Viable supply chain model: integrating agility, resilience and sustainability perspectives—lessons from and thinking beyond the COVID-19 pandemic

Viability is the ability of a supply chain (SC) to maintain itself and survive in a changing environment through a redesign of structures and replanning of performance with long-term impacts. In this paper, we theorize a new notion—the viable supply chain (VSC). In our approach, viability is conside...

Full description

Saved in:
Bibliographic Details
Published in:Annals of operations research Vol. 319; no. 1; pp. 1411 - 1431
Main Author: Ivanov, Dmitry
Format: Journal Article
Language:English
Published: New York, NY Springer US 01.12.2022
Springer
Springer Nature B.V
Subjects:
Adaptive control
Agility
Allocations
Business and Management
Changing environments
Combinatorics
Coronaviruses
COVID-19
Decision making
Dynamic systems theory
Lean
Logistics
Methods
Operations research
Operations Research/Decision Theory
Pandemic
Pandemics
Recovery
Redesign
Resilience
S.I. : Design and Management of Humanitarian Supply Chains
Supply chain
Supply chains
Sustainability
Sustainable development
System theory
Theory of Computation
Viability
Viable supply chain
Germany
Supply chain
COVID-19
Lean
Sustainability
Agility
Pandemic
Viability
Recovery
Viable supply chain
Resilience
ISSN:1572-9338, 0254-5330, 1572-9338
Online Access:Get full text
Tags: Add Tag
No Tags, Be the first to tag this record!
Description
Summary:Viability is the ability of a supply chain (SC) to maintain itself and survive in a changing environment through a redesign of structures and replanning of performance with long-term impacts. In this paper, we theorize a new notion—the viable supply chain (VSC). In our approach, viability is considered as an underlying SC property spanning three perspectives, i.e., agility, resilience, and sustainability. The principal ideas of the VSC model are adaptable structural SC designs for supply–demand allocations and, most importantly, establishment and control of adaptive mechanisms for transitions between the structural designs. Further, we demonstrate how the VSC components can be categorized across organizational, informational, process-functional, technological, and financial structures. Moreover, our study offers a VSC framework within an SC ecosystem. We discuss the relations between resilience and viability. Through the lens and guidance of dynamic systems theory, we illustrate the VSC model at the technical level. The VSC model can be of value for decision-makers to design SCs that can react adaptively to both positive changes (i.e., the agility angle) and be able to absorb negative disturbances, recover and survive during short-term disruptions and long-term, global shocks with societal and economical transformations (i.e., the resilience and sustainability angles). The VSC model can help firms in guiding their decisions on recovery and re-building of their SCs after global, long-term crises such as the COVID-19 pandemic. We emphasize that resilience is the central perspective in the VSC guaranteeing viability of the SCs of the future. Emerging directions in VSC research are discussed.
Bibliography:ObjectType-Article-1
SourceType-Scholarly Journals-1
ObjectType-Feature-2
content type line 14
content type line 23
ISSN:1572-9338
0254-5330
1572-9338
DOI:10.1007/s10479-020-03640-6