Purpose: The purpose of this thesis is to investigate the influence of the distance from the disruption trigger to the focal company on the performance and the operational resilience of the same inside the supply chain (SC). Design/Methodology/Approach: We started from a database built through secondary public sources on companies affected by major SC disruptions. Two original research frameworks have been defined. We encoded the data to assess a new metric for characterizing the disruption event, i.e. the “SC distance” between the position of the trigger event and the point of impact on performance. We tested three primary and two subordinated hypotheses connected to the two proposed research frameworks with a linear regression method. Main Findings: Results demonstrate a negative correlation between the SC distance and the performance variation of the focal company after a SC disruption. No significant correlation exists between the SC distance and the resilience strategy of the focal company. These results can be interpreted pointing at two important phenomena. First, in current SC configurations and management practices, the ripple effect triggered by a supply disruption tends to outweigh the contribution of mitigation actions granted by the actors along the SC. Second, the response approach of the focal company is too bureaucratic and case-insensitive. Research Limitations/Implications: The database, built from secondary data, might suffer of missing or overemphasized data. Moreover, only the performance and the resilience capabilities the focal company are considered. Future research may enrich the database with data collected from primary sources and cover information on the other companies involved in the SC, enhancing a network perspective. Practical Implications: Companies should reinforce the visibility on the SC and enhance the collaboration among SC actors to strengthen the entire SC performance. This will lead to a stronger proactive supply chain risk management attitude. Moreover, focal companies, revising their current business continuity plans must check the real level of effectiveness in the utilization of available resilience capabilities.
Scopo: Lo scopo della tesi è: analizzare l’influenza della distanza tra il punto di trigger di una disruption e la focal company rispetto alle sue performance ed alla sua resilienza operativa all’interno della supply chain (SC). Design/Metodologia/Approccio: Partendo da un database costruito attraverso fonti pubbliche secondarie disponibili di società colpite da rilevanti SC disruption . Abbiamo definito due framework di ricerca originali. Abbiamo codificato i dati per valutare una nuova metrica caratterizzante l’evento di disruption, la “SC distance” tra l’evento d’innesco ed il punto di impatto sulla performance. Abbiamo verificato la validità di tre ipotesi primarie e due subordinate, relative ai due framework proposti con il metodo della regressione lineare. Risultati principali: I risultati mostrano correlazione negativa tra la SC distance e la variazione di performance della focal company dopo una disruption. Non esiste correlazione significativa tra la distance e l’approccio resiliente della focal company. I risultati possono essere interpretati, considerando due fenomeni importanti. In primo luogo, con le attuali configurazioni di SC e pratiche manageriali, il ripple effect causato da una disruption tende a superare il contributo delle contromisure apportate dagli attori della SC. In secondo luogo la risposta della focal company è troppo burocratica e case insensitive. Implicazioni/Limitazioni dello Studio: Il database, costruito su dati secondari, può soffrire di mancanza o sovrastima dei dati. Inoltre, sono state considerate le performance e la resilienza sola della focal company. Studi futuri possono arricchire il database con dati da fonti primarie e raccogliere informazioni sulle altre società della SC, favorendo una visione di network. Implicazioni Pratiche: Le società devono rinforzare la visibilità sulla SC e migliorare la collaborazione tra gli attori della stessa per rinforzarne la performance. Questo porterà a un più forte atteggiamento proattivo verso una disruption nella SC. Inoltre le focal companies, rivedendo il loro business continuity plan dovrebbero verificare il reale livello di efficacia nell’utilizzo delle loro capacità di resilienza.
Supply chain resilience under disruption : investigating the influence of trigger positioning on performance variation
CERABOLINI, ETTORE CARLO ANDREA
2015/2016
Abstract
Purpose: The purpose of this thesis is to investigate the influence of the distance from the disruption trigger to the focal company on the performance and the operational resilience of the same inside the supply chain (SC). Design/Methodology/Approach: We started from a database built through secondary public sources on companies affected by major SC disruptions. Two original research frameworks have been defined. We encoded the data to assess a new metric for characterizing the disruption event, i.e. the “SC distance” between the position of the trigger event and the point of impact on performance. We tested three primary and two subordinated hypotheses connected to the two proposed research frameworks with a linear regression method. Main Findings: Results demonstrate a negative correlation between the SC distance and the performance variation of the focal company after a SC disruption. No significant correlation exists between the SC distance and the resilience strategy of the focal company. These results can be interpreted pointing at two important phenomena. First, in current SC configurations and management practices, the ripple effect triggered by a supply disruption tends to outweigh the contribution of mitigation actions granted by the actors along the SC. Second, the response approach of the focal company is too bureaucratic and case-insensitive. Research Limitations/Implications: The database, built from secondary data, might suffer of missing or overemphasized data. Moreover, only the performance and the resilience capabilities the focal company are considered. Future research may enrich the database with data collected from primary sources and cover information on the other companies involved in the SC, enhancing a network perspective. Practical Implications: Companies should reinforce the visibility on the SC and enhance the collaboration among SC actors to strengthen the entire SC performance. This will lead to a stronger proactive supply chain risk management attitude. Moreover, focal companies, revising their current business continuity plans must check the real level of effectiveness in the utilization of available resilience capabilities.| File | Dimensione | Formato | |
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2017_4_Cerabolini.pdf
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https://hdl.handle.net/10589/133739