Table V Survey of resilience elements...

Table V

Survey of resilience elements from the literature

Scope	Capability	Details	No. Papers	(%)	Sources
Intra-Organisational (IO)	IO 1. Flexibility	Ability of an organisation to adapt with minimum time and effort. Concerns the ability to switch suppliers, substitute ingredients, outsource processes, share materials and staff between sites, the ability of staff to fulfil multiple roles (IO15) and the levels of control over market position (IO16)	9	14.75	Tukamuhabwa et al. (2015), Kamalahmadi and Parast (2016), Pal et al. (2014), Stecke and Kumar (2009), Pettit et al. (2010), Tang (2006), Tomlin (2006), Zsidisim and Wagner (2010), Carvalho et al. (2012a, 2012b)
	IO 2. Risk Aware Culture	Describes the infrastructure a firm has in place to manage risk. For example this could include efficiency standards (IO4) such as six sigma, and the presence of Business Continuity (IO13) and Enterprise Risk Management Programmes	9	14.75	Christopher and Lee (2004), Blome and Schoenherr (2011), Jüttner and Maklan. (2011), Gölgeci and Ponomarov (2015), Ritchie and Brindley (2007), Peck (2005), Scholten et al. (2014), Thun and Hoenig (2011), Neureuther and Kenyon (2009)
	IO 3. Redundancy	Concerns the ability to alternate production capacity and to call upon surplus raw materials and finished inventory	8	13.11	Tukamuhabwa et al. (2015), Ponis and Koronis (2012), Manuj and Mentzer (2008), Stecke and Kumar (2009), Wieland and Wallenburg (2013), Aigbogun et al. (2014), Carvalho et al. (2012b), McKinnon (2006)
	IO 4. Early Warning Detection Systems	This concerns the use of foresight to extend preparation time. Specifically, it can include intelligence generation through big data and the internet of things	5	8.1	Suweis et al. (2015), Christopher and Peck (2004), Stecke and Kumar (2009), Gunasekaran et al. (2011), Pettit et al. (2010)
	IO 5. Security	This refers to the security of both electronic information and the physical security of assets	4	6.5	Pettit et al. (2010), Stecke and Kumar (2009), Faisal and Banwet (2006), Elleuch et al. (2016a, 2016b)
	IO 6. Efficiency	The way in which resources are used so as to avoid unnecessary waste and disruption. This could refer to the presence of efficiency standards such as six sigma	4	6.5	Fiksel (2003), Pettit et al. (2010), Aramyan et al. (2007), Elleuch et al. (2016a, 2016b)
	IO 7. Contingency Plans	Pre-established crisis management teams and procedural guides for potential disruptions to enhance response speed and effectiveness. Most effective when combined with “IO4 Early Warning Detection Systems”	3	4.9	Zsidisin et al. (2010), Jüttner and Maklan (2011), Dani and Deep (2010)
	IO 8. Inventory Management	Increased visibility of supplier operations and transport mediums to reduce the amount of redundancy required in a disruption. Closely related to “IS4 Visibility”	3	4.9	Kleindorfer et al. (2005), Wu et al. (2013), Stecke and Kumar (2009)
	IO 9. Financial Strength	Availability of easily accessible financial assets. Linked to “IO1 Flexibility”	3	4.9	Pettit et al. (2010), Pereira et al. (2014), Dani and Deep (2010)
	IO 10. Leadership Commitment	This concerns the quality of leadership and how it interacts with the rest of an organisation. It might concern the ability to prioritise, inspire and to learn from others/past disruptions. Important in establishing effective risk management culture	3	4.9	Durach et al. (2015), Kamalahmadi and Parast (2016), Dani and Deep (2010)
	I0 11. Relationships	The way in which different teams and departments interact. Important aspects include communication methods and the routes of information flow	3	4.9	Smith et al. (2016), Durach et al. (2015), Christopher and Lee (2004)
	IO 12. Human Resource Management	This concerns the ways in which human assets are trained, retained and allowed to develop. Examples include skillsets generated (particularly ability to fulfil multiple roles) and the use of staff in identifying risk	2	3.2	Durach et al. (2015), Stecke and Kumar (2009)
