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This paper’s main aim is to check the mediating effect of supply chain memory in the relationship between using digital technologies and both supply chain resilience and robustness. In addition, the impact of the COVID-19 disruption was tested as a moderator of the impact of supply chain memory on supply chain resilience and robustness.

Altogether, 257 supply chain managers answered the questionnaire, and data were analysed through structural equation modelling.

This paper contributes to theory and practice by demonstrating that the experience, familiarity and knowledge to deal with disruptions partially mediate the relationship between digital technologies, resilience and robustness. Moreover, our results show that memory is less efficient for the supply chain to maintain an acceptable level of performance in case of a new extreme disruptive event like COVID-19. The full model was able to explain 36.90% of supply chain memory, 41.58% of supply chain resilience and 46.21% of supply chain robustness.

The study helps to understand how to develop supply chain memory, positioning digital technologies as an antecedent of it. The impact of supply chain memory on supply chain resilience and robustness is proved. Knowledge about the impact of industry 4.0 technologies on disruption management is quantitatively improved. It demonstrates that digital technologies impact resilience and robustness mainly through supply chain memory. The study proves that supply chain memory is less efficient for the chain remains effective when a non-routine disruptive event occurs, but it is still imperative to recover from it.

In the current business context, there is a current need to adopt contemporary practices of process management as a competitive advantage to leverage organizational results. This study aims to explore such relationships, considering the performance results in the organizational resilience (OR) dimension.

The authors collected 82 valid responses from a survey targeted at professionals occupying positions or functions in the operations area. For data analysis, the authors used the technique of structural equation modeling (SEM) using the partial least squares (PLS) algorithm.

The results show that maturity in the management of business processes positively influences the behavior of OR, with the highest level of maturity primarily being responsible for this impact. This result reveals that resilience naturally depends on mature and well-established processes in the organizational structure. The proposed model explained 78.5% of OR.

Companies that maintain mature management of their business processes will be better able to positively influence OR since process management can make organizations less fragile supply chains and more adaptable to changes.

The findings helped clarify the extent to which process management influences the results of OR. Although the literature indicates that maturity in business processes is formed by five first-order constructs, only the “innovated” dimension proved to be significant in the present study.

The study objective was to understand what components of organizational culture and capability combined with analytic skillsets are needed to allow organizations to exploit real-time analytic technologies to create supply chain performance improvements.

The authors relied on information processing theory to support a hypothesized model, which is empirically tested using an ordinary least squares equation model, and survey data from a sample of 208 supply chain executives across multiple industries.

The authors found strong support for the concept that real-time analytics will require specialized analytical skills for the managers who use them in their daily work, as well as an analytics-focused organizational culture that promotes data visibility and fact-based decision-making.

Based on the study model, the authors found that a cultural bias to embrace analytics and a strong background in statistical fluency can produce decision-makers who can make sense of a sea of data, and derive significant supply chain performance improvements.

The research was initiated through five workshops and presentations with supply chain executives leading real-time analytics initiatives within their organizations, which were then mapped onto survey items and tested. The authors complement our findings with direct observations from managers that lend unique insights into the field.

The survival and growth of organizations presently depend on managing processes and capabilities to effectively use large volumes of data from different sources to assist organizations’ strategic and operational goals. This paper aims to test the relationship between organizational analytical capabilities (OAC), the performance results in organizational resilience (OR) and the business process management maturity (BPMM).

Based on a survey of companies operating in the state of Espírito Santo, Brazil, a conceptual model was proposed and tested using the partial least squares algorithm.

The results confirm the proposed theoretical hypotheses that OAC and BPMM positively impact OR. In addition, the results show that OAC exert a moderating effect on the relationship between BPMM and OR.

It is understood that stimulating the practice of data and information analysis in the organizational routine translates into a relevant managerial behavior, as this attitude leverages the knowledge development and understanding about how to manage unexpected risk events, enabling companies to assess their ability to react to disruptions, even in terms of operational failures.

