Modeling the enablers of sourcing risks faced by startups in COVID-19 era

Abstract

Purpose

Startups across all sectors are affected by the COVID-19 pandemic and are facing a formidable challenge in terms of marketing and operations. Most of the startups have experienced a downturn in demand and supply due to COVID-19 led disturbances in sourcing networks. This paper aims to identify, analyze and categorize the significant risks influencing sourcing operations in startups during the COVID-19 era in India, using the total interpretive structural modeling (TISM) approach.

Design/methodology/approach

Eight enablers were identified through literature review and expert opinions from various startups in India. This study adopted the TISM approach to analyze the inter-relationships between the enablers. Multiplication Applied to Classification (MICMAC) analysis was used to rank the sourcing risk enablers and classify them as autonomous, independent, linkage and dependent enablers.

Findings

The results indicate “insufficient fund” as the most critical enabler. Network issues and employee flexibility risk were among the other critical enablers that have a high driving power. Supplier risk, quality risk and demand risk were found to have highly dependent on other enablers for implementation.

Research limitations/implications

This study mainly focuses on the sourcing risks in startup operations in India. This study can be extended to many other countries.

Practical implications

This study will help startup industry managers and practitioners understand the interactions of enablers and identify critical enablers to mitigate risks in startup sourcing operations in the COVID-19 era.

Originality/value

The present study identifies the sourcing risk enablers in the COVID-19 era. It is the first attempt to analyze the interrelationship among sourcing risks in startups using the TISM approach.

Citation

Sreenivasan, A. and Suresh, M. (2022), "Modeling the enablers of sourcing risks faced by startups in COVID-19 era", Journal of Global Operations and Strategic Sourcing, Vol. 15 No. 2, pp. 151-171. https://doi.org/10.1108/JGOSS-12-2020-0070