	IO 13. Business Continuity	Contingency planning for the protection of “mission critical assets”. Key component of “IS10 Robustness”	2	3.2	Peck (2005), Suweis et al. (2015)
	IO 14. Innovation	Presence of shared beliefs, openness to learning and joint decision-making	2	3.2	Kamalahmadi and Parast (2016), Gölgeci and Ponomarov (2015)
	IO 15. Knowledge Management	Staff skills and knowledge retention that effect their ability to change pace and type of role in a disruption. Sometimes cited as a component of “IO1 Flexibility”	2	3.2	Scholten et al. (2014), Pereira et al. (2014)
	IO 16. Market Position	Factors such as market share, product differentiation and customer communications which can be manipulated to aid recovery in the event of a disruption. An aspect of “IO1 Flexibility”	1	1.6	Pettit et al. (2010)
	IO 17. Adaptive Management	Active monitoring of decisions made in relation to past disruptions and their outcomes for incremental learning	1	1.6	Milestad and Darnhofer (2003)
Intra-Supply Chain (IS)	IS 1. Collaboration	Refers to two or more actors working together to generate advantages that could not be achieved individually. This could be in the form of: Shared forecasting, postponement and risk sharing. Cooperation and partnership. Aim of reducing uncertainties and complexity. Integration of systems	19	31.1	Jüttner et al. (2011), Pettit et al. (2010), Christopher and Peck. (2004), Carvalho et al. (2014), Scholten et al. (2014), Barratt et al. (2004), Zacharia et al. (2009), Smith et al. (2016), Hohenstein et al. (2015), Tukamuhabwa et al. (2015), Kamalahmadi and Parast (2016), Gunasekaran et al. (2011), Chen et al. (2012), Giannakis and Louis (2011), Johnson et al. (2013), Habermann et al. (2015), Lee. (2014), Dani and Deep (2010), Elleuch et al. (2016a, 2016b)
	IS 2. Flexibility	Degree by which a supply chain can respond to changing operating environments and customer requests. Supply chain wide alternative options achieved through partnerships. Ability to move staff and equipment rapidly	18	29.5	Lam and Bai (2016), Natarajarathinam et al. (2009), Pettit et al. (2013), Tendall et al. (2015), Estrada-Flores et al. (2009), Stecke and Kumar (2009), Ivanov et al. (2015), Jüttner et al. (2011), Durach et al. (2015), Suweis et al. (2015), Soni et al. (2014), Skipper et al. (2009), Smith et al. (2016), Swafford et al. (2006), Stevenson and Spring (2007), Gligor and Holcomb. (2012), Aramyan et al. (2007)
	IS 3. Agility	The ability to respond quickly to unpredictable changes in supply and demand by changing configuration at tactical level. Examples include logistics capabilities and manufacturing flexibility	17	27.8	Christopher and Peck (2004), Wieland and Wallenburg (2013), Durach et al. (2015), Braunscheidel and Suresh (2009), Swafford et al. (2006), Durach et al. (2015), Tendall et al. (2015), Sharifi and Zhang (1999), Hohenstein et al. (2015), Tukamuhabwa et al. (2015), Kamalahmadi and Parast (2016), Gligor and Holcomb (2012), Pereira et al. (2014), Scholten et al. (2014), Aramyan et al. (2007), Johnson (2013), Dubey et al (2014), Sharifi and Zhang (1999)
	IS 4. Visibility	The ability to see structures, processes and products from one end of the supply chain to the other. Includes factors that aid availability of information such as channels for the sharing of risk information and IT infrastructure as well as frameworks guiding how this information is delivered to the right people at the right time	15	24.5	Christopher and Lee (2004), Pettit et al. (2013) Brandon-Jones et al. (2014), Carvalho et al. (2014, Soni (2014), Gunasekaran (2004), Smith et al. (2016), Durach et al. (2015), Faisal and Banwet (2006), Kamalahmadi and Parast (2016), Pereira et al. (2014), Stecke and Kumar (2009), Gunasekaran et al. (2011), Aigbogun et al. (2014), Johnson et al. (2013)
	IS 5. Adaptability	The ability of a system to adapt incrementally or to completely transform in response to a changing operating environment	9	14.75	Fiksel (2003), King (2008), Tukamuhabwa et al. (2015), Pettit.(2010), Sinclair et al. (2014), Estrada-Flores et al. (2009), Milestad and Darnhofer (2003), Lebel et al. (2006) Tendall et al. (2015)
