Supply disruption risk mitigation : a case study of automotive company

• Autorzy: Kasim Eley Suzana , Daud Dalila , Said Jamaliah , Md Zin Norlaila , Kusrini Elisa

Identyfikatory

DOI

10.17512/pjms.2020.22.1.16

Warianty tytułu

PL

Ograniczanie ryzyka zakłóceń dostaw : studium przypadku firmy motoryzacyjnej

• Języki publikacji: EN

Abstrakty

EN

Disruption in material supply poses a potential threat to production plans and has significant financial and non-financial implications. Studies that examine the use of logistics processes at firm-specific level in mitigating supply disruption risk particularly in the automotive industry, and remain limited. Hence, this study aims to provide additional insights on how logistics processes, both internal and external, contribute towards mitigating material supply disruption risks. A qualitative in-depth single case study method was conducted in a selected automotive manufacturing company with data collected using multiple sources of evidence. Findings revealed that while the internal logistics processes are facilitated with logistics intermediaries (LIs), the external logistics processes are supported via third-party logistics providers. Both internal and external logistics processes improve operational supply chain performance in terms of cost savings, quality, speed and flexibility. The findings further provide additional references to supply chain managers in devising supply disruption mitigation strategies for enhancing operational performance.

PL

Zakłócenia w dostawach materiałów stanowią potencjalne zagrożenie nie tylko dla planów produkcyjnych, ale mają również istotne konsekwencje finansowe i pozafinansowe. Badania, które analizują wykorzystanie procesów logistycznych na poziomie firmy w celu łagodzenia ryzyka zakłóceń w dostawach, szczególnie w przemyśle motoryzacyjnym, są nadal ograniczone. W związku z tym niniejsze badanie ma na celu dostarczenie dodatkowych informacji na temat tego, jak procesy logistyczne, zarówno wewnętrzne, jak i zewnętrzne, przyczyniają się do łagodzenia ryzyka zakłóceń w dostawach materiałów. Jakościowa, pogłębiona metoda pojedynczego studium przypadku została przeprowadzona w wybranej firmie motoryzacyjnej z danymi zebranymi przy użyciu wielu źródeł dowodów. Wyniki ujawniły, że podczas gdy wewnętrzne procesy logistyczne są wspomagane przez pośredników logistycznych (LI), zewnętrzne procesy logistyczne są obsługiwane przez zewnętrznych dostawców logistycznych. Zarówno wewnętrzne, jak i zewnętrzne procesy logistyczne poprawiają wydajność operacyjnego łańcucha dostaw pod względem oszczędności kosztów, jakości, szybkości i elastyczności. Odkrycia zawierają ponadto dodatkowe odniesienia do menedżerów łańcucha dostaw przy opracowywaniu strategii łagodzenia zakłóceń w dostawach w celu zwiększenia wydajności operacyjnej.

Słowa kluczowe

EN

supply disruption; risk mitigation; automotive; case study

PL

zakłócenie dostaw; ograniczanie ryzyka; motoryzacja; studium przypadku

• Wydawca: Czestochowa University of Technology
• Czasopismo: Polish Journal of Management Studies
• Rocznik: 2020
• Tom: Vol. 22, No. 1
• Strony: 247--262
• Opis fizyczny: Bibliogr. 47 poz., rys., tab.

Twórcy

autor

Kasim Eley Suzana

• Faculty of Accountancy, Universiti Teknologi MARA, Cawangan Negeri Sembilan and Accounting Research Institute, Universiti Teknologi MARA, Shah Alam Malaysia

autor

Daud Dalila

• Faculty of Accountancy, Universiti Teknologi MARA, Cawangan Negeri Sembilan and Accounting Research Institute, Universiti Teknologi MARA, Shah Alam Malaysia

autor

Said Jamaliah

• Accounting Research Institute, Universiti Teknologi MARA, Shah Alam Malaysia

autor

Md Zin Norlaila

• Faculty of Accountancy, Universiti Teknologi MARA, Cawangan Negeri Sembilan and Accounting Research Institute, Universiti Teknologi MARA, Shah Alam Malaysia

