Structural realignments to incorporate supply–side responsiveness: an empirical analysis

Purpose This study aims to expand on the theoretical framework of responsiveness by focusing on the realignment of supply chain structures that enables firms to manage supply-side disruptive changes in the business environment. The authors analyze empirical qualitative data to examine these structural shifts and identify requisite capabilities that allow firms to incorporate supply chain responsiveness. Design/methodology/approach The research uses semi-structured interviews with supply chain executives to document and examine different structural shifts undertaken at 18 US firms in response to changing business norms. This data is analyzed to map new business practices across different dimensions of the supply chain responsiveness framework. Findings The research highlights the impact of profound changes in supply-side business norms on supply chain structures and provides insights on how firms can best adapt these structures to operate effectively in a new business environment. These insights expand the responsiveness view of supply chains by identifying relevant adjustments to organizational, informational, technological and process-function structures of a firm’s supply chain. Originality/value While there have been several studies that have addressed broad questions around responsiveness, not much attention has been given to operational structures as the conduit to incorporating responsiveness. This study provide an in-depth analysis of how firms adapt their supply chain structures (organizational, informational, technological and process-function) to handle profound changes in the business environment.