	IS 6. Node Criticality	Exists when a single entity within a supply chain is depended upon by a disproportionately large number of other entities, for example, a key port facility. Can significantly influence “IS2 Flexibility”	6	9.8	Durach et al. (2015), Kamalahmadi and Parast (2016), Stecke and Kumar (2009), Aigbogun et al. (2014), Ratick et al. (2008), Fraser et al. (2005)
	IS 7.Information flow	Refers to the efficiency and effectiveness of information flow. Key determinant of “IS1 Collaboration”	6	9.8	Smith et al. (2016), Kamalahmadi and Parast (2016), Christopher and Peck (2004), Soni et al. (2014), Pereira et al. (2014), Faisal and Banwet (2006)
	IS 8. Velocity	Speed at which products reach end consumer. Specific examples include efficiency, reduction of lead times and synchronisation of schedules. Element of “IS3 Agility”	6	9.8	Carvalho et al. (2014), Jüttner et al. (2011), Christopher and Peck (2004), Kamalahmadi and Parast (2016), Pereira et al. (2014), Johnson et al. (2013)
	IS 9. Redundancy	Concerns the system wide design of emergency back-up and storage facilities, surplus pathways between nodes and the extent to which elements are replaceable	6	9.8	Spiegler et al. (2012), Ivanov et al. (2015), Milestad and Darnhofer (2003), Bode et al. (2011), Ratick et al. (2008), Fiksel (2003)
	IS 10. Robustness	Concerns the ability of a system to withstand a given amount of stress without loss of function	6	9.8	McDaniels et al. (2008), Bruneau et al. (2003), Tendall et al. (2015), Ivanov et al. (2015), Rodriguez-Nikl (2015), Wieland and Wallenburg (2013)
	IS 11. Self-organisation	Concerns the autonomy, ability and will of a system to internally organise itself as opposed to being completely at the whim of external forces	4	6.5	Milestad and Darnhofer (2003), Estrada-Flores et al. (2009), Lebel et al. (2006), Pettit et al. (2010)
	IS 12. Rapidity	Capacity to meet priorities and achieve goals in a timely manner to contain losses and avoid future disruption	4	6.5	Rodriguez-Nikl (2015), McDaniels et al. (2008), Tendall et al. (2015), Bruneau et al. (2003)
	IS 13. Established Communication Lines	Pre-planned communication infrastructure and protocols that aid response speed and effectiveness in a disruption situation	4	6.5	Suweis et al. (2015), Hohenstein et al. (2015), Stecke and Kumar (2009), Dani and Deep (2010)
	1S 14. Trust	Refers to the presence of enough trust between system actors that problems can be discussed openly. Key determinant of “IS1 Collaboration”	3	4.9	Kamalahmadi and Parast (2016), Pereira et al. (2014), Faisal and Banwet (2006)
	IS 15. Risk Management Orientation	Presence of risk management strategies throughout operations of all supply chain partners. Can significantly reduce recovery time and cost post-disruption	2	3.2	Durach et al. (2015), Jüttner et al. (2011)
	IS 16. Diversity	Refers to variety in inputs, suppliers, staff and customers and important in the generation of system wide redundancy	2	3.2	Fiksel (2003), Carvalho et al. (2012a, 2012b),
	IS 17. Cohesion	The existence of unifying factors between supply chain organisations, such as mutual end consumers, that can drive collaboration	2	3.2	Fiksel (2003), Carvalho et al. (2012a, 2012b),
	IS 18. Network Complexity	Refers to the number of nodes and length between them in a supply chain. Can effect rerouting options and communication times in a disruption	2	3.2	Durach et al. (2015), Pettit et al. (2010)
	IS 19. Co-Learning	This refers to the systems in place to aid supply chain wide joint learning from both near misses and actual disruptions	2	3.2	King (2008), Lebel et al. (2006)
	IS 20. Bargaining Power	The presence of factors such as significant vertical integration that can influence the ability of other entities to act in a resilient manor	1	1.6	Durach et al. (2015)
	IS 21. Community resources	The range of ecological, economic, social, physical, institutional and cultural resources a community can draw upon when faced with disruption	1	1.6	Smith et al. (2016)
	IS 22. Responsiveness	Supply chain responsiveness to customers, for example, the ability to drive down lead times	1	1.6	Aramyan et al. (2007)
