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I aimed to obtain a deeper insight into the link between supplier involvement in product development (SIPD), supplier relationship resilience and company performance.

To collect data, a survey among 500 Polish manufacturing companies was conducted. I used quantitative methods (structural equation modeling) to test several research hypotheses referring to a single supplier–customer relationship. Thanks to the use of multi-construct measurement of SIPD and supplier relationship resilience, the study provides detailed research results on the topic.

Collaborative practices implemented during SIPD increase procurement flexibility and decrease redundancy in the relationship with the involved supplier. Communication during SIPD increases supplier flexibility and procurement flexibility. Increased supplier flexibility and increased procurement flexibility in the relationship with the involved supplier as well as collaborative practices during SIPD positively impact company performance. I confirmed the indirect effect between communication during SIPD and company performance when the mediators are supplier flexibility and procurement flexibility. Decreased redundancy in relationship with involved supplier does not impact company performance.

Supply chain managers need to rethink SIPD practice to effectively ensure supply chain resilience (SCRES), especially in the face of the contemporary global crisis and black swans affecting the supplier base. My article provides important managerial insights into drivers of SCRES and company performance.

To the best of my knowledge, this research is among the first to conclude that SIPD does not have an unequivocally positive or direct impact on supplier relationship resilience. The research fills the gap by analyzing the impact of SIPD on two main SCRES elements. The study examines supplier relationship resilience, understood as flexibility and redundancy elements, in a single supplier–buyer relationship perspective. Thus, the presented considerations go beyond the traditional understanding of flexibility and redundancy in supplier relationship management, that is through the prism of double or multi sourcing and having back up-suppliers.

The purpose of this paper is to investigate the potential synergy between companies’ sustainable supply chain management (SSCM) activities and their supply chain resilience (SCRES). The authors propose hypotheses about the impact of buying companies SSCM activities on the inflicted damage by unexpected supply chain disruptions and the recovery time afterwards and test these empirically using data from companies during the global COVID-19 pandemic.

The authors investigate a sample of 231 of the largest publicly traded companies in the European Union with 4.158 firm-year observations. For the analysis, the authors generate variables capturing the companies’ intensity and years of experience of their SSCM activities targeted at the supply chain and run regression analyses on the inflicted damage due to the COVID-19 pandemic and the recovery time after the disruption.

Buying companies’ SSCM activities have a positive effect on their SCRES. The damage inflicted by unexpected supply chain disruptions is lower when companies have higher levels of SSCM and longer experience with it. The recovery time afterwards is significantly reduced by longer experience with SSCM efforts.

The authors suggest SCRES is reinforced by transparency, situational awareness, social capital and collaboration resulting from companies SSCM activities translate into increased SCRES.

The authors show that companies with superior SSCM are more resilient in a crisis and conclude that, therefore, companies should invest in SSCM to prevent future supply disruptions.

To the best of the authors’ knowledge, this is the first empirical study analyzing a data set of multi-industry companies, linking their SSCM activities to SCRES during the pandemic.

The purpose of this study is to empirically explore the influence of supply chain information integration (SCII) on supply chain innovativeness (SCI) and supply chain resilience (SCRE).

Data from 403 manufacturing companies in Uganda were analyzed using Analysis of Moments of Structures version 27. Unmeasured common latent factors were used to minimize the bias of common methods.

SCII, SCI and SCRE have significant positive relationships. About 41% of SCII and SCRE are partially mediated by SCI.

Considering variations in perception of SCRE, the cross-sectional nature of the study limits generalizability and transferability. Experiments and interviews are recommended to explore differences between firms in SCRE.

SCII and SCI capabilities buffer a firm’s SCRE.

This study establishes SCI as a mediator between SCII and SCRE by studying manufacturing firms in a developing country context.

Amid increasing frequency of disaster across the globe, humanitarian supply chain (HSC) has gained significant attention in recent times. This work aims to contribute towards improving the decision-making capabilities of relief organisations by offering more comprehensive understanding of the critical success factors (CSFs) concerning HSC. Hence, the current work attempts to classify CSFs as cause-and-effect factors and explore their relative importance in the stated significance.

