Supply Chain Resilience, Industry 4.0, and Investment Interplays: A Review

Figures & data

Figure 1. Tree of supply chain resilience, adapted from (Melnyk et al., 2014).

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Resilience, its two categories Rsistence and Recovery and thier two subsequent categories.

Figure 2. Literature review process – funnel approach.

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Illustration of the literature funnel approach adopted in the research.

Table 1. SCR definitions by authors from 2000 to 2022.

Citations	SCR Definitions
Caniato et al. (2003)	“The ability to restore normal supply chain operations after reacting to unexpected disruptions.”
Christopher et al. (2004)	“The ability of a system to return to its original state or move to a new, more desirable state after being disturbed.”
Closs and McGarrell (2004)	“The ability to withstand and recover from an incident. A resilient supply chain is proactive, anticipating and establishing planned steps to prevent and respond to incidents. Such supply chain quickly rebuilds or re-establish alternative means of operations when the subject of an incident.”
Sheffi and Rice (2005)	“The ability to bounce back from a disruption.”
Fiksel (2006)	“The capacity for an enterprise to survive, adapt, and grow in the face of turbulent change.”
Peck (2006)	“The ability of the system to return to its original or desired state after being disturbed, i.e. its ability to absorb or mitigate the impact of the disturbance.”
Sarathy (2006)	“A resilient supply chain is one that can bounce back quickly from a disruption.”
Gaonkar and Viswanadham (2007)	“The ability to maintain, resume, and restore operations after a disruption.”
Datta et al. (2007)	“Not only the ability to maintain control over performance variability in the face of disturbance, but also a property of being adaptive and capable of sustained response to sudden and significant shifts in the environment in the form of uncertain demands.”
J. V. Pereira (2009)	“The ability to maintain, resume, and restore its original (or desired) state after being disrupted; due to its nature, resilience should mean the ability to change smoothly and rapidly, by either creating redundancy or increasing flexibility.”
Ponomarov and Holcomb (2009)	“The adaptive capability of the supply chain to prepare for unexpected events, respond to disruptions, and recover from them by maintaining continuity of operations at the desired level of connectedness and control over structure and function.”
Stewart et al. (2009)	“A process linking a set of adaptive capabilities to a positive trajectory of functioning and adaptation after a disturbance.”
Voss et al. (2009)	“An increased ability to recover from any potential incident.”
Williams et al. (2008)	“The ability to react to unexpected disruption and restore normal supply network operations.”
Erol et al. (2010)	“A response to unexpected or unforeseen changes and disturbances, and an ability to adapt and respond to such changes.”
Higgins et al. (2010)	“The capacity of a system to recover from disturbance and maintain its structure, function, and controls.”
Iakovou et al. (2010)	“Quick to recover from disruption.”
Klibi et al. (2010)	“Supply chain networks having the capability to avoid disruptions or quickly recover from failures. The capacity of a system to survive, adapt, and grow in the face of unforeseen changes, even catastrophic incidents.”
S. K. Kumar et al. (2010)	“Resilient supply chain networks need to be built having the ability to maintain, resume and restore operations after any disruption.”
Melnyk et al. (2010)	“Recover quickly and cost-effectively from disruptions caused by natural disasters (such as earthquakes), social factors (employee strikes), medical emergencies (epidemics such as H1N1 flu), economic setbacks (the bankruptcy of a critical link in the chain) or technological failures (a software crisis).”
Pettit et al. (2010)	“To survive, adapt, and grow in the face of turbulent change.”
Yang and Yang (2010)	“Organization’s capability to recover to the original operating status before a disruption.”
Zsidisin and Wagner (2010)	“The ability to return to normal performance levels following a supply chain disruption.”
Blackhurst et al. (2011)	‘A firm’s ability to recover from disruptive events.”
Carvalho et al. (2011)	“System’s ability to return to its original state or to a new one, more desirable, after experiencing a disturbance, and avoiding the occurrence of failure modes.”
Barroso et al. (2011)	“The supply chain’s ability to react to the negative effects caused by disturbances that occur at a given moment in order to maintain the supply chain’s objectives.”
Jüttner and Maklan (2011)	“Ability to recover from inevitable risk events.”
S. Kumar and Sosnoski (2011)	“Resilient companies have the ability to withstand the unexpected.”