	IS 23. Buffer capacity	Concerns the amount of change a system can undergo while retaining core functions. Major similarities with “IS10 Robustness”	1	1.6	Milestad and Darnhofer (2003)

Scope	Capability	Details	No. Papers	(%)	Sources
Intra-Organisational (IO)	IO 1. Flexibility	Ability of an organisation to adapt with minimum time and effort.Concerns the ability to switch suppliers, substitute ingredients, outsource processes, share materials and staff between sites, the ability of staff to fulfil multiple roles (IO15) and the levels of control over market position (IO16)	9	14.75	Tukamuhabwa et al. (2015), Kamalahmadi and Parast (2016), Pal et al. (2014), Stecke and Kumar (2009), Pettit et al. (2010), Tang (2006), Tomlin (2006), Zsidisim and Wagner (2010), Carvalho et al. (2012a, 2012b)
	IO 2. Risk Aware Culture	Describes the infrastructure a firm has in place to manage risk.For example this could include efficiency standards (IO4) such as six sigma, and the presence of Business Continuity (IO13) and Enterprise Risk Management Programmes	9	14.75	Christopher and Lee (2004), Blome and Schoenherr (2011), Jüttner and Maklan. (2011), Gölgeci and Ponomarov (2015), Ritchie and Brindley (2007), Peck (2005), Scholten et al. (2014), Thun and Hoenig (2011), Neureuther and Kenyon (2009)
	IO 3. Redundancy	Concerns the ability to alternate production capacity and to call upon surplus raw materials and finished inventory	8	13.11	Tukamuhabwa et al. (2015), Ponis and Koronis (2012), Manuj and Mentzer (2008), Stecke and Kumar (2009), Wieland and Wallenburg (2013), Aigbogun et al. (2014), Carvalho et al. (2012b), McKinnon (2006)
	IO 4. Early Warning Detection Systems	This concerns the use of foresight to extend preparation time.Specifically, it can include intelligence generation through big data and the internet of things	5	8.1	Suweis et al. (2015), Christopher and Peck (2004), Stecke and Kumar (2009), Gunasekaran et al. (2011), Pettit et al. (2010)
	IO 5. Security	This refers to the security of both electronic information and the physical security of assets	4	6.5	Pettit et al. (2010), Stecke and Kumar (2009), Faisal and Banwet (2006), Elleuch et al. (2016a, 2016b)
	IO 6. Efficiency	The way in which resources are used so as to avoid unnecessary waste and disruption.This could refer to the presence of efficiency standards such as six sigma	4	6.5	Fiksel (2003), Pettit et al. (2010), Aramyan et al. (2007), Elleuch et al. (2016a, 2016b)
	IO 7. Contingency Plans	Pre-established crisis management teams and procedural guides for potential disruptions to enhance response speed and effectiveness.Most effective when combined with “IO4 Early Warning Detection Systems”	3	4.9	Zsidisin et al. (2010), Jüttner and Maklan (2011), Dani and Deep (2010)
	IO 8. Inventory Management	Increased visibility of supplier operations and transport mediums to reduce the amount of redundancy required in a disruption.Closely related to “IS4 Visibility”	3	4.9	Kleindorfer et al. (2005), Wu et al. (2013), Stecke and Kumar (2009)
	IO 9. Financial Strength	Availability of easily accessible financial assets. Linked to “IO1 Flexibility”	3	4.9	Pettit et al. (2010), Pereira et al. (2014), Dani and Deep (2010)
	IO 10. Leadership Commitment	This concerns the quality of leadership and how it interacts with the rest of an organisation.It might concern the ability to prioritise, inspire and to learn from others/past disruptions.Important in establishing effective risk management culture	3	4.9	Durach et al. (2015), Kamalahmadi and Parast (2016), Dani and Deep (2010)
	I0 11. Relationships	The way in which different teams and departments interact.Important aspects include communication methods and the routes of information flow	3	4.9	Smith et al. (2016), Durach et al. (2015), Christopher and Lee (2004)
	IO 12. Human Resource Management	This concerns the ways in which human assets are trained, retained and allowed to develop.Examples include skillsets generated (particularly ability to fulfil multiple roles) and the use of staff in identifying risk	2	3.2	Durach et al. (2015), Stecke and Kumar (2009)
