The impact of supply chain resilience on customer satisfaction and financial performance: A combination of contingency and configuration approaches

Abstract

Supply chain resilience (SCR) refers to a supply chain's (SC's) ability to recover from disruptions timely and effectively. This study uses a combination of contingency and configuration approaches to examine the direct and contingent relationships between SCR dimensions (i.e., internal, supplier, and customer resilience) and performance. It analyzes survey data collected from 206 Chinese manufacturers. The results show that the three SCR dimensions are positively related to customer satisfaction, whereas customer resilience has no direct contribution to financial performance. Internal resilience moderates the relationship between supplier resilience and performance (negative for customer satisfaction and positive for financial performance). A taxonomy for SCR was developed based on internal, supplier, and customer resilience, providing a holistic perspective for examining the performance discrepancies among four different SCR patterns: high external-leaning, high uniform, medium uniform, and low uniform. These findings offer insights for managers in building SCR from the crisis-management process.