Resilient manufacturing: case studies in Thai automotive industries during the COVID-19 pandemic

• Autorzy: Kaeo-tad Najavadh , Jeenanunta Chawalit , Chumnumporn Kwanchanok , Nitisahakul Thanapatra , Sanprasert Vararat

Identyfikatory

DOI

10.2478/emj-2021-0024

• Języki publikacji: EN

Abstrakty

EN

The coronavirus pandemic is a crisis that disrupts the global supply chain and slows down the world economy. A significant challenge for the companies in the manufacturing sector is to mitigate risks related to the COVID-19 outbreak. Grounded in the resilience theory, resilience (i.e., prepare, prevent, protect, respond, and recover processes) aims to manage risks and ensure business continuity. This research aims to identify the key factors for the resilient manufacturing management of Thai automotive industries during the COVID-19 outbreak. Three outstanding companies of tier 1 automotive suppliers have been selected as case studies in this work. This qualitative research was completed by using a semi-structured interview. The target interviewers were CEOs or general managers. The data analysis was divided into two phases. Phase one summarised the interview data of each company. Phase two used thematic analysis and cross-case analysis to identify resilience practices’ patterns, themes, and multi-factors. The findings indicate three key factors to enhance resilience: leadership, technology, and the firm’s experience in handling emerging events. Together, these factors help enterprises to prepare for Business Continuity Planning (BCP), improve supply chain management, and increase the firm’s ability to recover from disruption situations. This paper contributes to the literature on the supply chain resilience in the automotive industry by providing a guideline for firms to implement resilience practices, improve business operations, and increase firm’s capabilities, both as human skills and technologies, to deal with a novel crisis. Resilience practices response to the COVID-19 outbreak not only helps the companies minimise business disruption in the short-term but also includes the long-term response strategies for unknown events. For this purpose, the case study research was conducted to investigate the resilience strategies during the COVID-19 pandemic and determine the critical success factors of resilience implementation in the Thai automotive industry.

Słowa kluczowe

EN

resilience; supply chain management; risk management; automotive industry; Business Continuity Plan

PL

odporność; COVID-19; zarządzanie łańcuchem dostaw; zarządzanie ryzykiem; przemysł motoryzacyjny; plan ciągłości biznesowej

• Wydawca: Oficyna Wydawnicza Politechniki Białostockiej
• Czasopismo: Engineering Management in Production and Services
• Rocznik: 2021
• Tom: Vol. 13, no. 3
• Strony: 99--113
• Opis fizyczny: Bibliogr. 36 poz., tab., wykr.