	IO 13. Business Continuity	Contingency planning for the protection of “mission critical assets”.Key component of “IS10 Robustness”	2	3.2	Peck (2005), Suweis et al. (2015)
	IO 14. Innovation	Presence of shared beliefs, openness to learning and joint decision-making	2	3.2	Kamalahmadi and Parast (2016), Gölgeci and Ponomarov (2015)
	IO 15. Knowledge Management	Staff skills and knowledge retention that effect their ability to change pace and type of role in a disruption.Sometimes cited as a component of “IO1 Flexibility”	2	3.2	Scholten et al. (2014), Pereira et al. (2014)
	IO 16. Market Position	Factors such as market share, product differentiation and customer communications which can be manipulated to aid recovery in the event of a disruption.An aspect of “IO1 Flexibility”	1	1.6	Pettit et al. (2010)
	IO 17. Adaptive Management	Active monitoring of decisions made in relation to past disruptions and their outcomes for incremental learning	1	1.6	Milestad and Darnhofer (2003)
Intra-Supply Chain (IS)	IS 1. Collaboration	Refers to two or more actors working together to generate advantages that could not be achieved individually. This could be in the form of:Shared forecasting, postponement and risk sharing.Cooperation and partnership.Aim of reducing uncertainties and complexity.Integration of systems	19	31.1	Jüttner et al. (2011), Pettit et al. (2010), Christopher and Peck. (2004), Carvalho et al. (2014), Scholten et al. (2014), Barratt et al. (2004), Zacharia et al. (2009), Smith et al. (2016), Hohenstein et al. (2015), Tukamuhabwa et al. (2015), Kamalahmadi and Parast (2016), Gunasekaran et al. (2011), Chen et al. (2012), Giannakis and Louis (2011), Johnson et al. (2013), Habermann et al. (2015), Lee. (2014), Dani and Deep (2010), Elleuch et al. (2016a, 2016b)
	IS 2. Flexibility	Degree by which a supply chain can respond to changing operating environments and customer requests.Supply chain wide alternative options achieved through partnerships.Ability to move staff and equipment rapidly	18	29.5	Lam and Bai (2016), Natarajarathinam et al. (2009), Pettit et al. (2013), Tendall et al. (2015), Estrada-Flores et al. (2009), Stecke and Kumar (2009), Ivanov et al. (2015), Jüttner et al. (2011), Durach et al. (2015), Suweis et al. (2015), Soni et al. (2014), Skipper et al. (2009), Smith et al. (2016), Swafford et al. (2006), Stevenson and Spring (2007), Gligor and Holcomb. (2012), Aramyan et al. (2007)
	IS 3. Agility	The ability to respond quickly to unpredictable changes in supply and demand by changing configuration at tactical level.Examples include logistics capabilities and manufacturing flexibility	17	27.8	Christopher and Peck (2004), Wieland and Wallenburg (2013), Durach et al. (2015), Braunscheidel and Suresh (2009), Swafford et al. (2006), Durach et al. (2015), Tendall et al. (2015), Sharifi and Zhang (1999), Hohenstein et al. (2015), Tukamuhabwa et al. (2015), Kamalahmadi and Parast (2016), Gligor and Holcomb (2012), Pereira et al. (2014), Scholten et al. (2014), Aramyan et al. (2007), Johnson (2013), Dubey et al (2014), Sharifi and Zhang (1999)
	IS 4. Visibility	The ability to see structures, processes and products from one end of the supply chain to the other.Includes factors that aid availability of information such as channels for the sharing of risk information and IT infrastructure as well as frameworks guiding how this information is delivered to the right people at the right time	15	24.5	Christopher and Lee (2004), Pettit et al. (2013) Brandon-Jones et al. (2014), Carvalho et al. (2014, Soni (2014), Gunasekaran (2004), Smith et al. (2016), Durach et al. (2015), Faisal and Banwet (2006), Kamalahmadi and Parast (2016), Pereira et al. (2014), Stecke and Kumar (2009), Gunasekaran et al. (2011), Aigbogun et al. (2014), Johnson et al. (2013)
	IS 5. Adaptability	The ability of a system to adapt incrementally or to completely transform in response to a changing operating environment	9	14.75	Fiksel (2003), King (2008), Tukamuhabwa et al. (2015), Pettit.(2010), Sinclair et al. (2014), Estrada-Flores et al. (2009), Milestad and Darnhofer (2003), Lebel et al. (2006) Tendall et al. (2015)
