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Annotated Bibliography SCMT413

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53 views4 pages

Annotated Bibliography SCMT413

Uploaded by

dwomack1
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© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Bibliography

Altay, N., & Pal, R. (2022). Coping in supply chains: a conceptual framework for
disruption management. The International Journal of Logistics Management,
Vol. 34 No. 2, 261-279.

This approach touched on in this article follows Buffa's recommendation to


draw theories from various disciplines to enhance frameworks in operations and
supply chain management. By implementing coping strategies, supply chains can
more effectively navigate volatility and uncertainty, allowing for the development of
robust mechanisms that adapt to and recover from disruptions. This integration
underscores the feedback-driven nature of coping processes, fostering continuous
improvement in supply chain resilience and sustainability. Additionally, the
incorporation of coping theory encourages an exploration of how organizational
structures, resources, and cultures impact the ability to respond to disruptions,
aligning with sustainability objectives through adaptive and resilient supply chain
practices.

Awan, U., Sroufe, R., & Bozan, K. (2022). Designing Value Chains for Industry 4.0
and a Circular:: A Review of the Literature. Sustainabiliy 14, 70-84.

Integrating Industry 4.0 (I4.0) technologies and Circular Economy principles


profoundly impacts global supply chain design, mapping, and sustainability by
fostering innovation and enabling resource-efficient value creation. This relationship
aligns with Porter's value chain theory, which emphasizes improving primary and
support activities to achieve competitive advantage. I4.0 technologies enhance
these activities by increasing operational efficiency and supporting the transition to
circular supply chains. By adopting CE principles, supply chains can minimize waste,
reuse materials, and promote sustainable practices, supporting broader global
sustainability goals. This collaboration improves economic outcomes and
establishes supply chains as robust systems that tackle essential challenges such as
resource limitations and climate change, creating opportunities for sustainable
business practices and a competitive edge
Halldorsson, A., H. J., & Kotzab, H. (2016). Complementary Theories to Supply Chain
Management. Abstract from 5th World Conference on Production and
Operations Management. P&OM .

This article explores the integration of theories such as Principal-Agent


Theory, Transaction Cost Analysis, Network Theory, and the Resource-Based View,
together with Buffa’s operational principles, to establish a robust framework for
sustainable global supply chain management. These theories effectively address
operational efficiency and the complexities of inter-organizational relationships
while aligning with both strategic and environmental objectives. It goes on to
highlight how organizations can develop scalable, innovative, and eco-friendly
supply chains that balance economic performance with sustainability, addressing
the challenges of today’s global business model.

Lee, H. L. (2004). The Triple A Supply Chain. The Harvard Business Review, pp. 102-
112.

“Triple-A Supply Chain” underscores the fundamental components of Lee’s


theory: agility, adaptability, and alignment. The article provides a comprehensive
examination of how this theory is applied within the context of supply chains. Lee
demonstrates the risks associated with complacency in the supply chain through
various examples, while also emphasizing the benefits of adopting his three core
values as essential enablers of resilient and sustainable supply chain systems. The
evolutionary approach discussed ultimately enhances both theoretical and practical
insights into supply chains, cultivating innovative strategies for managing
complexity and ensuring long-term viability.

MacCarthy, B. L., Blome, C., Olhager, J., Srai, J. S., & Zhao, X. (2016). Supply chain
evolution – theory, concepts and science. International Journal of Operations
& Production Management, Vol. 36, Iss. 12.

This article examines the alignment between the science of supply chain
evolution and global supply chain design and mapping. It highlights the dynamic
nature of supply chains and the various factors that influence their lifecycle. The
perspective presented aligns with Lee's Triple-A Supply Chain theory, which
underscores the significance of adaptability, agility, and alignment in effectively
navigating evolving challenges. Furthermore, it explores how the integration of
interdisciplinary insights can enhance sustainability by incorporating economic,
social, and environmental considerations into supply chain design. The article also
investigates the mapping of these interactions and their cumulative effects as a
framework for developing supply chains that are both resilient and sustainable.

Markman, G. D., & Krause, D. (2016). Theory Building Surrounding Sustainable


Supply Chain Management: Assessing What We Know, Exploring Where to Go.
Journal of Supply Chain Management, Vol. 52, Iss. 2, 3-10.

This article showcases ecological health, followed by societal and economic


sustainability as a priority in the supply chain. The framework discussed resonates
with Lee's emphasis on alignment ensuring that supply chain strategies line up with
larger environmental and social objectives. Agility and adaptability are identified as
essential for responders to disruptions, further reinforcing the need for sustainable
practices that integrate environmental stewardship into global supply chain design.
The perspective presented underscores the need to progress beyond superficial
commitments of sustainability is critical, as well as the importance of creating
actionable strategies that balance long-term environmental and societal health with
business goals.

Shan, W., & Wang, J. (2018). Mapping the Landscape and Evolutions of Green Supply
Chain Management. Sustainability, Vol. 10, Iss. 597, 1-23.

The article's view on the framework of green supply chain management


supports Porter's value chain theory, emphasizing how environmental sustainability
can be integrated into core and supporting activities to increase competitive
advantage. The identification of clusters, such as collaboration capability and
performance evaluation, underlines the role of Green Supply Chain Management in
developing global supply chain design. The triple bottom line approach examined
aligns with Porter's concept of shared value creation, where sustainable practices
yield both economic benefits and societal advancement. Additionally, the transition
towards modeling and metrics in GSCM research highlighted in the text aligns with
the organization of supply chain activities, enabling companies to evaluate
performance, reduce risks, and strive for sustainable innovation.

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