autor

Kusrini Elisa

• Islamic University of Indonesia, Yogyakarta, Indonesia

Bibliografia

• 1. Agigi, A., Niemann, W. and Kotzé, T., (2016). Supply chain design approaches for supply chain resilience: A qualitative study of South African fastmoving consumer goods grocery manufacturers. Journal of Transport and Supply Chain Management, 10(1), 1-15.
• 2. Arto, I., Andreoni, V. and Rueda-Cantuche, J., (2015). Global impacts of the automotive supply chain disruption following the Japanese earthquake of 2011. Economic Systems Research, 27, 1-18.
• 3. Ashokbhai, P. V., (2020). Development of supply chain model for improved productivity in capital and industrial goods manufacturing industry (Doctoral dissertation, Gujarat Technological University, Ahmedabad).
• 4. Bag, S., Wood L. C., Xu L., Dhamija P. and Kayikci, Y., (2020). Big data analytics as an operational excellence approach to enhance sustainable supply chain performance. Resour. Conserv. Recycl. 153, 104559.
• 5. Beamon, B. M., (1999). Measuring supply chain performance. International Journal of Operations & Production Management, 19 (3), 275-292.
• 6. Brewer, P. C., Speh, T. W., (2000). Using the balanced scorecard to measure supply chain performance. Journal of Business Logistics, 21(1), 75-94.
• 7. Chan, F. T. S., (2003). Performance Measurement in a supply chain. International Journal of Advanced Manufacturing Technology, 21, 534-548.
• 8. Chang, W., Ellinger, A. and Blackhurst, J., (2015). A contextual approach to supply chain risk mitigation. The International Journal of Logistics Management. 26, No. 3, 642-656.
• 9. Chen, C. J., (2019). Developing a model for supply chain agility and innovativeness to enhance firms’ competitive advantage. Management Decision. 57 (7), 1511-1534.
• 10. Chen, Z., Sarker, B. R., (2014). An integrated optimal inventory lot-sizing and vehicle-routing model for a multisupplier single-assembler system with JIT delivery. International Journal of Production Research, 52(17), 5086-5114.
• 11. Chowdhury, P., Lau, K. H. and Pittayachawan, S., (2019). Operational supply risk mitigation of SME and its impact on operational performance. International Journal of Operations & Production Management. 31 (1), 77-98.
• 12. Creswell, J. W., 2017, Qualitative inquiry and research design: Choosing among five approaches (4th Revised ed). Sage Publications, Thousand Oak.
• 13. Daniel, S. J., Reitsperger, W. D. and Morse, K., (2009). A longitudinal study of Japanese manufacturing strategies for quality, JIT and flexibility. Asian Business & Management, 8(3): 325-356.
• 14. Fabri, M., Ramalhinho, H., Oliver, M. and Muñoz, J. C., (2020). Internal logistics flow simulation: A case study in automotive industry. Journal of Simulation, 1-13.
• 15. Frazier, G. V., Reyes, P. M., (2000). Applying synchronous manufacturing concepts to improve production performance in high-tech manufacturing. Production & Inventory Management Journal, 41(3), 60-65.
• 16. Habermann, M., Blackhurst, J. and Metcalf, A. Y., (2015). Keep your friends close? Supply chain design and disruption risk. Decision Sciences, 46(3), 491-526.
• 17. Huge-Brodin, M., Sweeney, E. and Evangelista, P., (2020). Environmental alignment between logistics service providers and shippers - a supply chain perspective. The International Journal of Logistics Management. 31 (3), 575-605.
• 18. Hussain, H. I., Anwar, N. A. M. and Razimi, M. S. A., (2020). A generalised regression neural network model of financing imbalance: Shari’ah compliant versus non-compliant firms, Journal of Intelligent and Fuzzy Systems, 39 (4), 5387-5395.
• 19. Ivanov, D., Dolgui, A., Sokolov, B. and Ivanova, M., (2017). Literature review on disruption recovery in the supply chain. International Journal of Production Research, 55(20), 6158-6174.
• 20. Kaddour, N. B., Rajaa, M. and Medouri, A., (2020). The practices of logistics service providers in Morocco: The paradox of collaboration/coordination. Acta Logistica, 7(3), 167-174.
• 21. Kamarudin, F., Ali, A., Haider, J., Qayyum, A. and Hussain, H. I., (2020). Bank performance in MENA region: A perspective from bank efficiency, Risk-Taking Behaviour and Market Competition, Revista Argentina de Clínica Psicológica, 29 (3), 682-697.
• 22. Kim, S. C., Shin, K. S., (2019). Negotiation model for optimal replenishment planning considering defects under the VMI and JIT Environment. The Asian Journal of Shipping and Logistics, 35(3), 147-153.
• 23. Loh, H. S., Van Thai, V., Wong, Y. D., Yuen, K. F. and Zhou, Q., (2017). Portfolio of port-centric supply chain disruption threats. The International Journal of Logistics Management, 28 (4), 1368-1386.
• 24. Luo, H., Yang, X. and Kong, X. T., (2019). A synchronized production-warehouse management solution for reengineering the online-offline integrated order fulfillment. Transportation Research Part E: Logistics and Transportation Review, 122, 211-230.
