Abstract
This study examines the effect of transactional supply chain leadership on supply chain resilience, as exhibited by Ciudad Juarez (Mexico) manufacturing managers. The research analyses effects directly and indirectly using alerts and agility as mediators. An extensive review of over 100 publications on leadership, resilience, agility, and alerts in the supply chain was conducted to develop a questionnaire applied to the Mexican Maquiladora Industry. Two hundred thirty-one responses were collected, and a structural equation model (SEM) using partial least squares (PLS) was employed to test the six hypotheses among variables. The findings indicate that transactional leadership in the supply chain significantly impacts direct and indirect resilience through alertness. However, contrary to previous literature on this topic, agility is not a mediator in the relationship between alertness and resilience.
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Annex 1. Items Descriptive Analysis
Annex 1. Items Descriptive Analysis
Latent variable/item | Median | IQR |
|---|---|---|
TSSCL—Transactional leadership in supply chain | ||
A leading firm lets us know what is expected of us in the supply chain process (CR) | 3.84 | 1.68 |
The leading firm encourages using uniform procedures in the supply chain process (CR) | 3.8 | 1.69 |
A leading firm decides what shall be done and how it will be done in the supply chain process (CR) | 3.82 | 1.67 |
The leading firm maintains definite standards of performance in the supply chain process (CR) | 4.03 | 1.64 |
The leading firm asks that we follow established purchasing rules and procedures (CR) | 3.54 | 1.99 |
Leading firm tracks our company mistakes (MBE Active) | 3.57 | 1.8 |
SCF—Supply chain alertness | ||
Detect threats to supply networks (closely monitor deviations from normal operations, including near misses) | 3.9 | 1.7 |
Detect sudden changes in demand (via the demand-forecasting method) | 3.92 | 1.62 |
Detect unexpected changes in the physical flow throughout SCs | 3.83 | 1.75 |
Detail contingency plans and regularly conduct preparedness exercises and readiness inspections | 3.95 | 1.65 |
SCR—Supply chain agility | ||
Adapt SC processes to decrease lead times | 3.48 | 1.65 |
Adjust SC processes to increase on-time delivery | 3.87 | 1.55 |
Streamline SC processes to decrease non-value-added activities | 3.53 | 1.77 |
Adapt SC processes to decrease new product development cycle time | 3.66 | 1.88 |
SCR—Supply chain resilience | ||
How well is your firm prepared for a disruptive event recovery? | 3.77 | 1.76 |
How well can your firm’s material flow quickly restore after a disruptive event? | 3.84 | 1.65 |
How quickly can your firm deal with a disruptive event? | 3.88 | 1.59 |
How easily can your firm recover its average operating performance after a disruptive event? | 3.76 | 1.60 |
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Solis, M.M., Alcaraz, J.L.G., Ramírez, C.S., Sosa, L.A. (2024). The Effect of Leadership on Alerts, Agility, and Supply Chain Resilience. In: Cortés-Robles, G., Roldán-Reyes, E., Aguirre-y-Hernández, F. (eds) Management Engineering in Emerging Economies. Management and Industrial Engineering. Springer, Cham. https://doi.org/10.1007/978-3-031-54485-9_11
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