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    The 4Rs supply chain resilience framework: a capability perspective

    Dwaikat, Nidal Yousef, Zighan, Saad, Abualqumboz, Moheeb ORCID logoORCID: https://orcid.org/0000-0002-1681-2930 and Alkalha, Ziad (2022) The 4Rs supply chain resilience framework: a capability perspective. Journal of Contingencies and Crisis Management, 30 (3). pp. 281-294. ISSN 0966-0879

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    Abstract

    During the coronavirus disease 2019 (COVID-19) pandemic, the demand and supply for many products fluctuated. Thus, many companies around the globe have repurposed their operations and reconfigured their supply chains (SCs) to switch production and produce new products. Literature provided various models and frameworks to explain the concepts of supply chain resilience. However, it remains unclear how companies could quickly and temporarily repurpose their SCs and what are the required capabilities during the COVID-19 crisis. Therefore, this study investigates the role of developing dynamic capabilities such as manufacturing, logistics, production capacity and procurement in facilitating production changeover. Based on 36 semistructured interviews conducted with multinational corporations, the study findings demonstrate four specific capabilities known as the 4Rs: retooling, repurposing, recalibrating and reconfiguring. Hence, the study provides a conceptual framework of operational resilience to understand how production changeover could be achieved. In addition, this 4Rs framework helps decision-makers to improve SC resilience and capabilities when facing a crisis such as COVID-19.

    Item Type: Article
    Peer-reviewed: Yes
    Date Deposited: 22 Sep 2022 13:43
    Publisher: Wiley
    Additional Information: This is the peer reviewed version of the following article: Dwaikat, N. Y., Zighan, S., Abualqumboz, M., & Alkalha, Z. (2022). The 4Rs supply chain resilience framework: A capability perspective. Journal of Contingencies and Crisis Management, which has been published in final form at https://doi.org/10.1111/1468-5973.12418. This article may be used for non-commercial purposes in accordance with Wiley Terms and Conditions for Use of Self-Archived Versions. This article may not be enhanced, enriched or otherwise transformed into a derivative work, without express permission from Wiley or by statutory rights under applicable legislation. Copyright notices must not be removed, obscured or modified. The article must be linked to Wiley’s version of record on Wiley Online Library and any embedding, framing or otherwise making available the article or pages thereof by third parties from platforms, services and websites other than Wiley Online Library must be prohibited.
    Divisions: Faculties > Business and Law
    Subject terms: Social Sciences, Management, Business & Economics, capabilities, coronavirus (COVID-19), retooling, repurposing, recalibrating, reconfiguring, supply chain resilience, DYNAMIC CAPABILITIES, ORGANIZATIONAL RESILIENCE, MANAGEMENT, RECONFIGURATION, FLEXIBILITY, PERFORMANCE, CAPACITY, INDUSTRY, AGILITY, 1117 Public Health and Health Services, 1503 Business and Management, 1605 Policy and Administration, Business & Management
    URI: https://e-space.mmu.ac.uk/id/eprint/630381
    DOI: https://doi.org/10.1111/1468-5973.12418
    ISSN 0966-0879
    e-ISSN 1468-5973

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