Purpose

This study aims to investigate supply network (SN) resilience capabilities across the organizational, supply chain (SC) and industry levels by drawing on the complex adaptive systems (CASs) theory and the social–ecological perspective of resilience. An empirically grounded framework operationalizes the concept of social–ecological resilience by expounding resilience capabilities across phases of the CAS adaptive cycle.

Design/methodology/approach

This research uses a qualitative multiple case study approach. It draws on the case of the Australian Defence Manufacturing SN (ADM SN) during COVID-19 disruptions. A total of 28 interviews with senior decision makers from 17 companies, complemented by 5 interviews with the Australian Defence SC organizations and secondary data analysis, support the findings.

Findings

Individual organizations’ SC visibility and flexibility enabled by effective risk management and collaboration enhance the ability of the SN to anticipate and prepare for disruption. At the same time, the strength of SC relationships reduces resilience. SN disruption response velocity is enabled by inventory redundancy, process flexibility at the organizational level and visibility and collaboration at the SC level. Institutional support at the national industry level, development of value-adding capabilities and manufacturing process flexibility at the organizational level enhances the SN’s ability to re-organize. The transition from hierarchical to decentralized collaborative governance enhances SN resilience.

Practical implications

From a practitioner’s perspective, the findings highlight the need to embrace a broader view of SC beyond immediate tiers. Decision-makers in multinational companies must recognize the long-term impact of their procurement decisions on the supplier ecosystem. Developing local supplier capabilities rather than relying on established global SCs will pay off with future resilience. It, however, demands substantial investment and radical changes across all SC tiers. The lesson for smaller firms is not to over-rely on the existing relationships with supply partners. Although trust-based relationships and collaboration are essential, over-commitment can be counterproductive during global disruptions. With a lack of visibility and control over the SC, operational flexibility is critical for small firms to adapt to shifts in supply and demand.

Originality/value

To the best of the authors’ knowledge, this empirical research is one of the first attempts to operationalize the social–ecological perspective of SN resilience. Evidence-based theoretical propositions contribute to the emerging conversation about the CAS nature of resilience by demonstrating the multi-level effects of resilience capabilities.

中文翻译：

---

供应网络弹性能力：社会生态视角

目的

本研究旨在利用复杂适应系统（CAS）理论和弹性的社会生态视角，调查组织、供应链（SC）和行业层面的供应网络（SN）弹性能力。一个以经验为基础的框架通过阐述 CAS 适应周期各个阶段的复原力能力，将社会生态复原力的概念付诸实践。

设计/方法论/途径

本研究采用定性多案例研究方法。它借鉴了澳大利亚国防制造 SN (ADM SN) 在 COVID-19 中断期间的案例。总共对 17 家公司的高级决策者进行了 28 次采访，并辅​​以对澳大利亚国防 SC 组织的 5 次采访和二手数据分析，支持了这一发现。

发现

通过有效的风险管理和协作，各个组织的 SC 可见性和灵活性增强了 SN 预测和准备应对中断的能力。与此同时，SC 关系的强度降低了弹性。SN 中断响应速度是通过库存冗余、组织级别的流程灵活性以及 SC 级别的可见性和协作来实现的。国家产业层面的制度支持、组织层面的增值能力发展和制造流程灵活性增强了SN的重组能力。从分层治理到去中心化协作治理的转变增强了 SN 的弹性。

实际影响

从从业者的角度来看，研究结果强调需要接受超越直接层级的更广泛的供应链观点。跨国公司的决策者必须认识到其采购决策对供应商生态系统的长期影响。发展本地供应商能力而不是依赖现有的全球供应链将获得未来弹性的回报。然而，它需要在所有 SC 层进行大量投资和彻底变革。小公司的教训是不要过度依赖与供应合作伙伴的现有关系。尽管基于信任的关系和协作至关重要，但在全球动荡期间，过度承诺可能会适得其反。由于缺乏对供应链的可见性和控制，运营灵活性对于小企业适应供需变化至关重要。

原创性/价值

据作者所知，这项实证研究是将 SN 复原力的社会生态视角付诸实践的首次尝试之一。基于证据的理论命题通过展示弹性能力的多层次效应，有助于关于弹性的 CAS 性质的新兴对话。