Shuai et al. (2011)	“Resilience is defined as the rapid recovery ability to equilibrium after the supply chain is attacked by a disturbance and we use the recovery time to measure the ability.”
Thomsett (2011)	“To avoid a single point of failure due to an unanticipated (low-likelihood, high-cost) risk.”
Verbano and Venturini (2011)	“The ability to recover following a loss is to minimize the consequences of risk situations.”
Cabral et al. (2012)	“Resilience refers to SC’s ability to cope with unexpected disturbances. Supply chain resilience is concerned with the system ability to return to its original state or to a new more desirable state, after experiencing a disturbance, and avoiding the occurrence of failures modes.”
Carvalho et al. (2012)	“The ability of supply chain to cope with unexpected disturbances.”
Ishfaq (2012)	“A resilient supply chain has the ability to maintain continuity in operations under disruptions.”
Levesque (2012)	“The ability to recover quickly from illness, change, or misfortune.”
Machowiak (2012)	“To withstand the impact of major supply chain disruptions and catastrophes, without affecting the end customer and without incurring excessive recovery costs.”
Mandal (2012)	“Ability to return to its original state of operation after being disturbed.”
Ponis and Koronis (2012)	“The ability to proactively plan and design the supply chain network for anticipating unexpected disruptive (negative) events, respond adaptively to disruptions while maintaining control over structure and function and transcending to a post-event robust state of operations, if possible, more favorable than the one prior to the event, thus gaining competitive advantage.”
Schmitt and Singh (2012)	“Ability to return to its original state of operation after being disturbed.”
Spiegler et al. (2012)	“The ability of a system to return to its original state or move to a new, more desirable state after being disturbed.”
Xiao et al. (2012)	“The supply chain’s ability of returning to the original or ideal status when this supply chain system has been disturbed by external interruption, and resilient supply chain show abilities on adaptability to environment and recovery.”
Berle et al. (2013)	“The ability of the supply chain to handle a disruption without significant impact on the ability to serve the supply chain mission.”
Geng et al. (2013)	“Cluster supply chain network suffers from cascading failure when dealing with undesirable disruption, but it can conduct self-repair through adaptability and make it fast recover to a new stable state.”
Golgeci and Ponomarov (2013)	“Supply chains that have an adaptive capability to prepare for unexpected events, respond to disruptions, and recover from them by maintaining continuity of operations.”
Hearnshaw and Wilson (2013)	“The ability of a system as a whole to continue to provide flows despite disturbances.”
Ivanov and Sokolov (2013)	“The ability to maintain, execute and recover (adapt) the planned policies along with achievement of the planned (or adapted, but yet still acceptable) performance.”
Wieland et al. (2013)	“The ability of a supply chain to cope with change, if its original stable situation is sustained or if a new stable situation is achieved.”
Johnson et al. (2013)	“Resilience is considered to develop over time, enabling an organization, or network, to survive and thrive in the face of adversity and, to further strengthen its capability to make future adjustments.”
Pettit et al. (2013)	“The ability to survive, adapt, and grow in the face of turbulent change.”
Sawik (2013)	“Selection of resilient supply portfolio under disruption risks.”
Brandon‐Jones et al. (2014)	“The ability of a supply chain to return to normal operating performance, within an acceptable period, after being disturbed.”
Mandal (2014)	“Supply chain resilience is the ability of a supply chain to sustain operations profitably when faced with disruptive events.”
Melnyk et al. (2014)	“The ability of a supply chain to both resist disruptions and recover operational capability after disruptions occur.”
Scholten et al. (2014)	“The adaptive capability of the supply chain to prepare for unexpected events, respond to disruption and recover from them by maintaining continuity of operations at the desired level of connectedness and control over structures and function.”
C. R. Pereira et al. (2014)	“The capability of supply chains to respond quickly to unexpected events to restore operations to the previous performance level or even to a new and better one.”
Day (2014)	“The capability to anticipate risk, limit impact, and bounce back rapidly through survival, adaptability, evolution, and growth in the face of turbulent change.”
Ambulkar et al. (2015)	“The capability of the firm to be alert to, adapt to and quickly respond to changes brought by a supply chain disruption.”
