供应链弹性的研究征文
——国际运作与生产管理（IJOPM）杂志专刊征稿
特邀编辑：KirstinScholten, Mark Stevenson, Dirk Pieter van Donk
征文背景：
据估计，每年有四分之三的组织经历过供应链中断问题(BCI, 2015)，这是一种影响货物、原材料或服务等流通的事件(Craighead et al., 2007)，因此会限制一个组织将产成品交付市场的能力(Jüttner, 2005)。这种供应链发生的中断是范围广泛的。比如，部分中断源自供应链内部，有一些则是外部的；部分是人为造成的，而其他的一些则是自然灾害导致。导致中断的潜在因素包括：质量问题，监管变化，地震，假冒，金融动荡，海啸，需求波动，恐怖主义，IT问题和网络威胁以及可持续发展风险。这种中断的性能影响取决于中断的严重性和持续时间以及供应链在处理威胁方面的能力和经验。
有大量关于供应链风险管理的文献，旨在应对风险及其影响。虽然这有助于采取积极措施，但在处理中断方面却是无效的。它严重依赖于风险识别和使用统计信息，但许多风险是不可预知的或未知的，统计信息可能不存在（Fiskel等，2015）。 例如，事件可能没有发生在之前，或者可能不太频繁，从而无法获取有用数据。 因此，供应链风险管理需要得到其他管理实践的补充，需要一个既有效率又有效果的回应，以及从破坏和干扰中的恢复。
一些组织能够比其他组织更好地减少供应链中断的严重性和持续时间;有人认为这是因为它们更具弹性。供应链的弹性（SCRS）是供应链在面对干扰和干扰的情况下运行的能力，无论是否性能降低（Christopher and Peck，2004）。因此，SCRS使供应链能够有效和高效地处理中断，并且是当代供应链管理思想的核心（Melnyk等，2014）。目前的竞争环境下，SCRS可以成为重要的战略武器。例如，能够比竞争对手更容易恢复的组织可能提高其在市场上的份额。因此，Tukamuhabwa et al.（2015年第8页）界定SCRS具有如下能力：“供应链准备和/或应对干扰，及时和有成本效益的恢复，从而进入中断后运行状态的能力，理想情况下，甚至比破坏前的状态更好。”
近年来，从实践者和研究人员看，SCRS的概念受到重视。例如，世界经济论坛（2013年）的一项调查显示，超过80％的公司都关注供应链的弹性。同时，SCRSE已成为重要学术关注的话题（例如Sheffi,2005; Leat和Revoredo-Giha,2013;Pettit等,2013;Wieland和Wallenburg,2013;Brandon-Jones等,2014;2014年的日; Scholten et al.,2014; Ambulkar et al.,2015; Hohenstein et al.,2015;Scholten and Schilder,2015; Stevenson and Busby,2015; Kamalahmadi and Parast,2016;Purvis et al.,2016）。 弹性的主题现在是一个热门话题，不仅在保险，食品，汽车和电子行业，还涉及H2020项目，例如在城市弹性上。因此，在研究人员、组织、供应链、行业、政府和经济机构的议程上，实现和增加SCRS是高度受重视的。
关于SCRS的可用文献的很大一部分是概念性的（例如Ponomarov and Holcomb, 2009）。 然而，关于这一主题的几个最近的文献综述（例如Hohenstein et al.，2015;Tukamuhabwa et al.，2015;Kamalahmadi and Parast，2016）表明，对SCRS的研究已经确立了支撑弹性的供应链原则（Christopher and Peck，2004 ; Sheffi，2005）; 识别和探索弹性的形成要素（e.g.Jüttner and Maklan, 2011; Wieland and Wallenburg, 2013; Brandon-Jones et al.,2014; Scholten and Schilder, 2015）; 并研究了诸如救灾（e.g.Day, 2014; Scholten et al., 2014）和农业食品行业（Leat和Revoredo-Giha，2013）等具体情况下的SCRS。尽管有了这些贡献，但仍有很多进一步工作的余地。例如，我们很少知道：什么构成了超出顶级通用供应链战略的SCRS？构建SCRS的策略如何相互关联？如何在意外发生之前测量SCRS？或者如何将SCRS与其他供应链概念相关联，以帮助提高性能，包括供应链整合、可持续性、敏捷性、灵活性、稳健性和精益性。此外，迄今为止的大多数研究都集中在组织层面的弹性，而不是真正在供应链层面。然而，供应链脆弱性是一个网络层面的现象，需要通过研究供应链层面的弹性来解决。此外，迄今为止，文献对现有理论框架的使用非常有限，难以进一步了解SCRs。 目前最显着的理论框架是基于资源的观点（(e.g. Ponomarov and Holcomb, 2009; Blackhurst et al. 2011），系统理论（e.g. Erol et al., 2010; Blackhurst et al., 2011），应急理论（e.g. Brandon-Jones et al., 2014）和复杂的适应性系统理论（e.g. Day, 2014）。最后，考虑到SCRS的本质，将其他学科的见解带入运营管理，以更好地了解SCRs（参见vander Vegt et al., 2015）似乎是很自然的。
特刊目的：
从上述可以看出，SCRS是一个重要和重要的领域; 运营管理研究界在构建SCRS的工作中发挥重要作用。近年来对SCRs文献作出了重大贡献，但还有进一步研究的空间不仅在于开发SCRS的理论基础，而且从经验上开发该领域，从相关的策略和现象中学习并描述SCRS，并支持管理人员努力处理影响供应链的中断，无论其来自网络内部还是外部。
本专题的目的是为实际和理论上开展SCRS领域的工作提供一个论坛 因此，需要超越组织层面的重点来探索、解释、开发和测试SCRs的各个方面。
论文范围：
这个特殊问题需要的是为实证研究做铺垫的理论提交，或者理论上符合IJOPM常规标准的实证研究。 实证见解可能来源于例如调查研究、案例研究、行动研究、事件研究、访谈或实验。这些贡献在主题领域受到欢迎，其中包括但不限于以下内容：
1.塑造和概念化供应链环境中的弹性概念;
2.评估SCRS并评估SCRS对性能的影响;
3.将SCRS与其他供应链概念相关联，如可持续发展、供应链整合或供应链灵活性;
4.“深入”研究对供应链的具体破坏的影响，例如 经济危机或最近的“英国脱欧”，或构建SCRS的特定战略，包括组织间战略;
5.在不足代表性的背景下研究SCRS，包括发展中国家和中小企业在内的学习资源，以提高对SCRS、前提和影响的理解;
6.跨学科研究，例如，关于营销、组织行为、财务、知识管理、经济学等。
评审过程：
提交特刊的论文将按照评审人数、双盲审查流程等方式，对期刊进行典型、全面的审查。提交的作品将由特刊编辑处理，并向杂志总编辑提出建议。
暂定时间安排：
初次提交截止日期 2017年9月4日
第一次社论决定 2017年12月15日
重新提交 2018年3月1日
最终评选 2018年6月1日
出版 2018-2019年
特邀评审简介：
