Bespoke Supply Chain Resilience: The Gap between Theory and Practice

Journal of Operations Management (forthcoming)

Stanford University Graduate School of Business Research Paper

38 Pages Posted: 8 Jul 2021 Last revised: 11 Apr 2022

See all articles by Morris A. Cohen

Morris A. Cohen

University of Pennsylvania - The Wharton School

Shiliang Cui

Georgetown University - McDonough School of Business

Sebastian Doetsch

WHU - Otto Beisheim School of Management

Ricardo Ernst

Georgetown University - McDonough School of Business

Arnd Huchzermeier

WHU - Otto Beisheim School of Management

Panos Kouvelis

Washington University in St. Louis

Hau L. Lee

Stanford Graduate School of Business

Hirofumi Matsuo

Kobe University

Andy Tsay

Santa Clara University - Leavey School of Business

Date Written: April 10, 2022

Abstract

Recent research has documented that companies are pursuing a variety of strategies to enhance supply-chain resilience. This paper examines how managers actually think about resilience strategies, and then analyzes the relationship between operations, supply-chain characteristics, and the implemented strategies.
We define a “Triple-P” framework that matches resilience strategies to supply-chain archetypes by examining Product, Partnership, and Process complexity based on interviews of senior supply-chain executives. These interviews revealed two major influencers of resilience strategy, i.e., Homogeneity of internal supply-chain processes and Integration with other actors in their end-to-end supply chains. We found that the supply chains have different resilience requirements, have different ways to achieve resilience (which we conceptualize as “bespoke supply-chain resilience”), and face different obstacles to resilience. This study aims at initiating a dialogue between supply-chain scholars and practitioners to support more research for developing an effective supply-chain resilience strategy.

Keywords: Supply chain resilience, supply chain segmentation, supply chain integration, supply chain archetypes, grounded theory

JEL Classification: L10

Suggested Citation

Cohen, Morris A. and Cui, Shiliang and Doetsch, Sebastian and Ernst, Ricardo and Huchzermeier, Arnd and Kouvelis, Panos and Lee, Hau L. and Matsuo, Hirofumi and Tsay, Andy, Bespoke Supply Chain Resilience: The Gap between Theory and Practice (April 10, 2022). Journal of Operations Management (forthcoming), Stanford University Graduate School of Business Research Paper, Available at SSRN: https://ssrn.com/abstract=3873941 or http://dx.doi.org/10.2139/ssrn.3873941

Morris A. Cohen (Contact Author)

University of Pennsylvania - The Wharton School ( email )

Philadelphia, PA 19104
United States

Shiliang Cui

Georgetown University - McDonough School of Business ( email )

3700 O Street, NW
Washington, DC 20057
United States

Sebastian Doetsch

WHU - Otto Beisheim School of Management ( email )

Burgplatz 2
Vallendar, 56179
Germany

Ricardo Ernst

Georgetown University - McDonough School of Business ( email )

37th and O Streets, NW
Washington, DC 20057
United States

Arnd Huchzermeier

WHU - Otto Beisheim School of Management ( email )

Burgplatz 2
Vallendar, 56179
Germany
+49-261-6509380 (Phone)
+49-261-6509389 (Fax)

HOME PAGE: http://www.whu.edu/prod

Panos Kouvelis

Washington University in St. Louis ( email )

One Brookings Drive
Campus Box 1156
St. Louis, MO 63130-4899
United States

HOME PAGE: http://www.panoskouvelis.info

Hau L. Lee

Stanford Graduate School of Business ( email )

655 Knight Way
Stanford, CA 94305-5015
United States

Hirofumi Matsuo

Kobe University ( email )

2-1, Rokkodai-cho, Nada-ku
Kobe, 657-8501, 657-8501
Japan

Andy Tsay

Santa Clara University - Leavey School of Business ( email )

500 El Camino Real
Dept of Info Systems & Analytics (ISA)
Santa Clara, CA California 95053
United States

HOME PAGE: http://www.scu.edu/business/isa/faculty/tsay/

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