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Supply chains are among the most important, complex and risky systems in the modern world. Thus, managing risk is no longer an option, but a fundamental process in organizations. Given the lack of pathways that guide companies toward supply chain risk management (SCRM), the purpose of this study is to provide a conceptual reference, in the form of a maturity model, to support them in the evolution and improvement of this process.

The proposal covered a broad literature review, a survey and a multiple case study. The research was conducted in the aerospace industry and included companies from the supply chain of a leading aircraft manufacturer.

The model elaborated with the research results has eight attributes and four levels, addressing critical issues for SCRM to achieve its scope and purposes. The attributes include the structuring and scope of the SCRM process, the importance it receives within the organization, the resources used and the qualification of employees, the role of leadership and the inter-organizational collaboration.

Managing risk along supply chains is particularly challenging, demands resources and knowledge and requires a continuous effort. The proposed model offers a reference for improvement, helping to identify areas that need to be strengthened and practices to be implemented. Thus, it can guide the focus and efforts in a more efficient and systematic way, in addition to support evaluations and comparisons.

Although maturity models are abundant in different fields and several are available for risk management, models specifically developed for SCRM are scarce. This study broadens the understanding of SCRM with novel insights about how to improve this process in an evolutionary way. While many researchers focused their efforts on the SCRM process steps, this study identified critical issues that transcend these steps. The research was carried out in a sector with a long tradition in risk management and included companies belonging to a same supply chain, that is, using an approach still little explored in studies on SCRM or risk management maturity models.

This research examines the relationships between the components of supply chain integration (SCI) (i.e. internal integration (INI), customer integration (CI) and supplier integration (SI)), supply chain risk management (SCRM) and supply chain resilience (SCRE), with disruption impact (DI) as the moderator, among small and medium-sized enterprises (SMEs).

271 useable data were collected from Chinese SMEs to test the research model with two statistical approaches of PLS-SEM and ANN analysis.

Results show that SCI (i.e. INI, CI and SI) positively affects SCRM, and subsequently affects SCRE. Moreover, SCRM has also been found to fully mediate the relationship between INI, CI and SI with SCRE. Additionally, DI was also found to moderate the relationship between SCRM and SCRE.

This study expands the supply chain management-related knowledge by empirically validating the mediating role of SCRM between the elements of SCI and SCRE, as well as empirically identifying DI as the moderator between SCRM and SCRE.

The findings offer valuable understanding that can guide SME managers, owners and stakeholders in developing strategies for integrating with customers, suppliers and internal departments, as well as implementing SCRM practices to enhance SCRE performance.

The research expands the existing literature on the elements of SCI and SCRM in maintaining SCRE from an Asian developing country's perspective.

The purpose of this paper is to explore the important role of supply chain risk management (SCRM) capabilities as pre-factors for SMEs to improve supply chain financing performance (SCFP), also incorporating the effect of supply chain integration (SCI).

From the intersection of SCRM and SCF literature, this paper proposed hypothesis to discuss the impact of SCRM capabilities on SCFP and the role of SCI, aiming at combine SCRM with supply chain financing management. The research model was validated applying structural equation modeling on survey data from 286 Chinese small and medium-sized enterprises (SMEs).

Four dimensions of SCRM capabilities have significant positive effects on SCFP with different significant levels, confirming that they are important pre-factors in supply chain finance (SCF). In addition, the impact of SCRM capabilities on SCFP differ when SCI varies, indicating the promoting effect of SCI.

SMEs should establish SCRM capabilities as supply chain risks greatly influence the evaluation of financial providers and the achievement of SCF. Meanwhile, SCI should be attached for it enables superior SCFP even if SCRM capabilities are relatively limited.

This study represents a pioneering attempt to analyze the pre-factors of SMEs in improving SCFP by combing SCRM with SCF management. Few prior studies have highlighted the importance of SCRM in SCF.

Acknowledging, on the one hand, the increasing fragility of supply chains and the number of risks involved in supply chain operations and, on the other hand, the role of small- and medium-sized enterprises (SMEs) in supply chains and the high exposure of these firms to risks of different types, this study aims to examine the relationship between supply chain risk management (SCRM) and innovation performance in SMEs. Furthermore, the impact of technological turbulence on this relationship was studied to take into account recent technological changes.

