First, although our conceptual mapping was comprehensive, there was a notable shortage of empirical studies that tested these integrated frameworks across diverse geographical and industry contexts. Scholars in this stream leveraged methods such as stochastic programming, chance‐constrained models, and MCDM to formulate frameworks that enabled supply chains to operate efficiently even under worst‐case scenarios. Integrating ERP and MES data into a unified risk analytics layer ensures data consistency, enabling swift optimisation of supply chain responses. Companies can deploy digital twin frameworks on cloud platforms to simulate disruption scenarios—such as port closures or supplier failures—and conduct what-if analyses for robust contingency planning.
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In all range of systems, elevating the level of uncertainty can potentially result in supplementary costs, leading to an escalation in the estimated cost of the entire network (Juan et al., 2018). This lack of a comprehensive approach means that uncertainty might lead to additional costs and operational inefficiencies (Wang et al., 2024). To familiarise with the concepts potentially encountered in this research, a comprehensive literature review was conducted to understand the significance of critical concepts. The primary purpose of this review is to map and evaluate the diverse body of literature on sustainable and resilient supply chains, to uncover the underlying research streams and identify critical gaps. Supply chain resilience can be improved in many ways, where one of the most effective is to design systems that can adapt quickly to new circumstances by modifying their strategic assets (Christopher & Peck, 2004; Damtew & Goshu, 2024; Jain et al., 2017). The field of supply chain management also recognises the importance of resilience, and substantial knowledge has been generated on the factors contributing to resilience and its impact on performance (Wieland & Durach, 2021).
The Big Trend: Resilience Is Becoming a Core KPI
This starts with strategic supplier management, which means proactively selecting, segmenting, and developing relationships with vendors who can deliver under pressure. By giving buyers access to a broad, diversified supplier network, organizations can improve their supply chain flexibility. Because of this, resilience and flexibility are strategic imperatives when it comes to bolstering your business against inevitable disturbances. Unlike traditional risk management, which often focuses on prevention and contingency plans, modern resilience strategies are adaptive by design. It has therefore been argued that the complexity of supply chains requires complementary measures https://power-at-work.com/lifts-streamlining-logistics-in-high-rise-construction-projects/ such as supply chain resilience. For example, companies can use hedging strategies or long-term contracts to stabilize costs and reduce the financial impact of price volatility.
Reactive vs. proactive stance
- The significance of an underlying connection between two papers is proportional to the number of shared keywords (Rajendran et al., 2020).
- Agile organizations can pivot quickly when plans change, creating a more resilient, responsible procurement function.
- Two approaches are used in this study to thoroughly assess the existing literature, including RFPN and KCON.
- The field of supply chain management also recognises the importance of resilience, and substantial knowledge has been generated on the factors contributing to resilience and its impact on performance (Wieland & Durach, 2021).
- The high density in this quadrant indicates a mature body of literature, featuring well-established metrics, frameworks, and analytical tools, which collectively shape current debates on global sourcing, operational efficiency, and resilience strategies.
Developing supply chain resilience (#138) presumes that businesses can rapidly recover from disruptions (#57) by either returning to regular operations or advancing to a higher level of operational efficiency (Ponomarov & Holcomb, 2009; Tukamuhabwa et al., 2015). Each node plays a role as an individual paper, and each edge is constituted based on the common keyword (i.e. in a network, the strength of a connection between two nodes is proportional to the number of times a certain keyword appears in both papers). We extracted and evaluated the full texts of these 391 articles to confirm their methodological rigor and their explicit focus on supply chain resilience, sustainability, uncertainty, or disruption. To answer the first research question, we conduct a comprehensive network analysis, combining a keyword co‐occurrence network and a research focus parallelship network, to systematically map and identify the primary research streams in supply chain resilience. Sustainable supply chain management has broadened over time from a primary concern with cost savings and environmental protection to encompass critical social dimensions (Khan et al., 2023b). Current literature illustrates supply chain resilience as a multi-dimensional concept, combining proactive and reactive approaches, dynamic internal capabilities, relational collaboration, and technological advancements (Susitha et al., 2024).
Supply Chains, Digitalisation and Risk Management: Towards an Integrated Approach?
As can be seen, these methodologies constitute the core of this cluster, and many of them are used to design supply chain resilience that can be resilient in the face of uncertainty, disruptions, and risks. The researchers in this cluster use stochastic programming, robust optimisation, MCDM, fuzzy logic, and multi-objective optimisation since they explore the effect of resilience strategies and approaches on supply chain management. The clusters suggest a multi-faceted approach to supply chain resilience research, where optimisation, technology adoption, and disruption and risk management strategies are vital considerations. Cluster 1 was designated as “Optimisation for supply chain resilience”, Cluster 2 was labelled “Technology adoption for supply chain resilience”, and the third cluster was titled “Resilience strategies against disruptions and risk management”.
- Using the papers’ keywords, the KCON analysis illustrates the connections between the publications.
- To answer the first research question, we conduct a comprehensive network analysis, combining a keyword co‐occurrence network and a research focus parallelship network, to systematically map and identify the primary research streams in supply chain resilience.
- Internally, companies must cultivate a culture of information sharing, coordination, and quality management that supports swift responses to unexpected events.
- These frameworks not only prepare supply chains to absorb shocks but also enable them to adapt and evolve after an event, thereby sustaining competitive advantage.
To address this issue, the probability of scenarios can be regarded as to mitigate the solutions’ conservatism (Bertsimas & Thiele, 2006). However, this approach may result in overly conservative robust solutions as it considers all possible scenarios. There are several forms of robust optimisation, each with its own unique characteristics based on the structure of the problem and applications. Automotive companies can strengthen the resilience of their supply chains through the implementation of numerous resilient techniques (Kaviani et al., 2020).
Given their susceptibility to disruptions and risks, these industries are the focus of numerous researchers. Even though many papers have varied case studies and themes, the food, automotive, and manufacturing sectors are highlighted as keywords in 31 of them. The implications also show the https://ulstergrandprix.net/meet-the-sponsors-ifs-logistics/ trend that follows in the papers published in the mentioned period.