A Theory of Robust Supply Chains
Strategies and practices to achieve supply chain resilience have been at the heart of supply chain management practice and research for almost a decade. However, such efforts have often focused on ways to make supply chains more reactive to turbulence and disruptions. In our recent article, Antecedents and Dimensions of Supply Chain Robustness, my co-authors, Christian F. Durach and José A.D. Machuca, and me build a theoretical framework that depicts antecedents and dimensions of a second, rather proactive construct: supply chain robustness. We define supply chain robustness as the ability of a supply chain to resist or avoid change. Some of my previous research has shown that this construct is even more positively related with business performance than supply chain agility. Through reviewing 94 articles, and a Q-sorting exercise, we identify four (i.e. leadership commitment, human capital, relationship magnitude, and risk management orientation) important intra-organizational robustness antecedents and four (i.e. node centrality, bargaining power, visibility, and network complexity) inter-organizational robustness antecedents.
Durach, C., Wieland, A., & Machuca, J. (2015). Antecedents and Dimensions of Supply Chain Robustness: A Systematic Literature Review. International Journal of Physical Distribution & Logistics Management, 45 (1/2), 118-137 DOI: 10.1108/IJPDLM-05-2013-0133