Structural equation modelling was carried out on a sample of Turkish SMEs to test the hypotheses developed.

The findings presented allow the authors to better understand the link between SCRM and innovation performance in SMEs. More precisely, empirical evidence is provided about the impact of SCRM components such as maturity and ability on innovation performance. Furthermore, the findings show the impact of technological turbulence on both SCRM and innovation performance.

By focusing on SCRM in SMEs, this paper contributes to the body of knowledge with regard to SCRM in general and with regard to SMEs in particular; research on the latter has only started recently. Moreover, by having studied SMEs from a developing country (other than China), this paper helps to develop a broader and more diverse perspective of SCRM.

The aim of this conceptual study is to analyze the effects of state-of-the-art research streams on supply chain risk management (SCRM) based on organizational theoretical background and direct future research toward the use of other related organizational theories. This paper seeks to provide a framework for understanding various organizational theories that can impact the understanding of SCRM.

A systematic literature review on articles published from 1998 to 2020 was conducted manually in the following databases: Emerald, Science Direct, Taylor & Francis Online, and Wiley online library. Among these articles, the paper by Smeltzer and Siferd (1998) is the first article published on the topic. Therefore, that serves as a starting point for the papers' analysis. A total of 109 articles have been selected and reviewed in detail.

The results of the study indicate that the articles which utilize theories in SCRM research have been mostly published in the last three years. The quantitative and case studies have been prevalently applied methods in the articles. In total, 34 theories are listed from the investigated articles. The four commonly studied theories among these are the information processing theory, transaction cost theory, contingency theory, and resource-based view.

This paper is the pioneer in the sense that the paper specifically and directly reviews the SCRM literature in terms of organizational theory usage. For future research, this study offers a diffusion of innovation (DOI) theory that explains the factors which can affect the adoption or diffusion of SCRM practices.

This study examines the relationships between collaboration capability (CC) and supply chain risk management (SCRM) and the mediating role of supply chain alignment (SCA) between CC and SCRM. It also investigates the moderating role of data-driven culture (DDC) on the path joining CC and SCA.

A survey was conducted via a structured questionnaire among the 297 managers of Business-to-business (B2B) firms. The data were analyzed using partial least squares structural equation modeling (PLS-SEM).

The result found a positive and significant relationship between CC and SCRM, CC and SCA, and SCA and SCRM. The research found a significant mediating role of SCA between CC and SCRM. The study also found a significant moderating role of DBC between CC and SCA.

The outcomes demonstrate the management and societal relevance of the study from the viewpoint of businesses in developing nations. To cope with dynamic shifts, managers and decision makers need to take initiative for collaboration among the supplier, to align with their supply chain operations and enhance preparedness of DDC to overcome supply chain-related risks in the future.

The results of this empirical study have the significant potential to provide valuable guidance and insights about the B2B firms’ CC to develop SCA to enhance SCRM as risk management for the supply chain can aid in loss prevention and provide an edge over competitors. To the best of the authors’ knowledge, these relationships based on the dynamic capability view (DCV) add to existing studies on B2B firms’ supply chains in a novel way.

The research empirically examines the role of artificial intelligence (AI) integrated with social customer relationship management (SCRM) in multinational enterprises (MNEs) towards international relationship management under social distancing conditions due to the COVID-19 pandemic.

The study initially undertakes pertinently focused theoretical research in the fields of international marketing, knowledge management, and customer relationship management. And, utilizing the theories of resource-based view (RBV) and dynamic capability view (DCV) theory, the study develops a theoretical model that is subsequently empirically validated through a survey and structural equation modeling.

The study highlights the importance and means of adopting AI-integrated social CRM by MNEs, in the context of international relationship management, under the Covid-19 social distancing conditions. The study more specifically elucidates the role and significance of MNE leadership approach and support towards the adoption of AI-integrated social CRM systems and, ultimately, performance improvement of MNEs under such conditions.

The study presents insights and prescriptive explications on a topic at the heart of state-of the-art technology-based international marketing in the explicit context of the primary business-defining environment of the Covid-19 pandemic. The research provides practicable suggestions to MNEs' leadership towards the adoption of an AI-integrated social CRM system. And the study presents a unique model for international relationship management under social distancing conditions, potentially applicable during other crises.