Hohenstein et al. (2015)	“Supply chain’s ability to be prepared for unexpected risk events, responding and recovering quickly to potential disruptions to return to its original situation or grow by moving to a new, more desirable state in order to increase customer service, market share and financial performance.”
Kim et al. (2015)	“As a network-level attribute to withstand disruptions that may be triggered at the node or arc level.”
Tukamuhabwa et al. (2015)	“The adaptive capability of a supply chain to prepare for and/or respond to disruptions, to make a timely and cost-effective recovery, and therefore progress to a post disruption state of operations – ideally, a better state than prior to the disruption.”
Sprecher et al. (2015)	“The capacity to supply enough of a given material to satisfy the demands of society, and to provide suitable alternatives if insufficient supply is available.”
Urciuoli (2015)	“Resilience of supply chains, that is, the capability of supply chains to bounce back to stable conditions after a disruption.”
Heckmann et al. (2015)	“Ability to return to its original or move to a new, more desirable state after being disturbed.”
Scholten and Schilder (2015)	“Resilience enables a supply chain to be prepared for events and reduce the impact of a disruption and strengthens the ability to recover quickly from them by maintaining continuity of operations at the desired level of connectedness and control over structure and function.”
Kamalahmadi and Parast (2016)	“The adaptive capability of a supply chain to reduce the probability of facing sudden disturbances, resist the spread of disturbances by maintaining control over structures and functions, and recover and respond by immediate and effective reactive plans to transcend the disturbance and restore the supply chain to a robust state of operations.”
Lin et al. (2016)	“A resilient system is a system with an objective to survive and maintain function even during the course of disruptions, provided with a capability to predict and assess the damage of possible disruptions, and enhanced by the strong awareness of its ever-changing environment and knowledge of the past events, thereby utilizing resilient strategies for defense against the disruptions.”
Ali et al. (2017)	“Having the ability to anticipate, adapt, respond, recover and learn.”
Chowdhury and Quaddus (2017)	“The capability of a supply chain to prevent disruptions and to reduce the impact of disruptions through developing required level of readiness, quick response and recovery ability.”
Y. G. Chen et al. (2018)	“It is the ability of a supply chain to fulfill end customer demand to the desired level within an acceptable period after any pre or post-disruption mitigation efforts.”
Hosseini, Morshedlou, et al. (2019)	“Supply chain’s capability to utilize the absorptive capacity of supply chain entities to repulse and withstand the impacts of perturbations, to minimize the consequences of disruptions and their propagation by utilizing adaptive capacity and to recover performance level to normal operations in a cost-efficient manner using restorative capacity when absorptive and adaptive capacities are not sufficient.”
Golan et al. (2020)	“The ability to prepare for and provide essential functions during a disruption, and then to recover from and adapt post-disruption into a form that is better suited to the new “present”. SCR is unique in its focus on recovery following a disruptive event.”
Negri et al. (2021)	“The management of coordinated supply chains integrating economic, environmental, and social considerations in the business system, while dynamically preparing, adapting and reacting to unexpected disruptions, in order to meet the stakeholder requirements and improve firm profitability and competitiveness in the short and long term.”
Ekanayake et al. (2021)	“The dynamic capability of SCs to withstand the influential SC vulnerabilities under tumultuous SC environment by developing and deploying appropriate SC capabilities.”
Hägele et al. (2022)	“Supply chain’s ability to withstand or mitigate the effects of disruption and subsequently return to its normal or better state.”

Figure 3. Bar plot of frequent words in the supply chain resilience (SCR) definitions of articles published from 2000 to 2022.

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Supply Chain Resilience definitions of articles published in the last two decades.

Figure 4. Four-layer architecture of IoT critical eco-system (adapted from Sharma et al., 2020).

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The importance of the comprehensive IoT layers effectivnes to ensure full ecosystem reliability.

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Data availability statement

The data of this study are available from the corresponding author upon request.