TY  - CONF
TI  - Supply Chain Risk, Disruption and Resilience; Comparison by Size and Industry Types 
C1  - Lille, France
C3  - Proceedings of the 31st Annual Conference of the International Group for Lean Construction (IGLC31)
SP  - 1721
EP  - 1734
PY  - 2023
DO  - 10.24928/2023/0210
AU  - Safari, Arsalan
AU  - Ismail, Vanesa B. Al
AU  - Parast, Mahour M.
AU  - Golgeci, Ismail
AU  - Pokharel, Shaligram
AD  - Associate Professor, Center for Entrepreneurship & Organizational Excellence, College of Business &  Economics, Qatar University, Doha, Qatar, asafari@qu.edu.qa, orcid.org/0000-0002-9324-3321 
AD  - Senior Researcher, College of Business & Economics, Qatar University, Doha, Qatar, vanesa.b@qu.edu.qa,  orcid.org/0000-0003-4067-3886 
AD  - Eminent Scholar, Arizona State University: Tempe, AZ, US, mahour.parast@asu.edu, orcid.org/0000-0001- 6589-1076
AD  - Associate Professor, Aarhus University: Aarhus C, DK, i.golgeci@uea.ac.uk, orcid.org/0000-0002-6853-3255
AD  - Professor, College of Engineering, Qatar University, Doha, Qatar, shaligram@qu.edu.qa, orcid.org/0000-0002- 7709-7803  
AB  - This study categorizes the types of the supply chain (SC) risk events and disruption and characterizes the plans for SC resilience by firm size and by industry in a holistic framework. We applied systematic literature review and analysis of high quality peer-reviewed journal articles published since January 2000. We collected these articles through three main global scientific databases using relevant keywords. The study maps the sources and antecedents of SC risks and disruption in a comprehensive framework for the six SC risk categories of demand, supply, organization, operations, environment, and network/control. Our findings suggest that the SC resilience plans developed by small and medium-sized enterprises (SMEs) are not necessarily the same as those of large enterprises. While collaboration and networking, and risk management are the most crucial resilience capabilities for all firms, applying lean and quality management principles and utilizing information technology are more crucial for SMEs. For large firms, knowledge management and contingency planning are more important. The resilience plans also vary by industry type as well. Based on our analysis, the authors identify theoretical inconsistencies and knowledge gaps in the literature on SC risks and SC resilience, leading to suggested directions for research in this field.
KW  - Supply Chain Disruption Risk
KW  - Supply Chain Resilience
KW  - Contingency Theory
KW  - Size
KW  - Industry
PB  - 
T2  - Proceedings of the 31st Annual Conference of the International Group for Lean Construction (IGLC31)
DA  - 2023/06/26
CY  - Lille, France
L1  - http://iglc.net/Papers/Details/2143/pdf
L2  - http://iglc.net/Papers/Details/2143
N1  - Export Date: 03 April 2025
DB  - IGLC.net
DP  - IGLC
LA  - English
ER  -