The research is original and on a ‘fresh’ topic that combines the latest technological advancements in business (AI-integrated CRM) with the present critical business context (pandemic). The research develops a tested theoretical model that (a) is unique in its field; (b) provides a solid foundation for further research; (c) bears generic value and application during other-than-Covid-19 conditions; and (d) enhances the understanding of important fields of international marketing, including international customer relationship management and global knowledge management.

Supply chain (SC) management is more challenging than ever. Significantly, the pandemic has provoked global and economic destruction that appeared in the manufacturing industry as a “black swan.” Therefore, the purpose of this study was to examine the role of information processing and digital supply chain in supply chain resilience through supply chain risk management.

This study examines SC risk management and resilience from an information processing theory perspective. The authors used data collected from 251 SC professionals in the manufacturing industry, and the authors used a quantitative method to analyze the data. The data was analyzed using partial least squares-structural equation modeling. To confirm the higher-order measurement model, the authors used SmartPLS version 4 software.

This study found that information processing capability (disruptive orientation and visibility in high-order) and digital SC significantly and positively affect SC risk management and resilience. Similarly, SC risk management positively mediates the relationship between information processing capability and digital SC. However, information processing capability was found to have a more substantial effect on SC risk management than the digital SC.

This study has both academic and practical contributions. It contributed to existing information processing theory, and manufacturing firms can improve their performance by proactively responding to SC disruptions by recognizing the pivotal role of study variables in risk management for a resilient SC.

The conceptual model of this study is based on information processing theory, which asserts that synchronizing information processing capabilities and digital SCs allows a firm to deal with unplanned events. SC disruption orientation and visibility are considered risk controllers as they allow the firms to be more proactive. An integrated model of conceptualizing the disruption orientation, visibility (higher-order) and digital SC with information processing theory makes this research novel.

The purpose of this study is to investigate the role of procurement digitalization in reducing uncertainty in the supply chain (SC) and how it relates to mitigating SC risks and improving SC resilience (SCRES).

Based on survey data collected from the procurement functions of 147 Finnish firms, this study conceptualizes data analytics, information sharing and procurement process digitalization as drivers of procurement digitalization and investigates their impact on SC risk management and SCRES by using partial least squares path modeling.

Procurement digitalization through data analytics and digital process maturity requires effective information sharing among SC partners and SC risk management to be able to improve SCRES. Procurement digitalization increases information-processing capacities and reduces uncertainty in the SC.

This study contributes to the understanding on the relationships between procurement digitalization and SCRES.

Globalisation, trade barriers, unprecedented health crises and geo-political crises have forced organisations to revisit their performance measurement systems (PMS) to better prepare their supply chain against the risk and improve performance in times of crisis. This study aims to review the supply chain operation reference (SCOR)-based PMS and propose a dynamic SCOR-based PMS for supply chain risk management (SCRM).

Due to the need for multi-stakeholder perspectives on SCOR-based PMS for the SCRM, the authors aimed to develop a theory rather than to elaborate upon or test the theory. Hence, the authors adopted an inductive theory-building approach to build research propositions. The authors also gathered 12 semi-structured interviews with knowledgeable managers from B2B international companies.

The findings of the study highlight the challenges faced by the organisations during the implementation of the SCOR-based performance indicators and the positive impacts they have on decision-making and on the continuous improvement strategy of organisations to tackle supply chain risks and improve performance. The findings suggest that the effects of these indicators are more felt during risk management and risk monitoring stages.

Like any other study, this study has some rules, and, thus, the authors caution the readers that they must interpret the findings of the research considering these limitations. The study is based on semi-structured qualitative interviews. The interviews were conducted with 12 knowledgeable managers from France; thus, the insights drawn from the study cannot be generalised to other settings. Furthermore, the samples represent something other than small and medium enterprises. In the future, the samples from small and medium firms can offer a nuanced understanding of the performance indicators for SCRM.

To the best of the authors’ knowledge, this is one of the few studies which has attempted to revisit the SCOR-based PMS in the B2B supply chain for risk management. The study’s findings help expand the SCOR-based PMS literature and offer numerous insights to the management and consultants facing challenges in SCOR implementation.