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The purpose of this paper is to investigate the inter-relationship among dominant supply chain capabilities of collaboration, flexibility, velocity and visibility and how the same influence supply chain resilience (SCRES) and supply chain performance. Further, the aim is to explore the relationship between integrated logistics capabilities and supply chain capabilities.

The proposed hypotheses were tested with survey data collected from 339 supply chain professionals. The collected data were then analyzed with confirmatory factor analysis, and the proposed relationships were tested with structural equation modeling.

Integrated logistics capabilities were found to positively influence supply chain collaboration and supply chain visibility. There is a positive influence of each of collaboration, flexibility, visibility and velocity on SCRES. Further, each of these supply chain capabilities positively influences each other to a greater extent. Further, SCRES was found to have a positive influence on supply chain performance.

Like many other cross sectional studies, this study also suffers from data collected from single respondent per firm.

The study is significant and holds immense importance for managers and supply chain practitioners because it has suggested them to focus on core supply chain capabilities, for example, collaboration, flexibility, visibility and visibility for developing SCRES. Along with this, it undersigned the growing importance and empirical influence of integrated logistics capabilities in developing these supply chain capabilities and also the positive influence of resilience on supply chain performance.

This study investigates the impact of supplier visibility on the adoption of sustainable practices and supply chain performance. The paper applies contingent Resource-Based View to explain how information sharing with customers and suppliers and supply chain traceability has influenced visibility; visibility has impacted supply chain velocity sustainable practices, and finally, supply chain performance.

This research analyses 263 survey responses from UK retail (grocery) stores' executives and managers for perishable food during the COVID-19 pandemic.

The research results indicate that both supply chain traceability and information sharing (customers) positively influence visibility. Further, visibility positively influences the adoption of sustainable practices and velocity, positively impacting supply chain performance. However, information sharing with the customer has no significant influence on performance, and information sharing with the supplier has no significant relationship with visibility.

This research is the first attempt that explores the contingent Resource-Based View for the perishable food supply chain. Further, the empirical evidence provides meaningful insights for academics and industry by filling a crucial lacuna in the literature.

This paper aims to explore how collaboration influences supply chain resilience. Collaborative activities and their underlying mechanisms in relation to visibility, velocity and flexibility are investigated.

An exploratory case study consisting of eight buyer–supplier relationships in the food processing industry was conducted.

Key findings show how specific collaborative activities (information-sharing, collaborative communication, mutually created knowledge and joint relationship efforts) increase supply chain resilience via increased visibility, velocity and flexibility. Underlying mechanisms and interdependencies of these factors within the supply chain network are identified.

This is one of the first papers to provide in-depth insights into collaboration as a formative element of resilience in a supply chain setting. A series of propositions explain the specific influence of collaborative activities on supply chain resilience beyond a single company perspective.

Increasingly, studies are reporting supply chain analytical capabilities as a key enabler of supply chain agility (SCAG) and supply chain performance (SCP). This study investigates the impact of environmental dynamism and competitive pressures in a supply chain analytics setting, and how intangible supply chain analytical capabilities (ISCAC) moderate the relationship between big data characteristics (BDC's) and SCAG in support of enhanced SCP.

The study draws on the literature on big data, supply chain analytical capabilities, and dynamic capability theory to empirically develop and test a supply chain analytical capabilities model in support of SCAG and SCP. ISCAC was the moderated construct and was tested using two sub-dimensions, supply chain organisational learning and supply chain data driven culture.

The results show that whilst environmental dynamism has a significant relationship on the three key BDC's, only the volume and velocity dimensions are significant in relation to competitive pressures. Furthermore, only the velocity element of BDC's has a significant positive impact on SCAG. In terms of moderation, the supply chain organisational learning dimension of ISCAC was shown to only moderate the velocity aspect of BDC's on SCAG, whereas for the supply chain data driven culture dimension of ISCAC, only the variety aspect was shown to moderate of BDC on SCAG. SCAG had a significant impact on SCP.

This study adds to the existing knowledge in the supply chain analytical capabilities domain by presenting a nuanced moderation model that includes external factors (environmental dynamism and competitive pressures), their relationships with BDC's and how ISCAC (namely, supply chain organisational learning and supply chain data driven culture) moderates and strengthens aspects of BDC's in support of SCAG and enhanced SCP.

Experiencing more frequent, system-wide disruptions, such as pandemics and geopolitical conflicts, supply chains can be largely destabilized by a lack of materials, services or components. Supply chain resilience (SCRES) constitutes the network ability to recover after and survive during such unexpected events. To enhance the understanding of SCRES as a system-wide quality, this study tests a comprehensive SCRES model with data from multiple industries.

The study proposes a theoretical framework conceptualizing SCRES as system quality, extending the classical proactive/reactive taxonomy by multiple system states consisting of the supply system properties, behaviors and responses to disruptions. Underlying hypotheses were tested using an online survey. The sample consists of 219 responses from German industries. Maximum likelihood structural equation modeling (ML-SEM) and moderation analysis were used for analyzing the survey data. The study was particularly designed to elaborate on supply chain theory.

Two pathways of parallel SCRES building were identified: proactive preparedness via anticipation and reactive responsiveness via agility. Both system responses are primarily built simultaneously rather than successively. The present study further provides empirical evidence on the central role of visibility and velocity in achieving comprehensive SCRES, while flexibility only exerts short-term support after a disruption. The study additionally points to potential “spillover effects” such as the vital role of proactive SCRES in achieving reactive responsiveness.