Current work takes an explorative and deductive approach. It uses literature and experts' input to identify the CSFs for HSC and to develop a structural model for assessing these factors. Intuitionistic fuzzy DEMATEL (IF-D) is employed for modelling and analysing the cause-effect linkages among the CSFs. IF-D method is chosen as it is robust to vagueness of data and small samples.

The findings indicate that “motivated and committed employees” is the most influencing causal factor followed by “IT infrastructure”, and among effect factors, “physical network” carries the most significance followed by “anticipation capabilities.”

Relief organisations and stakeholders at various levels may put more emphasis on cause group factors with more influence on most critical effect factors to build more efficient and effective HSC to execute more impactful relief programs.

Current work explores the cause–effect relationships among the CSFs concerning HSC by implementing IF-D, which can be considered as the original contribution.

Considering the last-mile delivery service supply chain as a social-ecological system rather than just a firm-based service system, this research exploit the COVID-19 pandemic disruption to investigate how the supply chain develops resilience from a viewpoint that integrates a social-ecological perspective with the traditional engineering one.

This research adopt a multi-case study approach using qualitative data collected via semi-structured interviews with executive-level managers from nine leading UK last-mile delivery companies. Data analysis is guided by a research framework which is developed by combining the social-ecological perspective with the structure–conduct–performance paradigm. This framework aids the investigation of the impacts of external challenges on companies' resilience strategies and practices, as well as performance, in response to disruptions.

The research identifies three distinct pathways to resilience development: stabilization, focussing on bouncing back to the original normal; adaptation, involving evolutionary changes to a new normal; transformation, involving revolutionary changes in pursuit of a new normal-plus. Three strategic orientations are identified as operating across these pathways: people orientation, digital orientation, and learning orientation.

In contrast to the manufacturing supply chain focus of most current research, this research concentrates on the service supply chain, investigating its resilience with a social-ecological perspective alongside the traditional engineering one.

Socio-economic, health and environmental turbulences experienced during the past decades have caused major value chain disruptions, triggering multinational enterprises (MNEs) to rethink the footprints of their global operations and redesign for resilience. These developments have fueled a rapidly expanding scholarly literature on resilience. Yet, its conceptual understanding and practical utility remain highly fragmented, cross-disciplinarily disconnected and ambiguous. This study explores the intellectual structure of resilience research in business and management, relying on a systematic literature review approach based on bibliometric techniques and content analysis. A unique database consisting of 545 peer-reviewed articles published in 65 leading Academic Journal Guide (AJG) journals are analyzed. Based on the findings, three leading research communities dominate the resilience discussion in business and management. Moreover, the intellectual structure of the field through the most productive authors and top cited journal articles is discussed. Based on the results, five potential research avenues are suggested.

The purpose of this study is to identify the prescribed formative elements of supply chain resilience (SCR) in literature, to compare them with the unique characteristics of high reliability organisations (HROs) and derive lessons useful for improving SCR.

Two systematic literature reviews are carried out as follows: one on SCR and the other on HRO, which identified 107 studies and 18 papers, respectively. The results from the review are presented, analysed and synthesised.

Findings suggest that despite significant similarities in some of the proposed formative elements for SCR and the characteristics of HROs, the strong managerial commitment exhibited in HROs is absent in SCR literature. More importantly, the most cited characteristic of HROs, which is their flexible decision making structure is pointed out as a prima lesson towards developing resilience in supply chains.

A decision making framework to facilitate flexible decision making for supply chains during crisis is presented. Further, practical lessons are pointed out from principles common to both streams of literature such as redundancy, human resource management, collaboration, agility, flexibility, culture and risk avoidance that can be implemented in supply chains.

This paper is the first study to systematically review HROs, adapt a HRO decision making framework and also apply the Cynefin framework to SCR. This, therefore, provides the basis to launch further research into the use of these theories and the role of decision-making in SCR creation.

