Ensuring firm resilience by navigating the complexity of emergent and context-driven supply chain uncertainties and disruptions in developing economies

Purpose

The literature has generally examined supply chain disruptions and mitigation, assuming that resilience capabilities are universal. This assumption undermines the productivity and competitiveness of manufacturing firms in developing economies due to differences in contextual attributes and challenges. In this study, we advance the current knowledge in the literature and explore context-driven disruptions in developing economies to provide a foundational step for disruption-mitigation fit to enhance operational efficiency and business continuity.

Design/methodology/approach

This study adopts a qualitative multi-case study approach and explores the operational environment of manufacturing firms in developing economies to unpack context-driven disruptions and strategies for managing disruptions. An in-depth exploratory multiple case study of 8 manufacturing firms was conducted using semi-structured interviews with 31 key informants across the case firms.

Findings

Findings indicate that manufacturing firms in developing economies face operational disruptions and challenges specific to their business environment, contrasting with those experienced in developed countries and documented in the literature. This contrast suggests that mitigation strategies designed for disruptions in developed economies may prove ineffective in addressing emergent and context-driven disruptions in developing countries.

Research limitations/implications

Since this paper is based on an in-depth single case study, its findings may not be empirically generalisable to other sectors and countries beyond Africa.

Practical implications

Considering the interconnectivity of global supply chains, this study highlights the need for firms and managers in developed economies to be cognisant of context-specific disruptions affecting firms in developing economies. The study provides valuable insights into how manufacturing firms can build resilience by embedding context-specific planning practices into their strategic supply chain agenda.

Originality/value

With Africa’s lack of production contribution to the global manufacturing value-added, this study underscores the need for manufacturing firms in developing economies to be proactive, pragmatic, and strategic in devising planning consistent with their operations and the dynamic business environment.

https://doi.org/10.1108/bpmj-09-2024-0827