Resilience as a part of international supply chain management strategy : insights of resilient strategies
Pitkänen, Jyri (2021-09-16)
J. Pitkänen
16.09.2021
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Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi:oulu-202109179013
https://urn.fi/URN:NBN:fi:oulu-202109179013
Tiivistelmä
This thesis deals with improving resilience in international supply chain management. The study examines the structures and dynamics of the supply chain, as well as the potential threats that may affect the supply chains. During the study, the following events took place: Covid-19 pandemic, the blockage of the Suez Canal, and recent delivery difficulties due to political influences such as Brexit, which is why these particular events have been taken into consideration in this study.
In the time of improving internationalization, supply chains have become increasingly complex to manage. Supply chain structures have changed towards network-like features. One company can be part of several supply chains and as a result, the structures of the supply chain network are very complex.
In their strategy work, supply chain management faces many uncertainties, which are affected by the possibility of various disruptions. Disruptions in the organization of the supply chain can affect the entire supply chain network. Disruptions can be longer-term external changes, such as increased political regulation, changes in regional stability, or a pandemic. More shorter-term disruptors can be, for example, changed weather conditions, a fire or a terrorist attack. The effects of disruptions on supply chains can lead to, for example, production issues, weakened cooperation, overstocking, inefficient use of capital, and even endanger business continuity.
Some risks can be prepared for, but when the work of others within the supply chain are disrupted, it is only possible to adapt to the prevailing situation in order to minimize the negative effects. Increasing resilience requires both proactive and reactive strategy work. Resilience aims to make operations more flexible so that supply chains can respond to changing situations.
The study consists of material compiled in a survey, as well as previous literature and articles. The key findings of the study are that improving market predictability, transparency in the operations of supply chain organizations, and strong collaborations have a positive impact on resilience in the supply chains.
In the time of improving internationalization, supply chains have become increasingly complex to manage. Supply chain structures have changed towards network-like features. One company can be part of several supply chains and as a result, the structures of the supply chain network are very complex.
In their strategy work, supply chain management faces many uncertainties, which are affected by the possibility of various disruptions. Disruptions in the organization of the supply chain can affect the entire supply chain network. Disruptions can be longer-term external changes, such as increased political regulation, changes in regional stability, or a pandemic. More shorter-term disruptors can be, for example, changed weather conditions, a fire or a terrorist attack. The effects of disruptions on supply chains can lead to, for example, production issues, weakened cooperation, overstocking, inefficient use of capital, and even endanger business continuity.
Some risks can be prepared for, but when the work of others within the supply chain are disrupted, it is only possible to adapt to the prevailing situation in order to minimize the negative effects. Increasing resilience requires both proactive and reactive strategy work. Resilience aims to make operations more flexible so that supply chains can respond to changing situations.
The study consists of material compiled in a survey, as well as previous literature and articles. The key findings of the study are that improving market predictability, transparency in the operations of supply chain organizations, and strong collaborations have a positive impact on resilience in the supply chains.
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