Despite the proliferation of supply chain risk management (SCRM) studies, a theoretically supported and empirically validated study on justifying the antecedents and measurement dimensions of supply chain resilience (SCRE) is rare. Therefore, drawing on extensive literature review, this study aims to explore and validate the antecedents and the measurement dimensions of SCRE.

This study uses positivist paradigm using quantitative method. However, it also uses qualitative approach in the form of field study to contextualize the research model. The quantitative study is conducted by operationalising a survey research. Partial least square-based structural equation modelling has been used to analyze the data.

Study results suggest that the psychometric properties of the SCRE dimensions, supply chain readiness, response and recovery, are reliable and valid. It also affirms that supply chain orientation (SCO), learning and development and supply chain risk management culture (SCRMC) significantly influence the SCRE. Further, SCRMC mediates the relationship between SCO and SCRE.

The findings of this study will assist the supply chain managers in taking decision on readiness capability development and reducing the decisional uncertainty during response and recovery.

Drawing on extensive extant literature on crisis management and supply chain management, this study develops and validates the measurement dimensions of SCRE in terms of readiness, response and recovery, as well as justifies the antecedent factors of SCRE, which is a novel attempt in SCRM literature.

The study identifies nine important research areas and critically maps the structural relationships among supply chain resilience (SCRES) dimensions, namely, vulnerabilities, capabilities, strategies and performance metrics. The analysis also revealed various influential authors, journals, institutions and trending articles, across SCRES literature.

This study performs a bibliometric analysis of 771 articles published over the 32 years from 1988 to 2020, and network analysis in combination with content analysis of 90 most cited articles published in research fronts of SCRES.

The results demonstrate the underlying research areas within the SCRES, which are clustered into nine research themes: (1) conceptual development of SCRES, (2) recent developments of designing resilient supply chain (SC) networks, (3) focus on identifying drivers of SC vulnerability and risks, (4) impact of risks on network resilience, (5) risk assessment to avoid breakdowns/disruptions, (6) measuring resilience approaches/drivers to improve SC performance, (7) building resilient capabilities by integrating other SC dimensions, (8) quantification of SC network and (9) emphasis on developing robustness in SC networks.

This research offers implications for classifying the works in literature based on bibliometric information and network analysis techniques. This can help researchers and practitioners to understand the prominent areas in SCRES and provide guidelines for future research in this area.

This study provides an overview of the evolution of SCRES over time in the domain of supply chain management and also outlines a future research agenda claimed by the trending articles to encourage further investigations in the field of SCRES.

Supply chain resilience capabilities are usually considered in light of some anticipated events and are as passive assets, which are “waiting” for use in case of an emergency. This, however, can be inefficient. Moreover, the current COVID-19 pandemic has revealed difficulties in the timely deployments of resilience assets and their utilization for value creation. We present a framework that consolidates different angles of efficient resilience and renders utilization of resilience capabilities for creation of value.

We conceptualise the design of the AURA (Active Usage of Resilience Assets) framework for post-COVID-19 supply chain management through collating the extant literature on value creation-oriented resilience and practical examples and complementing our analysis with a discussion of practical implementations.

Building upon and integrating the existing frameworks of VSC (Viable Supply Chain), RSC (Reconfigurable Supply Chain) and LCNSC (Low-Certainty-Need Supply Chain), we elaborate on a new idea in the AURA approach – to consider resilience as an inherent, active and value-creating component of operations management decisions, rather than as a passive “shield” to protect against rare, severe events. We identify 10 future research areas for lean resilience integrating management and digital platforms and technology.

The outcomes of our study can be used by supply chain and operations managers to improve the efficiency and effectiveness by turning resilience from passive, cost-driving assets into a value-creating, inclusive decision-making paradigm.

We propose a novel approach to bring more dynamics to the notion of supply chain resilience. We name our approach AURA and articulate its two major advantages as follows: (1) reduction of disruption prediction efforts and (2) value creation from resilience assets. We offer a discussion on ten future research directions towards a lean resilience.