Enhancing Global Supply Chain Resilience: Bridging Gaps and Exploring Leadership Dynamics

Introduction:

Globally, the supply chain system faces complicated moments not only because of geopolitical tensions but also because of pandemics like COVID-19. Even though the existing research on supply chain resilience is extensive, some gaps remain, pinpointing preventive resilience, long-term sustainability, the impact of leadership, and geopolitical pressure and pandemics. This study investigates strategies for enhancing global supply chain resilience in response to disruptions, explicitly focusing on proactive measures, long-term sustainability, leadership dynamics, and the comprehensive impact of crises beyond pandemics.

Literature review:

To begin with, de Araújo et al. (2020, p. 23) provide a broad framework of supply chain risk-management methodology divided into various dimensions, including durability, financial and environmental. Another part of the paper presents the areas the existing research does not cover and offers ideas for future research. Pournader et al. (2020, p. 871) conducted a detailed review of the supply chain risk-management practices that help detect, assess, and identify gradually emerging risks. It enables people to recognize the principle of not arguing about global links but instead productive output.

Accordingly, Zhu et al. (2022, p. 181) illustrate that supply chain resilience is a fundamental concept in this management area and displays its role in facing different disruptions. The essay describes a theoretical model for resilience and its impact on supply chain effectiveness. Research by Xu et al. (2020), about 35, defines strategies for constructing resilient supply chains that start with risk management, redundancy, and flexibility. It emphasizes the role of preventive measures as an instrumental tool for a stress-free process. And the supply chain becomes more resilient.

Shishodia et al. (2023, p. 890) identify four scenes of a risk management model for a resilient supply chain, including risk management, flexibility, and agility. The paper would craft a platform for resilience in the supply chain. Human factors contribute significantly to the cause of logistics managers to deal with risk in the supply chain. In this respect, their decision-making and the strategy of disruption prevention in which they are involved are subjected to this study (Khan et al. 2021, p. 89). While the study provides some revelation on the practical challenges encountered daily by supply chain practitioners, other in-depth analysis is required to produce the much-needed solutions and effective mitigation measures.

Katsaliaki et al. (2022, p. 105) view vulnerability and resilience as essential factors in logistics and highlight the role of proactive risk management strategies. The article considers the consequences of these disruptions on supply chain performance and proposes suggestions to deflect future challenges by creating resiliency within the supply chain. Recent studies by Shashi et al. (2020) and Shishodia et al. (2023) contribute to understanding supply chain resilience. Shashi et al. (2020) focus on managing supply chain resilience to align with business and environmental strategies, while Shishodia et al. (2023) provide a comprehensive review, conceptual framework, and future research directions in the field of supply chain resilience.

Although initially denying the existence of evidence, researchers eventually released a study by (Sawyerr and Harrison 2020, p. 67), which puts forward a review of methods and points out the gaps in current research. Through this discussion, the issue of interdisciplinary methodologies and empirical studies being essential in the progress of the field is brought forward. Supply chain resiliency is another topic that Talwar and team tackle (Talwar et al. 2021, p. 26; Dutta et al., 2020, 67), where they further consider supply chains’ ability to endure unforeseen events as one of the strengths. The paper suggests creating hardy supply chains by multiplying capacity, flexibility, and cooperation.

Celebrating the symbiosis between supply chain management and several business disciplines, Khan et al. (2021, p. 348) emphasized coordinating and fostering teamwork. The paper outlines the fundamentals of styles for a supply chain dynamic and its implications on organizational performance. The works of Scholten et al. (2020, p. 77), Lohmer (2020, p. 103), and Namdar et al. (2021, p. 91) contribute diverse perspectives to this study. They contribute to our understanding of how organizations can effectively manage and adapt to disruptions in supply chains. Whether coping with unpredictability, analyzing resilience strategies in blockchain-coordinated supply chains, or designing resilient supply chain networks inspired by business continuity principles, these studies shed light on strategies and frameworks to enhance supply chain resilience in dynamic environments.