Kirstin Scholten, Universityof Groningen, 荷兰
Mark Stevenson, LancasterUniversity, 英国
Dirk Pieter van Donk, University of Groningen, 荷兰
Call For Papers: Supply Chain Resilience
Specialissue call for papers from International Journal of Operations & ProductionManagement
Guest Editors: Kirstin Scholten, Mark Stevenson, and Dirk Pieter van Donk
Background:
It isestimated that around three quarters of organisations experience a supply chaindisruption every year (BCI, 2015) – an event that impacts the flow of goods,materials, and/ or services (Craighead et al., 2007), thereby limiting theability of an organisation to bring finished goods to the market (Jüttner,2005). The disruptions felt by supply chains are wide ranging. For example,while some originate from within the supply chain, others are external; andwhile some are man-made, others are as a result of natural disasters. The listof potential causes of disruption includes quality problems, regulatorychanges, earthquakes, counterfeiting, financial turbulence, tsunamis, demandfluctuations, terrorism, IT problems and cyber threats, and sustainabilityrisks. The performance effects of such disruptions depend on the severity andduration of the disruption as well as the supply chain’s competency andexperience in dealing with threats.
Thereis a large body of literature on supply chain risk management that seeks todeal with risks and their impact. Although this helps to put proactive measuresin place, it is ineffective on its own in handling disruptions. It reliesheavily on risk identification and the use of statistical information, yet manyrisks are unpredictable or unknown and statistical information may not exist(Fiskel et al., 2015). For example, an event may not have happened before ormay be so infrequent that useful data is unavailable. Hence, supply chain riskmanagement needs to be supplemented by other management practices that enablean effective and efficient response; and the recovery of an organisation fromdisruptions and disturbances.
Someorganisations are better able to reduce the severity and duration ofdisruptions to their supply chains than others; and it is argued that this isbecause they are more resilient. Supply Chain Resilience (SCRes) is thecapability of supply chains to operate in the face of disturbances anddisruptions with or without a limited decrease in their performance(Christopher and Peck, 2004). Hence, SCRes enables supply chains to effectivelyand efficiently deal with a disruption and is at the heart of contemporarysupply chain management thinking (Melnyk et al., 2014). SCRes can be animportant strategic weapon in the current competitive environment; for example,organisations that are able to recover from a disruption quicker than thecompetition may be able to improve their share of the market. Thus, a recentreview by Tukamuhabwa et al. (2015, p.8) defined SCRes in terms of the abilityof “a supply chain to prepare for and/or respond to disruptions, to make atimely and cost effective recovery, and therefore progress to a post-disruptionstate of operations – ideally, a better state than prior to the disruption.”
