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<p>Global supply chain (SC)s face intensifying pressure from non-stationary disruptions on both the supply and demand sides — a vulnerability that the COVID-19 pandemic exposed with particular severity in ocean shipping, where transit time instability undermined pre-existing resilience assumptions. This study advances supply chain orchestration (SCO) as a business model theory by adopting a theory elaboration approach, focusing specifically on how SCO’s demand-supply synchronization logic operates within the context of SC resilience. Drawing on perceptual survey data from 50 mid-senior industrial executives and 63,850 secondary transactional records from a multinational firm operating in the ocean shipping ecosystem, we empirically assess the elements of SCO as a business model through cluster analysis on the demand side and logistic regression predictive modeling on the supply side. Our findings reveal three distinct resilience demand segments among industrial customers and demonstrate that stakeholder complementarity and synergy among structurally disconnected ocean shipping actors — ports, carriers, and terminals — constitute an activity system capable of generating measurable resilience value. These results provide significant empirical support for SCO as a viable business model framework. What our two analyses reveal, taken together, is that resilience value in ocean shipping is present but structurally uncaptured — distributed across fragmented actors who lack a coordinating mechanism to convert latent customer demand into realized performance advantage. Theoretically, this study elaborates SCO’s core construct of architectural market knowledge within the resilience theme, contributing to both business model theory and the SC resilience literature by demonstrating how ecosystem-level coordination, rather than firm-level operational capability, drives resilience value in fragmented global SC contexts.</p>

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Reframing supply chain resilience as value creation: a business model perspective

  • 期刊论文

  • 发表日期：

    2026年6月17日

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  • Javad Feiz Abadi,
  • David Gligor,
  • Somayeh Alibakhshimotlagh,
  • Dax Trejo Beltran

摘要

Global supply chain (SC)s face intensifying pressure from non-stationary disruptions on both the supply and demand sides — a vulnerability that the COVID-19 pandemic exposed with particular severity in ocean shipping, where transit time instability undermined pre-existing resilience assumptions. This study advances supply chain orchestration (SCO) as a business model theory by adopting a theory elaboration approach, focusing specifically on how SCO’s demand-supply synchronization logic operates within the context of SC resilience. Drawing on perceptual survey data from 50 mid-senior industrial executives and 63,850 secondary transactional records from a multinational firm operating in the ocean shipping ecosystem, we empirically assess the elements of SCO as a business model through cluster analysis on the demand side and logistic regression predictive modeling on the supply side. Our findings reveal three distinct resilience demand segments among industrial customers and demonstrate that stakeholder complementarity and synergy among structurally disconnected ocean shipping actors — ports, carriers, and terminals — constitute an activity system capable of generating measurable resilience value. These results provide significant empirical support for SCO as a viable business model framework. What our two analyses reveal, taken together, is that resilience value in ocean shipping is present but structurally uncaptured — distributed across fragmented actors who lack a coordinating mechanism to convert latent customer demand into realized performance advantage. Theoretically, this study elaborates SCO’s core construct of architectural market knowledge within the resilience theme, contributing to both business model theory and the SC resilience literature by demonstrating how ecosystem-level coordination, rather than firm-level operational capability, drives resilience value in fragmented global SC contexts.