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Introduction
Increasing awareness of supply chain disruptions and associated vulnerability has posed a serious challenge to the conventional thinking that the core aim of supply chain management should be upon cost and efficiency only (Jüttner and Maklan, 2011) and must include risk mitigation strategies (Wieland and Wallenburg, 2013). Identification of these threats has triggered calls for effective risk mitigation through the development of resilient supply chains (Wieland and Wallenburg, 2013). Supply chain resilience (SCRES) is the capability of responding to disruptions through adequate preparation well in advance and maintaining continuity of operations (Ponomarov and Holcomb, 2009).
There is a dearth of sufficient empirical research in the area of supply chain risk management (Wieland and Wallenburg, 2013). In the domain of supply chain risk management, it is said that resilience plays a dominant role in restoring operations and mitigating risk; however, the means needed to achieve resilience are not sufficiently explored (Ambulkar et al., 2015).Additionally, even recent supply chain risk management definitions urges for a collaborative approach among supply chain members (Scholten and Schilder, 2015); the interplay between integrated logistics capabilities, supply chain capabilities and SCRES remained unexplored, so far. While integrated logistics capabilities are the resultant of unifying the individual firm (firms partnering in a supply chain) level logistics capabilities at the supply chain level (Gligor and Holcomb, 2014), supply chain capabilities are the capabilities that help the efficient and effective execution of overall supply chain activities (Jüttner and Maklan, 2011).
So, the current investigation addresses the following research questions:
What is the inter-relationship between integrated logistics capabilities and supply chain capabilities?
What is the relationship between supply chain capabilities and SCRES?
What is the inter-relationship among the supply chain capabilities?
Theoretical background
Supply chain resilience
SCRES received fairly conceptual attention at the beginning and empirical explorations following thereafter. Ponomarov and Holcomb (2009) in their conceptual framework posited that certain logistics capabilities (demand management capabilities, supply management capabilities and information management capabilities) when integrated appropriately will lead to SCRES, which in turn will lead to sustainable competitive advantage. The study, however, argued that top management support, risk sharing routines will eventually impact various stages of the above conceptual framework. Following this, Pettit et al. (2010) conceptualized resilience as a balanced...