Supply chain response framework. Systematic literature review and framework to respond to stimuli

Figures & data

Figure 1. Systematic review of the SCRF literature.

Figure 2. SCR framework.

Table 1. Classification and impact of stimuli that affect the SC.

Stimulus	Type	Impact of the stimulus on the chain
Changes in government laws.	E	Execution of SC operations.
Changing customer preferences for a product or service.	E	One or more SC processes.
Customer Inquiries.	E	Collection of information within the SC.
Compliance with customer specifications.	E	The operation of the chain and the relations between the managers of the processes.
Special or non-routine customer requests.	E	SC operation.
Customer emergency orders.	E	SC operation. The cost of operating the SC.
Loss of contact with the client.	E	The relations between the client and the members of the SC.
Changes in demand (increase or decrease in demand for a product or service)	E	Logistics processes and marketing.
Increase the presence of competition in the market.	E	Motivates the strengthening of SC capacities.
Decrease in the presence of competition in the market.	E	Encourages the expansion of the SC.
Attack on information systems.	E	Operations of the SC are interrupted. Communication between the SC and the client is interrupted.
Environmental uncertainties.	E	SC operation.
Earthquake, Tsunami, Fire, Flood.	E	Operations of the SC are interrupted.
Development of new markets.	E/I	Promotes the growth of SC.
Change requests.	E/I	SC operation.
Non-standard orders.	E	Chain planning.
Changes in suppliers.	E	The manufacturing processes.
Changes in manufacturing volume.	I	Logistic processes.
Product mix changes.	I	The processes downstream of the SC.
Failure in information systems.	I	SC operations are interrupted. Communication between the SC and the client is interrupted.
Unplanned stoppage of a production line or a machine.	I	SC operation is interrupted.
Unforeseen absence of human resources.	I	Compliance with SC operations planning

Table 2. Results of the SCR.

Results of SCR
Supply chain (SC) / Supply chain network (SCN)/Humanitarian supply chain (HSC)		Impact on society
Achieve business objectives	Ensure profits and business continuity	Improve and protect environment
Achieve competitive advantage	Share market	Comply with government laws
Achieve operational goals	Satisfy urgent needs	Save lives
Benefit shareholders	Achieve social recognition
Improve financial performance	Create value
Meet service level	Achieve customer loyalty

Figure 3. Detailed SCR process framework.

Table A1. Documents that discuss SCR and propose SCRF.

Author	Year	Journal name
Kritchanchai and MacCarthy	1999	International Journal of Operations & Production Management
Catalan and Kotzab	2003	International Journal of Physical Distribution and Logistics Management
Salam and Banomyong	2003	Logistics Research Network
Eng	2005	International Journal of Logistics Management
Kim et al.	2006	Journal of the Academy of Marketing Science
Wong et al.	2006	International Journal of Production Economics
Homburg et al.	2007	Journal of Marketing
Reichhart and Holweg	2007	International Journal of Operations & Production Management
Saad and Gindy	2007	Benchmarking: An International Journal
Gunasekaran et al.	2008	Omega
Kim and Lee	2010	Decision Sciences
Bode et al.	2010	Academy of Management Journal
Sinkovics et al.	2011	Management International Review
Hayat et al.	2012	Journal of Advanced Manufacturing Systems
Kim et al.	2013	International Journal of Production Research
Thatte	2013	Journal of Applied Business Research
Thatte et al.	2013	Journal of Applied Business Research
Qrunfleh and Tarafdar	2013	Supply Chain Management: An International Journal
Tiwari et al.	2013	Modeling of Responsive Supply Chain (Book)
Nehzati et al.	2014	Advanced Materials Research
Ghosh et al.	2014	IUP Journal of Supply Chain Management
Sinha et al.	2015	Management Science Letters
Mandal	2015	International Journal of Applied Management Science
Rana et al.	2016	International Business Management
Rajagopal et al.	2016	International Journal of Supply Chain Management
Bode and Macdonald	2017	Decision Sciences
Gilal et al.	2017	Journal of Advanced Manufacturing Systems
Moradlou et al.	2017	International Journal of Physical Distribution and Logistics Management,
Davis-Sramek et al.	2019	International Journal of Logistics Management
Yu et al.	2018	Transportation Research Part E: Logistics and Transportation Review
Yu et al.	2019	International Journal of Operations and Production Management
Sharma et al.	2020	J. for Global Business Advancement
Asamoah et al.	2021	International Journal of Logistics Management
Raghuram and Saleeshya	2021	International Journal of Services and Operations Management
Richey et al.	2022	Journal of Business Logistics
Saïah et al.	2022	Production and Operations Management
Xu et al.	2022	Logistics and Transportation Review

Table B1. Analysis of frameworks for SCR.

