Journal
INTERNATIONAL JOURNAL OF PRODUCTION RESEARCH
Volume 53, Issue 22, Pages 6903-6918Publisher
TAYLOR & FRANCIS LTD
DOI: 10.1080/00207543.2014.986296
Keywords
supply base complexity; supply chain disruption; supply chain management; empirical study
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Funding
- Engineering and Physical Sciences Research Council [EP/F063245/1]
- EPSRC [EP/F063245/2, EP/F063245/1] Funding Source: UKRI
- Engineering and Physical Sciences Research Council [EP/F063245/1, EP/F063245/2] Funding Source: researchfish
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In the face of increasing supply base complexity, organisations have to develop new ways to manage or mitigate risk. This paper investigates the impact of four dimensions of complexity on the frequency of disruptions and plant performance. We apply insights from organisational information processing theory to understand how organisations can mitigate against the impact of more frequent disruptions. We test the moderating effects of slack resources as a means to absorb the effects of disruptions and supply visibility as a means to improve the ability to handle disruptions. The model is tested with data from 264 supply chain management professionals. Our findings broadly support the original hypotheses and suggest that supply base complexity can increase the frequency of disruptions and reduce plant performance but that slack resources and visibility can help to mitigate the effects. The study offers valuable insights into the management of supply base complexity.
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