• 25. Mangla, S. K., Kusi-Sarpong, S., Luthra, S., Bai, C., Jakhar, S. K. and Khan, S. A., (2020). Operational excellence for improving sustainable supply chain performance. Resources, Conservation, and Recycling, 162, 105025.
• 26. Minichiello, V. & Kottler, J. A., (2010). Qualitative journeys: Student and mentor experiences with research. Sage, Los Angeles
• 27. Naway, F., Rahmat, A., (2019). The mediating role of technology and logistic integration in the relationship between supply chain capability and supply chain operational performance. Uncertain Supply Chain Management, 7(3), 553-566.
• 28. Nel, J., De Goede, E. and Niemann, W., (2018). Supply chain disruptions: Insights from South African third-party logistics service providers and clients. Journal of Transport and Supply Chain Management, 12(1), 1-12.
• 29. Pattanayak, D., Punyatoya, P., (2019). Effect of supply chain technology internalization and e-procurement on supply chain performance. Business Process Management Journal, Vol. 26 No. 6, 1425-1442.
• 30. Premkumar, P., Gopinath, S. and Mateen, A., (2020). Trends in third party logistics - the past, the present & the future. International Journal of Logistics Research and Applications, 1-30.
• 31. Presutti, W. D., (2003). Supply management and e-procurement: Creating value added in the supply chain. Industrial Marketing Management, 32 (3), 219-226.
• 32. Rao, S., Goldsby, T. J., (2009). Supply chain risks: A review and typology. The International Journal of Logistics Management. 20 (1), 97-123.
• 33. Ristovska, N., Kozuharov, S. and Petkovski, V., (2017). The impact of logistics management practices on company’s performance. International Journal of Academic Research in Accounting, Finance and Management Sciences, 7(1), 245-252.
• 34. Robinson, P., Oriade, A., (2020). 7 Supply chains, logistics and the service experience. Managing Hospitality Experiences, 85.
• 35. Samgam, V., Shee, H. K., (2017). Strategic outsourcing objectives drive 3PL selection criteria in India. International Journal of Logistics Systems and Management, 27(1), 20-39.
• 36. Shahbaz, M. S., Kazi, S., Bhatti, N. U. K., Abbasi, S. A. and Raja Zuraidah, R. M. R., (2019). The impact of supply chain risks on supply chain performance: Empirical evidence from the manufacturing of Malaysia. International Journal of Advanced and Applied Sciences, 6 (9), 1-12.
• 37. Shahbaz, M. S., Othman, B. A., Salman, P. M., Memon, D. A. and Rasi, R. Z. B. R. M., (2020). A proposed conceptual action plan for identification, assessment and mitigation of supply chain risks. International Journal of Advanced Operations Management, 12(1), 65-80.
• 38. Sheffi, Y., (2001). Supply chain management under the threat of international terrorism. The International Journal of Logistics Management, 12 (2) (2001), 1-11.
• 39. Singhry, H. B., Abd Rahman, A., (2019). Enhancing supply chain performance through collaborative planning, forecasting, and replenishment. Business Process Management Journal, 25 (4), 625-646.
• 40. Sinkovics, R. R., Kuivalainen, O. and Roath, A. S., (2018). Value co-creation in an outsourcing arrangement between manufacturers and third party logistics providers: Resource commitment, innovation and collaboration. Journal of Business & Industrial Marketing, 33(4), 563-573.
• 41. Sohail, M. S., Bhatnagar, R. and Sohal, A. S., (2006). A comparative study on the use of third-party logistics services by Singaporean and Malaysian firms. International Journal of Physical Distribution & Logistics Management, 36(9), 690-701.
• 42. Stadtler, H., (2005). Supply chain management: An overview. In: Stadtler, H. & Kilger, C. (Eds.), Supply chain management and advanced planning: Concepts, models, software and case studies (1-35). New York: Springer.
• 43. Taghipour, A., Hoang, P. and Cao, X., (2020). Just in time/lean purchasing approach: An investigation for research and applications. Journal of Advanced Management Science Vol. 8(2).
• 44. Thun, J. H., Hoenig, D., (2011). An empirical analysis of supply chain risk management in the German automotive industry. International Journal of Production Economics, 131(1), 242-249.
• 45. Vahidi, F., Torabi, S. A. and Ramezankhani, M. J., (2018). Sustainable supplier selection and order allocation under operational and disruption risks. Journal of Cleaner Production, 174, 1351-1365.
• 46. Wang, M., Asian, S., Wood, L. C., Wang, B., (2020). Logistics innovation capability and its impacts on the supply chain risks in the Industry 4.0 era. Modern Supply Chain Research and Applications, 2 (2), 83-98.
• 47. Yin, R. K., (2013). Case Study Research: Design and Methods (5th ed). Thousand Oaks: CA.

Uwagi

Opracowanie rekordu ze środków MNiSW, umowa Nr 461252 w ramach programu "Społeczna odpowiedzialność nauki" - moduł: Popularyzacja nauki i promocja sportu (2021).