International supply chain agility ‐ Tradeoffs between flexibility and uncertainty

By Edmund L. Prater, M. Biehl, M. A. Smith. 2001

593 citations recorded by the source corpus.

Subfields: Management Information Systems, Management of Technology and Innovation, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/fcf9c954f42deb10d601274518fe4fbfe1a159f9

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 of Technology and Innovation

In Strategy and Management

Citations in the corpus

Developing a resilient supply chain strategy during ‘boom’ and ‘bust’ (2016, unknown): “The link between flexibility and agility is also widely discussed in the literature (Christopher, 2000; Prater et al., 2001; Swafford et al., 2006), with some authors suggesting that the origins of agility lie in flexible manufacturing systems (Christopher, 2000).”
Achieving an optimal global versus domestic sourcing balance under demand uncertainty (2004, background): “Speed is “a measure of the time it takes to ship or receive goods” ( Prater et al. , 2001”
Supply chain risk mitigation: modeling the enablers (2006, background): “Agility is defined as the ability to thrive in a continuously changing, unpredictable business environment ( Prater et al. , 2001”
Modeling the metrics of lean, agile and leagile supply chain: An ANP-based approach (2006, background): “Another key characteristic of an agile organization is flexibility (Vickery et al., 1999; Prater et al., 2001; Olhager, 2003).”
Firm innovation and supply chain resilience: a dynamic capability perspective (2020, background): “Direct Impact Teece (2007), Gölgeci and Ponomarov (2015), Schot and Geels (2008), Minahan (2005), Kwak, Seo, and Mason (2018), Golgeci and Ponomarov (2013), Cardoso and Ramos (2016), Clark, Huang, and Walsh (2010), Gunasekaran, Rai, and Griffin (2011), Girotra and Netessine (2011), Girotra and Netes”
Ambiguity and its coping mechanisms in supply chains lessons from the Covid-19 pandemic and natural disasters (2020, background): “Resilience is achieved by building capabilities which includes flexibility (e.g. speed and agility in manufacturing, sourcing and order fulfilment) (Fiksel et al. , 2015: Prater et al. , 2001).”
The Effect of Weather on Consumer Spending (2010, unknown): “…been designed for efficiency, tend to struggle in the face of unexpected adverse weather conditions that can range from relatively minor regional storms to global disruptions from climate change and volcanic activity (e.g., Koetse and Rietveld, 2009; Prater et al., 2001; Stecke and Kumar, 2009).”
Drivers and Sources of Supply Flexibility: An Exploratory Study (2005, background): “However, the focus on this type of flexibility is insufficient to deal with an increasingly turbulent environment, as firms are connected through complex supply chains (Prater et al., 2001; Jack and Raturi, 2002; Narasimhan and Das, 2000).”
Implications of postponement for the supply chain (2003, background): “Rapidly evolving technologies, increasingly competitive intensity, turbulent markets and increased supply chain complexity have contributed to an increase in uncertainties in industries as diverse as cars, chemicals and electronics (e.g. Wilding 1998, Prater et al. 2001).”