Research Question(s):

1. How can organizations be developed to build proactive resilience strategies to protect the supply chains against problems causally related to risk management, redundancy, and flexibility?
2. After the emergence of the crisis, what are the essential elements of the long-term sustainability of supply chain models, and how can companies optimize them to improve resilience and adaptation?
3. How do management decisions concern the invention and application of supply chain resilience schemes, especially when impositions from pandemics have been a focus? How are the leadership and approaches best suited for generating resilience in supply chain management?
4. As a result of global pandemics and geopolitical events, what is the extensive effect of these crises on global supply chains, and in what proactive ways can organizations prepare for, cope with, and overcome this kind of disruption?

5. Methodology: This research will employ a mixed-method approach. Qualitative analysis will involve case studies and interviews with industry experts to understand current practices and challenges in building supply chain resilience. Quantitative analysis will utilize surveys to gather data on the sustainability and adaptability of post-crisis supply chain models. Leadership influence will be examined through qualitative interviews and quantitative assessments of decision-making processes. Limitations include potential biases in self-reported data and the generalizability of case study findings.
6. The intended outcomes of this research include:

1.  Sharing knowledge about preventive steps aimed at integrating supply chains into resilient systems.
2. Supply chain models will be qualitatively assessed after the crisis by analyzing factors that might affect viability.
3. To know leadership roles in overcoming crises such as pandemics and constructing an effective supply chain that will endure emergencies.
4. They offer practical recommendations for organizations to enhance their supply chain resilience strategies.

Bibliography

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Dutta, P., Choi, T.M., Somani, S. and Butala, R., 2020. Blockchain technology in supply chain operations: Applications, challenges and research opportunities. Transportation research part e: Logistics and transportation review, 142, p.102067.

Katsaliaki, K., Galetsi, P. and Kumar, S., 2022. Supply chain disruptions and resilience: A central review and future research agenda. Annals of Operations Research, pp.1-38.

Khan, S.A.R., Yu, Z., Golpira, H., Sharif, A. and Mardani, A., 2021. A state-of-the-art review and meta-analysis on sustainable supply chain management: Future research directions. Journal of Cleaner Production, 278, p.123357.

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Namdar, J., Torabi, S.A., Sahebjamnia, N. and Nilkanth Pradhan, N., 2021. Business continuity-inspired resilient supply chain network design. International Journal of Production Research, 59(5), pp.1331-1367.

Pournader, M., Kach, A. and Talluri, S., 2020. A review of the existing and emerging topics in the supply chain risk management literature. Decision Sciences, 51(4), pp.867-919.

Sawyerr, E. and Harrison, C., 2020. Developing resilient supply chains: lessons from high-reliability organizations. Supply Chain Management: An International Journal, 25(1), pp.77-100.

Scholten, K., Stevenson, M. and van Donk, D.P., 2020. Dealing with the unpredictable: supply chain resilience. International Journal of Operations & Production Management, 40(1), pp.1-10.

Shashi, Centobelli, P., Cerchione, R. and Ertz, M., 2020. Managing supply chain resilience to pursue business and environmental strategies. Business strategy and the environment, 29(3), pp.1215-1246.

Shishodia, A., Sharma, R., Rajesh, R. and Munim, Z.H., 2023. Supply chain resilience: A review, conceptual framework and future research. The International Journal of Logistics Management, 34(4), pp.879-908.

Shishodia, A., Sharma, R., Rajesh, R. and Munim, Z.H., 2023. Supply chain resilience: A review, conceptual framework and future research. The International Journal of Logistics Management, 34(4), pp.879-908.

Talwar, S., Kaur, P., Fosso Wamba, S. and Dhir, A., 2021. Big Data in operations and supply chain management: a systematic literature review and future research agenda. International Journal of Production Research, 59(11), pp.3509-3534.

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