Agile Supply Chain: competing in volatile markets

By Cai-feng Li. 2009

710 citations recorded by the source corpus.

Subfields: Management Information Systems, Management Science and Operations Research

View Paper: https://www.semanticscholar.org/paper/ef3d5bb26d3f1d0fd6a4465e566fe7c2c9dd4f28

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Management Information Systems

In Management Science and Operations Research

Citations in the corpus

HRM in turbulent times: how to achieve organizational agility? (2012, methodology): “When applying principles of agile supply chains for acquiring resources (Christopher 2000), we might consider workforce supply management as a specific organizational practice.”
Covid‐19 pandemic and consumer‐employee‐organization wellbeing: A dynamic capability theory approach (2021, background): “Literature has also conducted studies to understand the dynamic capabilities needed to manage the relationships with suppliers, vendors, alliances, and so on (Christopher, 2000; Mitrega et al., 2017; Wölfel & GrosseRuyken, 2020).”
Institutional and strategic operations perspectives on manufacturing reshoring (2016, methodology): “] manufacture in their country (McGrath and Hoole 1992) Location branding for local social impact : Growing consumer awareness of social and environmental concerns (Gereffi and Lee 2012) Location branding for product traceability Labour costs : Dunning (1998); Lyles and Park (2013); Lewin and Peeter”
Corporate Social Responsibility in Garment Sourcing Networks: Factory Management Perspectives on Ethical Trade in Sri Lanka (2015, background): “Although open-book accounting allows buyers to facilitate cost management across the supply chain network by accessing suppliers' costing data (Christopher, 2000), this practice may also be used opportunistically for inducing competitive bids from rival suppliers (Free, 2008).”
A Structure–Conduct–Performance Perspective of How Strategic Supply Chain Integration Affects Firm Performance (2015, methodology): “Demand response is the ability to anticipate or handle changes in marketplace demand (Christopher, 2000; van Hoek, Harrison, & Christopher, 2001; Braunscheidel & Suresh, 2009).”
The impact of IT capabilities on firm performance: The mediating roles of absorptive capacity and supply chain agility (2013, neutral): “This requirement means that supply chain agility can define how well the firm collaborates with channel partners in building complementary resources and developing knowledge sharing routines, thereby jointly managing market changes [1,7,15,73].”
Intellectual monopoly in global value chains (2019, neutral): “…where apparel point of sale (POS) data and customers comments on social media are used to drive reactive design and near-shoring manufacturing, allowing new design to arrive in store within 15 days of concept (Aronow, Ennis, & Romano, 2017; Christopher, 2000; Tang & Tomlin, 2008; Tokatli, 2008) .”
Agility from First Principles: Reconstructing the Concept of Agility in Information Systems Development (2009, positive): “However, some suggest that agility is flexibility with an “organizational orientation” (Christopher 2000), in that it is applied collectively throughout the enterprise (Goldman et al.”
The effects of strategic and manufacturing flexibilities and supply chain agility on firm performance in the fashion industry (2017, background): “Supply chain agility is widely considered to be the most critical success factor in today‘s competitive marketplace (Goldman, Nagel, & Preiss, 1995), as an agile supply chain enables its member firms to be more market-sensitive, more capable of synchronizing supply with demand, and better able to ac”
The performance impact of supply chain agility and supply chain adaptability: the moderating effect of product complexity (2015, methodology): “Overall, the supply chain agility literature shows an emerging consensus emphasising the abilities to sense changes and to rapidly and flexibly respond to changes (Christopher 2000; Li et al. 2008; Li, Goldsby, and Holsapple 2009; Gligor and Holcomb 2012a). As rapid and flexible response alone may a”