The purpose of this study is to examine supplier financial risk through the lens of Enactment Theory, to explore the role of transparency and communication on buyers’ perceptions of supplier default risk. The authors develop a theoretical model proposing that buyer communication with suppliers leads to preemptive actions that may prevent supplier financial default and fewer supply disruptions. The results suggest that reducing equivocality in buyers through communication with suppliers leads to understanding of financial factors not captured through third-party financial indicators, leading to proactive risk mitigation activities that prevent disruptions during recessionary economic cycles. This research proposes that transparency and communication reduces equivocality in buyers, spurring them to take contractual actions that reduces, financial default in key suppliers, which leads to fewer supply disruptions.

Survey data collected from 175 firms in the North America and Brazil during a period of the global recession is used to test the impact of communication with suppliers on supply chain disruptions in periods of economic crisis. This relationship is mediated by proactive contract renegotiation and supplier financial health, supporting a model grounded in Enactment Theory.

Results show that buyers who regularly assess and develop an understanding of their key suppliers’ financial conditions are more likely to re-negotiate contracts that revise payment terms, leading to improved supplier working capital and fewer supply chain disruptions.

Validation of industry-specific financial ratios and figures could provide a richer set of insights and some quantitative measures for establishing baseline on what levels of financial ratios actually result in disruptions. However, future research should consider using a cross-sectional sample and, in addition, a qualitative approach to capture risk from a greater variety of industries and supply chain dynamics.

The notion of effective communication flows as a means for reduction of supplier disruption risk is aligned with Enactment Theory views that emphasize the benefits of risk reduction. Equivocality is reduced in buyers through information exchange and formal assessments in complex environments. This research suggests that while such communication does not have a direct effect on supply disruption risk, it is mediated through proactive buyer actions to improve supplier financial health and contract re-negotiation mechanisms that may preempt financial distress. These are important lessons learned that provide guidelines for supply chain executives in future economic recessions that may occur in the coming years.

The purpose of this paper is to investigate the relationship between the maturity level of supply chain process management (SCPM) and the company’s organisational life cycle (OLC).

Based on a theoretical review, a questionnaire was developed to measure the maturity level of SCPM and the OLC. Data from 228 companies operating in Brazil were collected to assess the association between variables by using correspondence analysis technique.

Among the key findings, evidences of a relationship between the maturity level of SCPM and the company’s OLC could be highlighted. In addition, it was found that the maturity level of SCPM has no significant relationship with the age or size of a company but it is related to the capabilities inherent to the SCPM.

Measurement of SCPM and the OLC was based on the managers’ perceptions about the actual configuration of their firms. Accordingly, there is a certain level of subjectivity inherent to those models. The study is valid for companies operating in Brazil and might not be applicable for other countries.

This study increases awareness about the influence of organisational issues, such as the decision model, power hierarchy or governance structure, in the development of SCPM maturity. Such issues must be addressed to develop SCPM.

Management and control of organisational issues might help to develop the maturity of SCPM, so the service level of companies, in order to deliver high quality services to society. Still, further research is required in the social area.

The paper tried to analyse the relationship of two well established models where this link was overlooked in the past. It was not found in literature similar investigation.

The purpose of the paper is to investigate the relationship between supply chain maturity and performance, with specific references both to the business process orientation maturity model and to the supply chain operation reference model.

Quantitative, survey based research was carried out with 478 Brazilian companies. Statistical analysis combined the use of descriptive statistics and structural equation modeling.

Empirical results indicate a strong and positive statistical relationship between supply chain maturity and performance. The results also suggest that the deliver process maturity has a higher impact on overall performance than the other supply chain processes.

Quantifying supply chain maturity and performance is an opportunity for a company to align its performance measurements and process improvement actions with its broader policies and strategies. The use of this approach has been validated in several previous research studies in organizational self‐assessment and business management.

Maturity models are valuable frameworks for corporate leadership. This study provides solid statistical evidence that a company that has achieved a higher maturity level and implemented the maturity factors also has achieved superior performance. It also validates the application of these specific maturity factors in South America, specifically Brazil.