Twórcy

autor

Kaeo-tad Najavadh

• Thammasat University, Thailand

• https://orcid.org/0000-0002-2520-5593

autor

Jeenanunta Chawalit

• Thammasat University, Thailand

• https://orcid.org/0000-0002-1932-9776

autor

Chumnumporn Kwanchanok

• Thammasat University, Thailand

• https://orcid.org/0000-0003-4429-1674

autor

Nitisahakul Thanapatra

• Thammasat University, Thailand

autor

Sanprasert Vararat

• Thammasat University, Thailand

Bibliografia

• Belhadi, A., Kamble, S., Jabbour, C. J. C., Gunasekaran, A., Ndubisi, N. O., & Venkatesh, M. (2021). Manufacturing and service supply chain resilience to the COVID-19 outbreak: Lessons learned from the automobile and airline industries. Technological Forecasting and Social Change, 163, 120447. doi: 10.1016/j.techfore.2020.120447
• Brem, A., Viardot, E., & Nylund, P. A. (2021). Implications of the coronavirus (COVID-19) outbreak for innovation: Which technologies will improve our lives? Technological Forecasting and Social Change, 163, 120451. doi: 10.1016/j.techfore.2020.120451
• Cai, M., & Luo, J. (2020). Influence of COVID-19 on Manufacturing Industry and Corresponding Countermeasures from Supply Chain Perspective. Journal of Shanghai Jiaotong University (Science), 25(4), 409- 416. doi: 10.1007/s12204-020-2206-z
• Department of Disease Control. (2021). The COVID-19 precautionary, prevention, and control measures for entrepreneurs. Retrieved from https://ddc.moph.go.th/viralpneumonia/file/int_operator/int_operator23_ 050164.pdf
• Francis, J.R. (2020). COVID-19: Implications for Supply Chain Management. Frontiers of Health Services Management, 37(1), 33-38. doi: 10.1097/hap.0000000000000092
• Gallup. (2020). How Leaders Are Responding to COVID- 19 Workplace Disruption. Retrieved from https:// www.gallup.com/workplace/307622/leadersresponding-covid-workplace-disruption.aspx.
• Giones, F., Brem, A., Pollack, J. M., Michaelis, T. L., Klyver, K., & Brinckmann, J. (2020). Revising entrepreneurial action in response to exogenous shocks: Considering the COVID-19 pandemic. Journal of Business Venturing Insights, 14, e00186. doi: 10.1016/j.jbvi.2020.e00186
• Guan, D., Wang, D., Hallegatte, S., Davis, S. J., Huo, J., Li, S., Bai, Y., Lei, T., Xue, Q., Coffman, D., Cheng, D., Chen, P., Liang, X., Xu, B., Lu, X., Wang, S., Hubacek, K., & Gong, P. (2020). Global supply-chain effects of COVID-19 control measures. Nature Human Behaviour, 4(6), 577-587. doi: 10.1038/s41562-020-0896-8
• He, W., Zhang, Z. J., & Li, W. (2021). Information technology solutions, challenges, and suggestions for tackling the COVID-19 pandemic. International Journal of Information Management, 57, 102287. doi: 10.1016/j.ijinfomgt.2020.102287
• Heidenreich, S., & Talke, K. (2020). Consequences of mandated usage of innovations in organizations: developing an innovation decision model of symbolic and forced adoption. AMS Review, 10, 279-298. doi: 10.1007/s13162-020-00164-x
• Hofmann, E., Sternberg, H., Chen, H., Pflaum, A., & Prockl, G. (2019). Supply chain management and Industry 4.0: conducting research in the digital age. International Journal of Physical Distribution & Logistics Management, 49(10), 945-955. doi: 10.1108/IJPDLM-11-2019-399
• Ishida, S. (2020). Perspectives on Supply Chain Management in a Pandemic and the Post-COVID-19 Era. IEEE Engineering Management Review, 48(3), 146- 152. doi: 10.1109/emr.2020.3016350
• Ivanov, D., Dolgui, A., & Sokolov, B. (2019). The impact of digital technology and Industry 4.0 on the ripple effect and supply chain risk analytics. International Journal of Production Research, 57(3), 829-846. doi: 10.1080/00207543.2018.1488086
• Kamble, S.S., & Gunasekaran, A. (2020). Big data-driven supply chain performance measurement system: a review and framework for implementation. International Journal of Production Research, 58(1), 65-86. doi: 10.1080/00207543.2019.1630770
• Lai, C. C., Shih, T. P., Ko, W. C., Tang, H. J., & Hsueh, P. R. (2020). Severe acute respiratory syndrome coronavirus 2 (SARS-CoV-2) and coronavirus disease-2019 (COVID-19): The epidemic and the challenges. International Journal of Antimicrobial Agents, 55(3), 105924. doi: 10.1016/j.ijantimicag.2020.105924
• Lombardi, S., Pina E Cunha, M., & Giustiniano, L. (2021). Improvising resilience: The unfolding of resilient leadership in COVID-19 times. International Journal of Hospitality Management, 95, 102904. doi: 10.1016/j.ijhm.2021.102904
