Hongming Xie

Bio: Hongming Xie is an academic researcher from Guangzhou University. The author has contributed to research in topics: Supply chain & Supply chain risk management. The author has an hindex of 1, co-authored 1 publications receiving 15 citations.

Antecedents and consequences of supply chain risk management capabilities: an investigation in the post-coronavirus crisis

Abstract: This study evaluates the antecedents and consequences of supply chain risk management capabilities. Informed by the information processing theory, we conceptualize supply chain disruption orientati...

Supply Chain Viability and the COVID-19 pandemic: a conceptual and formal generalisation of four major adaptation strategies

Abstract: The COVID-19 pandemic has challenged supply chains (SC) on an unprecedented scale testing viability and adaptation under severe uncertainty. However, the literature on the adaptation strategies and...

Lean resilience: AURA (Active Usage of Resilience Assets) framework for post-COVID-19 supply chain management

Abstract: Purpose: Supply chain resilience capabilities are usually considered in light of some anticipated events and are as passive assets, which are “waiting” for use in case of an emergency This, however, can be inefficient Moreover, the current COVID-19 pandemic has revealed difficulties in the timely deployments of resilience assets and their utilization for value creation We present a framework that consolidates different angles of efficient resilience and renders utilization of resilience capabilities for creation of value Design/methodology/approach: We conceptualise the design of the AURA (Active Usage of Resilience Assets) framework for post-COVID-19 supply chain management through collating the extant literature on value creation-oriented resilience and practical examples and complementing our analysis with a discussion of practical implementations Findings: Building upon and integrating the existing frameworks of VSC (Viable Supply Chain), RSC (Reconfigurable Supply Chain) and LCNSC (Low-Certainty-Need Supply Chain), we elaborate on a new idea in the AURA approach – to consider resilience as an inherent, active and value-creating component of operations management decisions, rather than as a passive “shield” to protect against rare, severe events We identify 10 future research areas for lean resilience integrating management and digital platforms and technology Practical implications: The outcomes of our study can be used by supply chain and operations managers to improve the efficiency and effectiveness by turning resilience from passive, cost-driving assets into a value-creating, inclusive decision-making paradigm Originality/value: We propose a novel approach to bring more dynamics to the notion of supply chain resilience We name our approach AURA and articulate its two major advantages as follows: (1) reduction of disruption prediction efforts and (2) value creation from resilience assets We offer a discussion on ten future research directions towards a lean resilience © 2021, Emerald Publishing Limited

Big data analytics and organizational culture as complements to swift trust and collaborative performance in the humanitarian supply chain

Abstract: The main objective of the study is to understand how big data analytics capability (BDAC) as an organizational culture can enhance trust and collaborative performance between civil and military organizations engaged in disaster relief operations. The theoretical framework is grounded in organizational information processing theory (OIPT). We have conceptualized an original theoretical model to show, using the competing value model (CVM), how BDAC, under a moderating influence of organizational culture, affects swift trust (ST) and collaborative performance (CP). We used WarpPLS 6.0 to test the proposed research hypotheses using multi-respondent data gathered through an email questionnaire sent to managers working in 373 organizations, including the military forces of different countries, government aid agencies, UN specialized agencies, international non-government organizations (NGOs), service providers, and contractors. The results offer four important implications. First, BDAC has a positive, significant effect on ST and CP. Second, flexible orientation (FO) and controlled orientation (CO) have no significant influence on building ST. Third, FO has a positive and significant moderating effect on the path joining BDAC and CP. Finally, CO has negative and significant moderating effect on the path joining BDAC and CP. The control variables: temporal orientation (TO) and interdependency (I) have significant effects on ST and CP. These results extend OIPT to create a better understanding of the application of information processing capabilities to build swift trust and improve collaborative performance. Furthermore, managers can derive multiple insights from this theoretically-grounded study to understand how BDAC can be exploited to gain insights in contexts of different management styles and cultures. We have also outlined the study limitations and provided numerous future research directions. (This abstract was borrowed from another version of this item.)

Supply chain disruption during the COVID-19 pandemic: Recognizing potential disruption management strategies

Abstract: The COVID-19 pandemic has made a significant impact on various supply chains (SCs). All around the world, the COVID-19 pandemic affects different dimensions of SCs, including but not limited to finance, lead time, demand changes, and production performance. There is an urgent need to respond to this grand challenge. The catastrophic impact of the COVID-19 pandemic prompted scholars to develop innovative SC disruption management strategies and disseminate them via numerous scientific articles. However, there is still a lack of systematic literature survey studies that aim to identify promising SC disruption management strategies through the bibliometric, network, and thematic analyses. In order to address this drawback, this study presents a set of up-to-date bibliometric, network, and thematic analyses to identify the influential contributors, main research streams, and disruption management strategies related to the SC performance under the COVID-19 settings. The conducted analyses reveal that resilience and sustainability are the primary SC topics. Furthermore, the major research themes are found to be food, health-related SCs, and technology-aided tools (e.g., artificial intelligence (AI), internet of things (IoT), and blockchains). Various disruption management strategies focusing on resilience and sustainability themes are extracted from the most influential studies that were identified as a part of this work. In addition, we draw some managerial insights to ensure a resilient and sustainable supply of critical products in the event of a pandemic, such as personal protective equipment (PPE) and vaccines.

Exiting the COVID-19 pandemic: after-shock risks and avoidance of disruption tails in supply chains.

Abstract: Entering the COVID-19 pandemic wreaked havoc on supply chains Reacting to the pandemic and adaptation in the "new normal" have been challenging tasks Exiting the pandemic can lead to some after-shock effects such as "disruption tails" While the research community has undertaken considerable efforts to predict the pandemic's impacts and examine supply chain adaptive behaviors during the pandemic, little is known about supply chain management in the course of pandemic elimination and post-disruption recovery If capacity and inventory management are unaware of the after-shock risks, this can result in highly destabilized production-inventory dynamics and decreased performance in the post-disruption period causing product deficits in the markets and high inventory costs in the supply chains In this paper, we use a discrete-event simulation model to investigate some exit strategies for a supply chain in the context of the COVID-19 pandemic Our model can inform managers about the existence and risk of disruption tails in their supply chains and guide the selection of post-pandemic recovery strategies Our results show that supply chains with postponed demand and shutdown capacity during the COVID-19 pandemic are particularly prone to disruption tails We then developed and examined two strategies to avoid these disruption tails First, we observed a conjunction of recovery and supply chain coordination which mitigates the impact of disruption tails by demand smoothing over time in the post-disruption period Second, we found a gradual capacity ramp-up prior to expected peaks of postponed demand to be an effective strategy for disruption tail control