How can cross-functional integration support the development of resilience capabilities? The case of collaboration in the automotive industry

Tayanne Ferraz da Silva Poberschnigg · Márcio Lopes Pimenta · Per Hilletofth

95 citations0/0 files storedSupply Chain Management An International Journal

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Supply Chain Resilience and Risk Management Quality and Supply Management Collaboration in agile enterprises

Abstract

Purpose The purpose of this study is to analyze cross-functional integration processes and their respective impacts on resilience capabilities, with particular emphasis on collaboration, in an automotive supply chain. Design/methodology/approach A case study was conducted in an automotive supply chain through 18 in-depth interviews with managers from six different companies, namely, two suppliers, one focal manufacturer and three customers. The automotive industry is one of the most vital industries in the Brazilian economy and is still recovering from the 2015 financial crisis, making it an interesting case for this research. Findings The findings reveal several links between resilience and cross-functional integration literatures through the analysis of three basic categories, namely, disruptions (lack of product, interruption of production, delivery delay, organizational bankruptcy and sales loss); capabilities (redundancy, flexibility, adaptability, collaboration, visibility and agility); and integration factors (cross-functional meetings, adequate communication, longevity of relationships, cross-functional training, recognition of interdependence and the consideration given to informal groups). Practical implications This research addresses several implications for practitioners. Managers should pay attention to the cross-functional teams, which may provide internal collaboration, and hence collaboration in the supply chain. Originality/value This paper suggests a new concept for the collaboration capability. According to the results, collaboration is the capability of dealing with formal and informal factors to integrate both the internal functions and supply chain members, which can provide visibility, agility and adaptability toward supply chain resilience.

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References

2001DEFINING SUPPLY CHAIN MANAGEMENT 1967Differentiation and Integration in Complex Organizations 2004Building the Resilient Supply Chain 2009The impact of supply chain integration on performance: A contingency and configuration approach 2000Issues in Supply Chain Management 2009Understanding the concept of supply chain resilience 2004Managing Risk To Avoid Supply-Chain Breakdown 2005A supply chain view of the resilient enterprise

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