RECONCEPTUALIZING THE INTERFACE BETWEEN SUPPLY CHAIN RISK MANAGEMENT AND BUSINESS CONTINUITY MANAGEMENT: A BOUNDARY CLARIFICATION AND INTEGRATION FRAMEWORK

Abstract

Due to the ongoing pandemic, more challenges from cyber threats and shifts in global politics, organizations have to troubleshoot and adopt better precautions. This study tackles the gap between the two fields, Supply Chain Risk Management (SCRM) and Business Continuity Management (BCM), that were separately developed from each other. By bringing together literature, studies and international rules, the paper proposes a framework that nicely defines how SCRM and BCM work together and should be integrated into strategy. SCRM is designed to handle issues specific to the supply chain, while BCM handles risks throughout the business. Dynamic capabilities, organizational learning and cross-functional coordination are shown in the framework to help foster organizational resilience. It is clear from findings that combining continuity principles with risk management improves how the operation runs, makes it possible to recover faster when something happens and strengthens the supply chain. Also, organizations with set continuity plans, based on international guidelines, often prove to be more flexible. The study helps on both the theory and practice sides by bringing together different approaches and delivering practical ways to build resilience in many kinds of organizations. While it is difficult to make general statements and carry out the research in places with few resources, the research lays a good base for further work involving different fields over time.