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Desirable Ability in Supply Chain Management and Adaptability to Adjust to Business Environmental Changes: A Systematic Review
Abstract
Overview of crisis reaction phases for supply chains associated with the regular flow shown. However, unlike recurring operational disruptions, a crisis triggers extreme demand-and supply-shocks such as panic buying and changes in purchasing behaviour along with severe shortages of essential resources and labour. The second imperative is the competitiveness of crisis management practices that sheds the spotlight on opportunities for supply chains. “A crisis is terrible thing to waste” implying socioeconomic rewards for businesses that fine-tune their operations during crises, such as firms providing telecommunications services for remote work during a pandemic. Additionally, the Global Crisis survey suggests that crisis preparedness could become a basis for competitiveness of firms and supply chains. Current Chapter literates, SCM preparedness for crisis tends to exist as a function of desirable supply chain abilities, summarized, with melding concepts to create higher-order constructs such transiliency from resiliency and transformability, and leagility from leanness and agility.
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