The present study confirms and expands existing theories on SCRES. While stressing the multidimensionality of SCRES, it theorizes the (inter-)temporal evolution of a system and offers practical guidelines for SCRES building in various industrial contexts. It thus supports the transformation toward more resilient and viable supply chains, contributing to the increasing efforts of middle-range theory building to achieve an overarching theory. The study also points to potential future research avenues.

The objective of this paper is to conceptualise supply chain resilience (SCRES) and to identify and explore empirically its relationship with the related concepts of supply chain vulnerability (SCV) and supply chain risk management (SCRM).

From a review of the literature the conceptual domain of SCRES is defined and the proposed relationships with SCRM and SCV are derived. Data from a longitudinal case study with three supply chains are presented to explore the relationship between the concepts in the context of the global financial crisis.

The empirical data provide support for a positive impact of supply chain risk (SCR) effect and knowledge management on SCRES and from SCRES on SCV. SCR effect and knowledge management seem to enhance the SCRES by improving the flexibility, visibility, velocity and collaboration capabilities of the supply chain. Thereby, they decrease the SCV in a disruptive risk event. The positive effects manifest themselves in upstream supplier networks of supply chains as well as in distribution channels to the customers.

The recession caused by the financial crisis has illustrated the importance of SCRES in today's interdependent global economy vividly. However, the concept is still in its infancy and has not received the same attention as its counterparts SCRM and SCV. The study confirms the benefit of resilient supply chains and outlines future research needs.

The paper identifies which supply chain capabilities can support the containment of disruptions and how these capabilities can be supported by effective SCRM.

To date, there has been no empirical study which has investigated supply chain resilience in a disruptive global event.

This study aims to explore the relationships among the five components of supply chain (SC) resilience (SCRES): visibility, velocity, flexibility, robustness and collaboration and their impacts on the SC performance under disruption (SCPUD).

Five SCRES components are identified from the literature review and data are collected using an web survey from 113 manufacturing companies in Taiwan. The data are analyzed by structured equation modeling with the partial least square solution. Two-stage least-squares (2SLS) regression was used to test the potential endogeneity of SC collaboration (SCC).

The results reveal that SCC is an exogenous driver of SCRES; it directly affects visibility, velocity, flexibility, robustness and SCPUD. Furthermore, SC flexibility is the only component of SC agility that directly affects SCPUD; it is influenced directly by SC velocity and indirectly by SC visibility through SC velocity. SC visibility is a vital agility component that positively influences SC velocity and SC robustness.

The data in this study are cross-sectional and the sample size of 113 is relatively small. The relationship between SC robustness and SCPUD needs a longer observation period to reveal. The logistic issue in the shortage of carriers caused by the pandemic has been overlooked.

A firm should enhance its collaboration and flexibility in the SC as they both are the critical antecedents of SC performance (SCP) during the disruption period.

This study integrates visibility, velocity, flexibility, robustness and collaboration into a complete framework of SCRES. The dependent variable, SCPUD, measures SC performance (SCP) under the disruption caused by the COVID-19 pandemic. It is the first study to investigate the associations of the six constructs in a research model.

The article presents an evaluation of the supply chain agility of the Indonesian humanitarian organization Aksi Cepat Tanggap (ACT). It discusses the flexibility, responsiveness and effectiveness of ACT's supply chain.

The supply chain agility metrics were assessed based on interviews with representatives from ACT and the National Agency for Disaster Management (Badan Nasional Penanggulangan Bencana [BNPB]). Recommendations were made based on the assessment results.

The findings of this study indicated that ACT's supply chain agility maturity was at level 2 or repeatable. This meant that ACT's humanitarian supply chain (HSC) had demonstrated agility only on limited occasions. ACT's supply chain agility can be improved by enhancing the flexibility component.

The study shows how to assess the supply chain agility of a humanitarian organization and identify the components/capabilities of agility that need improvement. The same assessment can be conducted by other humanitarian organizations to enhance their supply chain agility to improve their emergency response in the event of a disaster.

The study provides insights into the supply chain agility of a locally based humanitarian organization in an emerging country, which is rarely discussed in the literature.

To be successful in the rapidly changing global business environment, supply chains (SCs) must be agile, adaptable and aligned (Lee, 2004), a practice known as Triple-A. Therefore, the purpose of this paper is to investigate the dimensions of Triple-A SCs and their concurrent impact on all three Triple-A components.

The relationship among these factors is analyzed through Smart PLS-structured equation modeling (PLS-SEM) for which data have been collected from 243 SC professionals working in manufacturing organizations.

The findings of this study reveal that the relationship between visibility and adaptability are directly significant but that the negative relationship between velocity and alignment is insignificant; however, indirectly these relationships have a positive impact using the mediating effect of agility over visibility and adaptability, velocity and alignment. However, the relationship of flexibility over SC Triple-A is positively significant, visibility over agility and alignment is positively significant and velocity over agility and adaptability is also positively significant, and each impact agility over adaptability and adaptability over alignment which is significant.

There is a shortage of empirical studies to date that empirically provide evidence of possible relationships among Triple-A and its key dimensions when attempting to obtain Triple-A. This is the first authenticated Triple-A SC conceptual framework that provides direction to better understand the dimension and significance of Triple-A.

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.