Author	Year	Topic	Observed Industry	Level analysis	Scope of framework
Kritchanchai and MacCarthy	1999	Order fulfillment process	Manufacturing	Function	Strategic	Operational
Catalan and Kotzab	2003	Assessing responsiveness	Manufacturing	Chain		Operational
Salam and Banomyong	2003	Determinants of SCR	Manufacturing	Chain		Operational
Eng	2005	Firm’s Cross-Functional Orientation	Service	Function		Operational
Kim et al.	2006	SC communication systems	Several	Chain	Strategic
Wong et al.	2006	Assessing responsiveness	Manufacturing	Function	Strategic	Operational
Homburg et al.	2007	Responsiveness to Customers and Competitors	Several	Chain	Strategic
Reichhart and Holweg	2007	Customer responsiveness	Manufacturing	Chain	Strategic	Operational
Saad and Gindy	2007	Responsive Manufacturing	Manufacturing	Function	Strategic
Gunasekaran et al.	2008	Responsive SC	Several	Chain	Strategic
Kim and Lee	2010	SC responsiveness	Several	Chain	Strategic
Bode et al.	2010	Responses to SC disruptions	Several	Several	Strategic
Sinkovics et al.	2011	Supplier responsiveness	Electronic	Chain	Strategic
Hayat et al.	2012	Factors that affecting the SC responsiveness	Manufacturing	Chain	Strategic
Kim et al.	2013	Flexibility, manufacturing and SC Responsiveness	Manufacturing	Chain	Strategic
Thatte	2013	SC management practices and SCR	Manufacturing	Chain		Operational
Thatte et al.	2013	SCR and modularity	Manufacturing	Chain		Operational
Qrunfleh and Tarafdar	2013	Lean, Agile SC, SCR	Manufacturing	Chain	Strategic	Operational
Tiwari et al.	2013	SCR		Chain	Strategic
Nehzati et al.	2014	Responsiveness and Flexibility in Multisite Production	Manufacturing	Chain	Strategic	Operational
Ghosh et al.	2014	Process integration, SC coordination and SCR	Manufacturing	Chain	Strategic
Sinha et al.	2015	Responsive SC		Chain	Strategic
Manda	2015	SCR and relational capability		Chain	Strategic
Rana et al.	2016	SC Strategies and Responsiveness	Manufacturing	Chain	Strategic
Rajagopal et al.	2016	Determinants of SCR among Firms	Manufacturing	Chain	Strategic
Bode and Macdonald	2017	SC Disruption Response	Manufacturing	Chain		Operational
Gilal et al.	2017	SCR, Organization Structure, and Research and Development	Service	Chain	Strategic
Moradlou et al.	2017	Responsiveness and reshoring manufacturing	Several	Function	Strategic	Operational
Davis-Sramek et al.	2019	SC orientation and global supplier responsiveness	Several	Chain	Strategic
Yu et al.	2018	Data drive SC	Manufacturing	Chain	Strategic
Yu et al.	2019	Environmental scanning, SC integration, responsiveness, and operational performance	Manufacturing	Chain	Strategic
Sharma et al.	2020	Responsiveness review		Chain	Strategic
Asamoah et al.	2021	SCR and customer development	Manufacturing and service	Chain	Strategic
Raghuram and Saleeshya	2021	SCR	Manufacturing	Chain	Strategic
Richey et al.	2022	Responsiveness, logistics and SC management		Chain	Strategic	Operational
Saïah et al.	2022	Process modularity, SCR	Service	Chain		Operational
Xu et al.	2022	Reforming global SC management under pandemics		Chain	Strategic

Data availability

The data that support the findings of this study are available in the Scopus database.