Abstract
This chapter studies the impact of accelerating digitalization on supply chain risk management. The interrelationships between digital technologies and supply chain disruption risk are analyzed using multiple case studies from various industries. The empirical analysis guided a conceptual framework based on extant theory and specific hypotheses. The chapter concludes with a discussion of research opportunities for future study. In particular, the discussion involves perspectives and future transformations that can be expected in the transition toward cyber-physical supply chains.
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Appendix Hypotheses and Corresponding Interview Questions
Appendix Hypotheses and Corresponding Interview Questions
Key element studied | Hypotheses and corresponding interview questions |
|---|---|
Disruption risks in SCM | |
Disruptions (Causes, concerns, experiences) | H1: Supplier disruptions have a higher likelihood of appearance |
What are the most important supply chain disruption risks that your company is concerned about? Which disruption risks did your company experience in the past? What are the reasons for the disruptions experienced at your company? | |
Disruption impacts (Ripple effect) | H2: Disruptions have a serious impact on a large part of the SC |
Identify/estimate impact of one type of disruption on another…e.g., supplier disruptions led to production capacity disruptions which led to …. Which processes of your supply chain (e.g., outbound logistics) are mainly affected by disruptions and what KPIs (e.g., on-time delivery) do you use to measure the deviations caused by disruptions? | |
Risk mitigation and disruption recovery | H3: Flexible SC networks are required for successful SCRM |
Please describe how a recent major supply chain disruption was managed. Is there a disruption recovery process in your company? How it looks like? Have you experienced a supply chain disruption that could have been better managed? Please describe the situation and what you would do differently next time. | |
Application of digital technologies in SCM | |
Chances of digital technologies | H4: Chances become visible through the use of digital technologies to date |
Which of the following digital technologies do you use in your company’s supply chain operations? Which digital technology (if any) best supported your managing a disruptive event, and how? | |
Challenges of digital technologies | H5: Challenges in the use of digital technologies are more likely to be associated with obstacles to implementation and data security concerns |
Which functionality in the digital technology was missing when you applied it to disruption mitigation and recovery? Has digital technology hindered you from making a better decision in case of a disruptive event? Can you describe the situation and the obstacle of digital technology? | |
Impact of digital technologies on SCRM | |
Resilience by risk mitigation | H6: Digital technologies contribute to create resilient SCs by improving risk mitigation capabilities at the pre-disruption stage |
How digital technology does/could support your risk mitigation process? Do digital technologies help to increase SC resilience at the pre-disruption stage? | |
Resilience by disruption recovery | H7: Digital technologies contribute to create resilient SCs by improving disruption recovery capabilities at the post-disruption stage |
How digital technology does/could support your disruption recovery process? Do digital technologies help to increase SC resilience at the post-disruption stage? | |
Supply chain efficiency | H8: Applying digital technologies in SCRM increases SC efficiency |
Do digital technologies help to increase SC efficiency? | |
Ripple effect control | H9: Digital technologies contribute to ripple effect control in SCRM |
Via additional questions by telephone | |
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Das, A., Gottlieb, S., Ivanov, D. (2019). Managing Disruptions and the Ripple Effect in Digital Supply Chains: Empirical Case Studies. In: Ivanov, D., Dolgui, A., Sokolov, B. (eds) Handbook of Ripple Effects in the Supply Chain. International Series in Operations Research & Management Science, vol 276. Springer, Cham. https://doi.org/10.1007/978-3-030-14302-2_13
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