Do the package of resilience capabilities and the risk management results in supply chain resilience?
Name: MURILO ZAMBONI ALVARENGA
Publication date: 20/04/2018
Advisor:
Name |
Role |
|---|---|
| HÉLIO ZANQUETTO FILHO | Co-advisor * |
| MARCOS PAULO VALADARES DE OLIVEIRA | Advisor * |
Examining board:
| Name |
Role |
|---|---|
| HÉLIO ZANQUETTO FILHO | Co advisor * |
| MARCELO MOLL BRANDÃO | Internal Examiner * |
| MARCOS PAULO VALADARES DE OLIVEIRA | Advisor * |
Summary: The current supply chains are global networks that favor the interrupting events that can affect not only a company, but many members of its chain. What happens is that some chains have the ability to go back to normal faster than others, or getting better after these events, making the theme and the studies about resilience in the supply chain crucial. Even though some models have been developed to explain it, the presented study considers previous works capable but insufficient, once they ignore the correlation among capabilities that result in resilience, they ignore the role of analyticial orientation in this uncertain scenario as well as adopt dimensions beyond the recovery to operationalize the construct. Therefore, the main goal of this study was to verify if the development of a package of capabilities in resilience (cooperation, visibility, flexibility and analytical orientation) and the management of risks in supply chains result in the resilience of supply chains. In addition to that, it was aimed to contribute with better comprehension over the construct resilience in supply chains, besides verifying the impact of the package of capabilities recommended in the management of risks. To do so, an online questionnaire was applied to key-workers from industries of different sizes and fields in the Southeast region of Brazil, obtaining 143 answers. After collected, the data was analyzed through a structural equation modeling in the software Smart-PLS. The results show that the package of supply chaim resilience capabilities positively impacts the resilience in supply chains; on the other hand, the same cant be said about the relation between risk management and resilience. Overall, the model tested was capable of explaining 14,50% of the variation in supply chain resilience and 31,4% of the variation in the supply chain risk management. Furthermore, it was possible to contribute to the broadening of the discussion regarding the construct resilience in supply chains.
Keywords: Supply Chain Resilience. Analytical orientation. Collaboration. Flexibility. Visibility. Risk Management.
