Causes of Supply Chain Disruptions (eBook)

Dr. Verena Brenner completed her PhD at Jacob University Bremen gGmbH under the supervision of Professor Dr. Michael Hülsmann at the Faculty of International Logistics.

Preface 5
Table of Contents 6
List of Figures 9
List of Tables 11
List of Abbreviations 13
1 Introduction 15
1.1 Problem: Can Organizational Designs Impact on the Susceptibility to Disruptions? 15
1.2 Relevance: Theoretical Gaps on Organizational Design and Disruptions 22
1.3 Aims: Explaining the Occurrence of Disruptions Based on Organizational Design 30
1.4 Proceeding: Theories, Terminology, Research Methods and Outline 32
2 Phenomena of Disruptions in Supply Chains 35
2.1 Introduction to the Section 35
2.2 Deficits in Understandings and Definitions of Disruptions 37
2.2.1 Untangling “Ruptures” and “Disruptions” 37
2.2.2 Contextual Shortcomings of Definitions of Disruptions 42
2.2.3 Development of a Definition of Disruptions 45
2.3 Deficits in Classifying Disruptions 52
2.3.1 Multidimensional View on Disruptions 52
2.3.2 Incomplete Classification Frameworks in the Literature 55
2.3.3 Development of a Classification Framework of Disruptions 58
2.4 Development of a Scoring Model for Disruptions in Food Supply Chains 64
2.4.1 Exploration of Disruptions as Object of Investigation 64
2.4.2 Specification of the Concept and Deduction of Indicators 72
2.4.3 Operationalization of Indicators 75
2.5 Deficits in Existing Causal Explanations of Disruptions 80
2.5.1 Scarcity of Explanations of Disruptions in General 80
2.5.2 Multitude of Challenges in Food Supply Chains 86
2.5.3 Weak Points in Food Supply Chains 90
2.6 Interim Conclusion 96
3 Interface Design as Driver of Susceptibility to Disruptions 100
3.1 Introduction to the Section 100
3.2 Starting Points for Theoretical Explanations of Disruptions 103
3.2.1 Methodology and Overview on Theoretical Frameworks 103
3.2.2 Transaction Cost Theory as Overarching Framework 110
3.2.3 Theoretic Foundations for Explaining Human Behaviour 117
3.3 Description of Interfaces in Supply Chains 122
3.3.1 General Framework for the Description of Organizational Structures 122
3.3.2 Differentiation of Organizational Structures at Interfaces in Supply Chains 129
3.3.3 Programming of Organizational Structures in Supply Chains 133
3.4 Design of Interactions as Drivers for Supply Chain Vulnerability 140
3.4.1 Concretization of Interface Structure 140
3.4.2 Impacts of the Interface Structure on Operational Performance 145
3.4.3 Impact of the Transaction Type on Operational Performance 154
3.5 Consolidation of Causal Assumptions into one Causal Model 162
3.5.1 Impacts of Transaction Type on the Interface Design 162
3.5.2 Methodological Considerations for the Empirical Analysis 167
3.5.3 Structural Equation Model on Impacts of Interface Design on Operational Perform-ance 173
3.6 Interim Conclusion 179
4 Empirical Analysis of Disruptions in Cold Chains 181
4.1 Introduction to the Section 181
4.2 Tailoring of the Empirical Analysis 182
4.2.1 Description of the Target Population and Research Design 182
4.2.2 Operationalization of Transaction Type and Process Performance 187
4.2.3 Operationalization of Organizational Structure 194
4.3 Execution of the Empirical Analysis 198
4.3.1 Description of the Pre-Tests 198
4.3.2 Description of the Questionnaire 203
4.3.3 Execution of the Main Survey 206
4.4 Description of the Findings from the Cold Chain Survey 209
4.4.1 Overview on Evaluation Criteria to be Applied to the Sample 209
4.4.2 Illustration of the Sample and Sub-Groups 215
4.4.3 Illustration of the Causal Findings on Disruptions 227
4.5 Analysis of the Findings and Possible Implications 238
4.5.1 Comparison of Performance Scenarios and Sub-Groups 238
4.5.2 Effects of Interface Design on the Extent of Disruptions 243
4.5.3 Effects of Interface Design on the Susceptibility to Disruptions 258
4.6 Interim Conclusion 270
5 Conclusions 272
5.1 Synopsis of the Main Findings 272
5.2 Critical Reflection of the Proceeding and Results 274
5.3 Theoretical and Practical Implications of the Findings 280
5.4 Outlook for Further Research 284
Bibliography 287
Appendix 324