• Manuj, I., & Mentzer, J. T. (2008). Global supply chain risk management. Journal of Business Logistics, 29(1), 133-155. doi: 10.1002/j.2158-1592.2008.tb00072.x
• Margherita, A., & Heikkilä, M. (2021). Business Continuity in the COVID-19 Emergency: A Framework of Actions Undertaken by World-Leading Companies. Business Horizons.
• Moosavi, J., & Hosseini, S. (2021). Simulation-based assessment of supply chain resilience with consideration of recovery strategies in the COVID-19 pandemic context. Computers & Industrial Engineering, 160, 107593. doi: 10.1016/j.cie.2021.107593
• Nakamura, H., & Managi, S. (2020). Airport risk of importation and exportation of the COVID-19 pandemic. Transport Policy, 96, 40-47.
• Namwat, C., Suphanchaimat, R., Nittayasoot, N., & Iamsirithaworn, S. (2020). Thailand’s response against coronavirus disease 2019: challenges and lessons learned. OSIR, 13(1), 33-37.
• Narayanamurthy, G., & Tortorella, G. (2021). Impact of COVID-19 outbreak on employee performance – moderating role of industry 4.0 base technologies. International Journal of Production Economics, 234, 108075. doi: 10.1016/j.ijpe.2021.108075
• Peleg, K., Bodas, M., Hertelendy, A. J., & Kirsch, T. D. (2021). The COVID-19 pandemic challenge to the All-Hazards Approach for disaster planning. International Journal of Disaster Risk Reduction, 55, 102103. doi: 10.1016/j.ijdrr.2021.102103
• Rajak, S., Mathiyazhagan, K., Agarwal, V., Sivakumar, K., Kumar, V., & Appolloni, A. (2021). Issues and analysis of critical success factors for the sustainable initiatives in the supply chain during COVID-19 pandemic outbreak in India: A case study. Research in Transportation Economics, 101114. doi: 10.1016/j.retrec.2021.101114
• Ralston, P., & Blackhurst, J. (2020). Industry 4.0 and resilience in the supply chain: a driver of capability enhancement or capability loss? International Journal of Production Research, 58(16), 5006-5019. doi: 10.1080/00207543.2020.1736724
• Scharte, B., Hiller, D., Leismann, T., & Thoma, K. (2014). Introduction. In K. Thoma (Ed.), Resilien Tech. Resilience by design: a strategy for the technology issues of the future (acatech STUDY) (pp. 9-17). München, Germany: Herbert Utz Verlag.
• Thailand Automotive Institute (2021b). Automotive Industry Statistics & Trends of June 2021. Retrieved from https://data.thaiauto.or.th/auto/articles-th/autosummary-th/148-auto-industry-status-monthly/9831-สภาวะอุตสาหกรรมยานยนต์-รายเดือน-พฤษภาคม-2564.html
• Thailand Automotive Institute. (2021a). Automotive Industry Statistics of Year 2020 & Trends of Year 202. Retrieved from https://data.thaiauto.or.th/auto/articles-th/auto-summary-th/150-auto-industry-statusyearly/ 9692-summary-yearly-2565.html
• The Centre for COVID-19 Situation Administration. (2020). The manual guideline of relief measures for business activities to prevent the COVID-19 pandemic: Business activities group 2. Retrieved from https://ddc.moph.go.th/viralpneumonia/file/guidelines/ guideline_green_covid19.pdf
• The Federation of Thai Industries. (2020). The guidelines of COVID-19 prevention for industrial sector. Retrieved from http://www.fti-rayong.com/wp-content/ uploads/2020/12/แนวปฏิบัติ-8-กลุ่มอุตสาหกรรมยิ่งยวด_ FTI_JUNE.pdf
• The National Academies. (2012). Disaster Resilience. A National Imperative. Washington, D.C.
• Tortorella, G., Narayanamurthy, G., Godinho Filho, M., Portioli Staudacher, A., & Mac Cawley, A. F. (2021). Pandemic’s effect on the relationship between lean implementation and service performance. Journal of Service Theory and Practice, 31(2), 203-224.
• Yau, B., Vijh, R., Prairie, J., McKee, G., & Schwandt, M. (2021). Lived experiences of frontline workers and leaders during COVID-19 outbreaks in long-term care: A qualitative study. American Journal of Infection Control, 49(8), 978-984. doi: 10.1016/j.ajic.2021.03.006
• Yoga Irsyadillah, N., & Dadang, S. (2020). A Literature Review of Supply Chain Risk Management in Automotive Industry. Journal of Modern Manufacturing Systems and Technology, 4(2), 12-22. doi: 10.15282/jmmst.v4i2.5020
• Yongpisanphob, W. (2020). Industry Outlook 2020-2022: Automobile Industry. Krungsri Research. Retrieved from https://www.krungsri.com/en/research/industry/ industry-outlook/Hi-tech-Industries/Automobiles/IO/io-automobile-20
• Yoo, S., & Managi, S. (2020). Global mortality benefits of COVID-19 action. Technological Forecasting and Social Change, 160, 120231. doi: 10.1016/j.techfore.2020.120231