Theconcept of SCRes has received significant attention in recent years frompractitioners and researchers. For example, a survey by the World EconomicForum (2013) revealed that more than 80% of companies are concerned about theresilience of their supply chains. Meanwhile, SCRes has become a topic ofsignificant academic attention (e.g. Sheffi, 2005; Leat and Revoredo-Giha,2013; Pettit et al., 2013; Wieland and Wallenburg, 2013; Brandon-Jones et al.,2014; Day, 2014; Scholten et al., 2014; Ambulkar et al., 2015; Hohenstein etal., 2015; Scholten and Schilder, 2015; Stevenson and Busby, 2015; Kamalahmadiand Parast, 2016; Purvis et al., 2016). The theme of resilience is now a hottopic, not only in the insurance, food, automotive, and electronics industriesbut also in relation to H2020 projects, e.g. on city resilience. Hence,achieving and increasing SCRes is high on the agenda of researchers,organisations, supply chains, industries, governments, and economicinstitutions.
Aconsiderable part of the available literature on SCRes is conceptual in nature(e.g. Ponomarov and Holcomb, 2009). Several recent literature reviews on thetopic (e.g. Hohenstein et al., 2015; Tukamuhabwa et al., 2015; Kamalahmadi andParast, 2016) show, however, that SCRes research has established supply chainprinciples that underpin resilience (Christopher and Peck, 2004; Sheffi, 2005);identified and explored formative elements of resilience (e.g. Jüttner andMaklan, 2011; Wieland and Wallenburg, 2013; Brandon-Jones et al., 2014;Scholten and Schilder, 2015); and studied SCRes in specific contexts, such asdisaster relief (e.g. Day, 2014; Scholten et al., 2014) and the agri-foodindustry (Leat and Revoredo-Giha, 2013). Despite these contributions, thereremains much scope for further work. For example, we know very little about:what constitutes SCRes beyond top-level generic supply chain strategies; howstrategies for building SCRes relate to one another; how SCRes can be measuredbefore the unexpected happens; or how SCRes relates to other supply chainconcepts that help to improve performance, including supply chain integration,sustainability, agility, flexibility, robustness, and lean. Further, moststudies to date have focused on resilience at the organisational level ratherthan truly at the level of the supply chain. Yet supply chain vulnerability isa network-level phenomenon that needs to be addressed through the study ofresilience at the supply chain level. Moreover, the literature has thus farmade very limited use of existing theory frames to further our understanding ofSCRes. The most notable theory frames used to date are the resource based view(e.g. Ponomarov and Holcomb, 2009; Blackhurst et al. 2011), systems theory(e.g. Erol et al., 2010; Blackhurst et al., 2011), contingency theory (e.g.Brandon-Jones et al., 2014), and complex adaptive systems theory (e.g. Day,2014). Finally, given the very nature of SCRes, it seems natural to bringinsights from other disciplines into Operations Management to better understandSCRes (see, e.g. van der Vegt et al., 2015).
Objective of the Special Issue:
Fromthe above, it follows that SCRes is an important and topical area; and that theOperations Management research community has an important role to play in workthat builds SCRes. Significant contributions have been made to the SCResliterature in recent years but there is scope for much further research thatnot only develops the theory base on SCRes but also empirically develops thefield, learns from and delineates SCRes from related strategies and phenomena,and that supports managers in their efforts to handle disruptions that affectthe supply chain, whether they originate from within or outside the network.
Theobjective of this Special Issue is to provide a forum for work that progressesthe field of SCRes practically and theoretically. Thus, a strong focus beyondthe organisational level is required to explore, explain, develop, and testaspects of SCRes.
The Scope of the Papers:
Thespecial issue seeks both theoretical submissions that serve as a stepping stonefor empirical work, and theoretically informed empirical work following thenormal standards of IJOPM. Empirical insights may be derived from, for example,survey research, case studies, action research, event studies, interviews, orexperiments. These contributions are welcomed in topic areas that include, butare not limited to, the following:
1. Shaping and conceptualising the concept ofresilience in a supply chain context;
2. Assessing SCRes and evaluating the impactof SCRes on performance;
3. Linking SCRes to other supply chainconcepts, such as sustainability, supply chain integration or supply chainflexibility;
4. ‘Deep dive’ studies into the effects ofspecific disruptions to supply chains, e.g. economic crises or the recent‘Brexit’, and/or particular strategies for building SCRes, includinginter-organisational strategies;
5. Studying SCRes in under-represented contexts,including developing countries and Small and Medium sized Enterprises (SMEs),to improve understanding of SCRes, its antecedents, and impact;
6. Cross-disciplinary research, e.g. in relationto marketing, organisational behaviour, finance, knowledge management,economics, etc.
The Review Process:
Paperssubmitted to the special issue will follow the typical, thorough review processof the journal in terms of the number of reviewers, the double-blind reviewprocess, etc. Submissions will be handled by the special issue editors, withrecommendations made to the journal’s Editor-in-Chief.
Provisional timetable:
Initialsubmission deadline 4th September, 2017
Firsteditorial decision 15thDecember, 2017
Resubmission 1st March, 2018
Finaldecision 1stJune, 2018
Publication 2018-19
Guest Editors:
KirstinScholten, University of Groningen, the Netherlands
MarkStevenson, Lancaster University, United Kingdom
DirkPieter van Donk, University of Groningen, the Netherlands