaining geographically diversified suppliers or alternative locations of production would enable firms to withstand a location-specific supply shock, which leads to the greater robustness. To improve resilience, on the other hand, a firm might rather prefer to develop a long-term relationship with a single supplier, or a handful of suppliers such as keiretsu, as discussed in Miroudot (2020), for example. Maintaining a less diversified but close relationship would enable a firm to receive investment or support from the partner for minimizing the time and cost of disrupted operations and facilitating recovery from the disruption, which leads to the greater resilience. Indeed, Todo and Inoue (2021) touch on the possibility that the keiretsu-type relationships would help improve resilience in the case of knowledge-intensive goods. It would be insightful if Todo and Inoue could elaborate on the implications of geographical diversification for the robustness and resilience of supply chains with more careful consideration of the two related but distinct concepts. In addition, I am skeptical of Todo and Inoue's policy suggestion that the Japanese government should intervene to promote the geographical diversification of suppliers. The diversification of suppliers is not necessarily an optimal strategy from the firm's perspective, depending on whether the firm prioritizes the robustness or resilience of supply chain as well as on the firm's product or industry characteristics. Even if the current level of diversification is less than the optimal level as argued by Todo and Inoue, a government inevitably faces implementational challenges on the intervention and possibly distorts a firm's decision on production locations and sourcing patterns, which could force the choice of an inefficient location. Rather, a government should devote itself to ensuring an environment where firms can build and develop domestic and international supply chains as they need, as a basis for economic growth, which brings greater efficiency, expands the production frontier, and facilitates technology and knowledge diffusion and spillovers. Last but not least, Todo and Inoue's literature review and accompanying discussion focus on the effects on supply chains of supply shocks such as natural disasters. When thinking of the robustness and resilience against the current COVID-19 spread, however, we should be aware that COVID-19 generated both supply and demand shocks. As a result of social-distancing policies, industries relying on the movement of people, such as hotels, restaurants, and passenger transport services, have been impacted greatly through the fall in domestic final demand. It would be worth discussing the robustness and resilience of supply chains not only against supply shocks but also against demand shocks. Does the shock propagation mechanism of supply chains matter to a similar degree and work in a similar way in the case of demand shocks as in supply shocks? The firm's strategy for robustness or resilience of concern also would depend on the source of shocks. Todo and Inoue could discuss on this further.

PurposeThis study aims to analyse whether the presence of supply chain complexity (SCC) influences firms to improve their supply chain (SC) resilience and SC robustness capability. This study also examines an important paradox: whether investing in both exploitation and exploration practices is conflicting or complementary to enabling SC resilience and robustness in the presence of SCC.Design/methodology/approachThe authors used a survey-based approach to collect 242 useful responses from SC professionals of Pakistani firms, an important emerging economy context. The data were analysed with covariance-based structural equation modelling to statistically validate the model.FindingsThe analysis reveals several key findings: the presence of SCC has a direct, positive influence on SC resilience and SC robustness; while exploitation practices only partially mediate the nexus between SCC and SC resilience, they fully mediate the relationship between SCC and SC robustness; while exploration practices partially mediate the nexus between SCC and SC resilience, they do not mediate the relationship between SCC and SC robustness and SCC has a significant influence on SC resilience and SC robustness sequentially through exploitation and exploration (i.e. one after the other).Practical implicationsThese findings help to reconcile the exploitation versus exploration paradox in cultivating SC resilience and SC robustness in the presence of SCC. The findings assist SC managers in determining how to deploy their limited resources most effectively to enhance SC resilience and SC robustness while facing SCC.Originality/valueThe authors devise and empirically validate a unique framework that demonstrates how the presence of SCC works as a stimulus to build SC resilience and SC robustness.

Along with globalization and technological advances, the complexity and dynamics of international supply chains are increasing. Using CiteSpace to visualize and analyze the knowledge map of the global supply chain helps to deeply understand the industry’s development trends and essential elements. The knowledge map of the international supply chain field is visualized and analyzed using CiteSpace software in this paper, which uncovers the key components and development trends in the field. The study involves collecting and analyzing relevant literature from 2009 to 2021, and applying techniques such as word frequency analysis, co-occurrence network construction, and spectral clustering algorithms to map the knowledge map. Supply chain management, supply chain resilience and risk management are the most popular topics in the supply chain field, in which the word “supply chain management” has a co-occurrence frequency of 485 times, with a centrality of 0.457. Using the spectral clustering algorithm, we identify several key research clusters and find that “supply chain security” has become a recent research topic. Security” has become a hot research topic recently. Research in the field of supply chain is gradually focusing on improving chain flexibility and reducing risks. There is increasing interest in the trend of supply chain futurization and intelligence.