This paper confirms and expands upon earlier research suggesting higher levels of process maturity were related to superior performance. This paper also examines the evolution of performance measurement systems, moving from a traditional approach to a more process oriented perspective by reporting on the origins of maturity models and presenting the main empirical contributions through the use of the business process maturity model and supply chain operation reference model.

The purpose of this paper is to report on the results of research into the precedence of the maturity factors, or key turning points in business process maturity (BPM) implementation efforts. A key turning point is a component of BPM that stabilizes within an organization and leads to the next maturity level.

Several years of data from over 1,000 companies in the USA, Europe, China, and Brazil that have completed a BPM assessment are analyzed to identify which components of BPM stabilize, when and in what order. Different analysis methods are employed in order to identify global commonalities and differences.

The paper identifies key turning points from several different perspectives using several different approaches and develops some conclusions common to all methods used in this research.

The relationship between the components (dependencies) is only suggested but not statistically analyzed. Several data sets are also on the low end of sample size for the methods used and some parts of the research used ad hoc selection of companies of arbitrarily distributed companies into different groups.

The results can be useful for leaders and teams that are attempting the journey to process maturity. The guide‐posts, milestones, and measures can help answer the question “Where am I on this journey and what is next?”

A plethora of maturity models has emerged that claim to guide an organization through the process of building levels of maturity that lead to competitive advantage. To date, there has been a lack of quantitative studies documenting these road‐maps. The paper provides global, quantitative evidence of the critical maturity components associated at each level of maturity.

How do planning and capabilities affect operational performance? This paper aims to formulate hypotheses comprising correlations amongst those constructs in an integrated approach for industrial companies, considering the source, make and deliver process areas.

Based on a survey of 164 Brazilian industrial companies, analysis of data was conducted including descriptive statistics, evaluation of a research model's internal scale reliability, statistical construct path analysis, and structural equation modeling.

The findings indicate that planning and capabilities must be taken as inter‐related initiatives that jointly influence operations performance. Significant correlations were found amongst these constructs in the source, make and deliver process areas. The model tested on this study was able to explain 84 percent of the variation in the overall performance of the companies sampled.

The reference model was tested using a diversified sample of Brazilian industrial organizations and did not include service or other types of organizations, thereby limiting the generalizability of the results and conclusions. The findings suggest a balanced weight of operations capabilities and planning. Both play an important role on performance. These results can drive organizational strategy, indicating that companies should look to their capabilities, but that developing planning activities driven to the market should be considered mandatory.

Whereas some aspects of the relationship between planning and performance as well as the relationship between capabilities and performance have been reviewed in early contributions, few studies have addressed these complex mediations using an integrated process value approach.

With the globalisation of supply chains the importance of supply chain risk management (SCRM) has grown considerably. Still, although both researchers and practitioners fully agree on its importance, most companies pay very limited attention to SCRM. The purpose of this paper is to use expectation confirmation theory to investigate the reasons for that.

The authors use a combination of six mini case studies and a survey of 89 companies to show how a different attitude towards SCRM can lead to greater value from SCRM efforts.

In line with the expectation confirmation theory the authors stipulate that the primary reason is in companies’ attitudes towards SCRM. Their main expectation is risk avoidance and not value generation. In such a case, even “successful” SCRM programmes merely confirm such an expectation (e.g. no risk materialised or with a limited impact) and the company continues to avoid risk while limiting the resources for SCRM. It is only when the expected benefit of SCRM is not solely risk avoidance but mainly value generation that increased attention can be expected over time.

The paper is exploratory in nature. Some of the stipulations in the theoretical part were not fully investigated in the quantitative part. The survey had a relatively small sample and a low-response rate. The constructs used in the survey did not use previously validated questionnaires.

Companies should focus on changing expectations of their managers and employees regarding SCRM and emphasise the value potentially generated by SCRM.

Use of expectation confirmation theory to investigate the reasons for limited attention to SCRM, to improve the understanding of attitude towards SCRM and to open many important areas for further research.