Developing dynamic supply chain resilience capabilities: a study of Irish firms' response to the COVID-19 pandemic

Ali, Abubakar; Labib, Ashraf; Afonso, Paulo; Mahfouz, Amr

doi:10.1590/0103-6513.20230076

Acessibilidade / Reportar erro

Brasil

Español English

sumário « anterior atual seguinte »

Sumário

Research Article • Prod. 34 • 2024 • https://doi.org/10.1590/0103-6513.20230076 copy

Developing dynamic supply chain resilience capabilities: a study of Irish firms' response to the COVID-19 pandemic

Authorship SCIMAGO INSTITUTIONS RANKINGS

Abstract

Paper aims

This study is grounded in the supply chain resilience (SCRES) capabilities literature and the dynamic capabilities theory (DCT), which is used to develop a framework of dynamic SCRES capabilities for global supply chain disruptions.

Originality

This study explores firms' adapting, responding, and learning capabilities in the initial outbreak of the coronavirus pandemic 2019 (COVID-19) in the Irish context.

Research method

The research methodology was based on semi-structured interviews with supply chain leaders of international operations, extending between Ireland and the UK. Data analysis utilises a hybrid thematic analysis approach that integrates inductive codes with deductive priori-driven constructs.

Main findings

Five significant impacts of COVID-19 on supply chain operations are revealed: capacity and resource constraints, supply issues, demand spikes, supply chain skills shortages, and human resource factors. Furthermore, firms' high-order SCRES capabilities during a pandemic are related to their adaptation, response, and learning capabilities. Operational capabilities and resilience practices support these high-order capabilities. However, the empirical evidence indicates that resilience practices overlap across SCRES capabilities.

Implications for theory and practice

The connection between SCRES and dynamic capabilities is emphasized by demonstrating that operational capabilities and resilience practices are integral building blocks of high-order SCRES capabilities. We distinguish between dynamic and operational capabilities and present an integrative framework to elaborate the theory of dynamic SCRES capabilities. Moreover, valuable insights into developing dynamic SCRES capabilities are highlighted by adapting to changes, seizing opportunities, coordinating tasks, and engaging in learning routines in response to a pandemic disruption. Firms that harness SCRES elements and practices to enhance their adaptability, response, and learning capabilities share similarities with the dynamic capabilities processes of adapting & seizing, coordinating, and learning.

Keywords
Dynamic capabilities; Supply chain resilience capabilities; Supply chain disruptions; COVID-19

Interviewee		Experience	Company's Overview
A	Customer SC Manager	10 Years	An international FMCG in the consumer staples sector with more than 500 employees located in Ireland
B	Senior SC & Resourcing Manager	10 Years	An international FMCG in the food industry with more than 50 employees located in Ireland
C	Head of Ocean Freight	15 Years	An international forwarder with locations in 220 countries. The Irish branch employs more than 500 employees.
D	National Transport & Logistics Manager	20 Years	An Irish Food Wholesaler/Retailer employs more than 1,000 employees and enjoys a network of 1,000 partners and stakeholders
E	Owner of SCM Consultations	15 years	The company specialises in procurement, supply chain and logistics, offering training, business process outsourcing and project management services.
F	Owner of SC Training and Consultation	20 years	A leading promoter of education and training in supply chain and operations management in Ireland
G	Leader in SC Education & Training	30 Years	A freelance consultant and educational expert in supply chain modelling and optimisation.
H	Owner of SCM Consultations	15 years	An Ireland-based consultancy company offering a wide range of SC process improvement and people development services in collaboration with Enterprise Ireland and IDA Ireland

1^st – Cycle Coding:	2^nd – Cycle Coding:	Link to Dynamic Capability Theory
Interview Themes	SCRES Ability to Adapt
Interview Themes	Elements & Practices
	*Flexibility*	*Dynamic Adapting and Seizing Routine*
• New production points	• Shifting in Production Process	• Adjust New product-market Scope
• Alternative routes to market
• Alternative products within the portfolio
• Rapid shift in the production configuration
• Surplus raw material stock capacity
• Organisation flexibility and agility	• Flexible Workplace Setting	• Rapid Changing of Firms’ Structure and Operations
• Flexible worker management
• Shift schedule changes
• Virtual handover	• Fast Transition to Remote Working	• Display dynamic capabilities in a volatile environment
• Feasibility of remote working	• Fast Transition to Remote Working	• Adaptive responses to changing conditions
• Different adaptation abilities of partners and suppliers	• Supply Chain Flexibility	• Strategic Resources Flexibility
• Creating flexible supply
• Alternative suppliers
• Innovative utilisation of technology	• Effective utilisation of technology	• Evolve swiftly as market conditions shift
• Leverage all available technologies to operate as usual	• Effective utilisation of technology	• Evolve swiftly as market conditions shift

1^st – Cycle Coding:	2^nd – Cycle Coding:	Link to Dynamic Capability Theory
Interview Themes	SCRES Ability to Respond
Interview Themes	Elements & Practices
	*Collaboration*	*Dynamic Coordination Capability*
• Connectivity between customers and Suppliers	• Building Relationships	• Orchestrating and deploying tasks, activities, and resources
• Collaboration between all involved stakeholders	• Supply Chain Collaboration
• Open, transparent discussions among stakeholders	• Enhance Transparency	• Integration and enhanced shared language
• Frequent meetings	• Enhance Transparency	• Integration and enhanced shared language
• Cross-functional collaboration	• Inter/Intra organisational collaboration	• Combining diverse resources in an entrepreneurial manner
• Collaboration between partners	• Information Sharing	• Combining diverse resources in an entrepreneurial manner
	*Agility*
• Agile people and staff management	• Ability to respond quickly to changes	• Effective deployment of the firm's internal and external competencies
• Agile people and staff management	• Operational and management responsiveness
• Frequent revision of supply and operations processes	• Process Agility	• Synchronise firm's activities for effective and agile responses to disruptions
• Understanding the constraints and enhancing visibility	• Process Agility
• Optimise the trade-offs involved in related decisions	• Quick Decision Making	• Timely responsiveness to coordinate and deploy internal and external competencies effectively

1^st – Cycle Coding:	2^nd – Cycle Coding:	Link to Dynamic Capability Theory
Interview Themes	SCRES Ability to Learn
Interview Themes	Elements & Practices
	*Knowledge Management*	*Dynamic Learning Capability*
• Developing detailed reports on upstream and downstream risks	• Sharing information for the sake of learning	• The speed at accessing relevant information and data of partners & stakeholders.
• Identify risks that were previously ignored	• Address Skill Shortage & Gaps	• Experimentation and Reflection on Failure & Success
• Inject more investments to upskill people	• Investment in Training & Education	• Training and upskilling professionals
• Hiring competent human resources to face disruption risks	• Investment in Training & Education	• Training and upskilling professionals
	*Building Social Capital*
• Collaboration between education institutes & industry	• Public-Private Partnership	• Organisational Learning
• Solution driven by societal and business needs	• Public-Private Partnership	• Organisational Learning
• Government voice coming up with guidelines and strategies	• Policy Engagement in SC Disruption Societal Impact	• Inter-organisational Relationships
• Getting business groups to talk with the government	• Policy Engagement in SC Disruption Societal Impact	• Trust

Associação Brasileira de Engenharia de Produção Av. Prof. Almeida Prado, Travessa 2, 128 - 2º andar - Room 231, 05508-900 São Paulo - SP - São Paulo - SP - Brazil
E-mail: production@editoracubo.com.br

Acompanhe os números deste periódico no seu leitor de RSS

[1] * amr.mahfouz@tudublin.ie