	IS 6. Node Criticality	Exists when a single entity within a supply chain is depended upon by a disproportionately large number of other entities, for example, a key port facility.Can significantly influence “IS2 Flexibility”	6	9.8	Durach et al. (2015), Kamalahmadi and Parast (2016), Stecke and Kumar (2009), Aigbogun et al. (2014), Ratick et al. (2008), Fraser et al. (2005)
	IS 7.Information flow	Refers to the efficiency and effectiveness of information flow.Key determinant of “IS1 Collaboration”	6	9.8	Smith et al. (2016), Kamalahmadi and Parast (2016), Christopher and Peck (2004), Soni et al. (2014), Pereira et al. (2014), Faisal and Banwet (2006)
	IS 8. Velocity	Speed at which products reach end consumer.Specific examples include efficiency, reduction of lead times and synchronisation of schedules.Element of “IS3 Agility”	6	9.8	Carvalho et al. (2014), Jüttner et al. (2011), Christopher and Peck (2004), Kamalahmadi and Parast (2016), Pereira et al. (2014), Johnson et al. (2013)
	IS 9. Redundancy	Concerns the system wide design of emergency back-up and storage facilities, surplus pathways between nodes and the extent to which elements are replaceable	6	9.8	Spiegler et al. (2012), Ivanov et al. (2015), Milestad and Darnhofer (2003), Bode et al. (2011), Ratick et al. (2008), Fiksel (2003)
	IS 10. Robustness	Concerns the ability of a system to withstand a given amount of stress without loss of function	6	9.8	McDaniels et al. (2008), Bruneau et al. (2003), Tendall et al. (2015), Ivanov et al. (2015), Rodriguez-Nikl (2015), Wieland and Wallenburg (2013)
	IS 11. Self-organisation	Concerns the autonomy, ability and will of a system to internally organise itself as opposed to being completely at the whim of external forces	4	6.5	Milestad and Darnhofer (2003), Estrada-Flores et al. (2009), Lebel et al. (2006), Pettit et al. (2010)
	IS 12. Rapidity	Capacity to meet priorities and achieve goals in a timely manner to contain losses and avoid future disruption	4	6.5	Rodriguez-Nikl (2015), McDaniels et al. (2008), Tendall et al. (2015), Bruneau et al. (2003)
	IS 13. Established Communication Lines	Pre-planned communication infrastructure and protocols that aid response speed and effectiveness in a disruption situation	4	6.5	Suweis et al. (2015), Hohenstein et al. (2015), Stecke and Kumar (2009), Dani and Deep (2010)
	1S 14. Trust	Refers to the presence of enough trust between system actors that problems can be discussed openly.Key determinant of “IS1 Collaboration”	3	4.9	Kamalahmadi and Parast (2016), Pereira et al. (2014), Faisal and Banwet (2006)
	IS 15. Risk Management Orientation	Presence of risk management strategies throughout operations of all supply chain partners.Can significantly reduce recovery time and cost post-disruption	2	3.2	Durach et al. (2015), Jüttner et al. (2011)
	IS 16. Diversity	Refers to variety in inputs, suppliers, staff and customers and important in the generation of system wide redundancy	2	3.2	Fiksel (2003), Carvalho et al. (2012a, 2012b),
	IS 17. Cohesion	The existence of unifying factors between supply chain organisations, such as mutual end consumers, that can drive collaboration	2	3.2	Fiksel (2003), Carvalho et al. (2012a, 2012b),
	IS 18. Network Complexity	Refers to the number of nodes and length between them in a supply chain.Can effect rerouting options and communication times in a disruption	2	3.2	Durach et al. (2015), Pettit et al. (2010)
	IS 19. Co-Learning	This refers to the systems in place to aid supply chain wide joint learning from both near misses and actual disruptions	2	3.2	King (2008), Lebel et al. (2006)
	IS 20. Bargaining Power	The presence of factors such as significant vertical integration that can influence the ability of other entities to act in a resilient manor	1	1.6	Durach et al. (2015)
	IS 21. Community resources	The range of ecological, economic, social, physical, institutional and cultural resources a community can draw upon when faced with disruption	1	1.6	Smith et al. (2016)
	IS 22. Responsiveness	Supply chain responsiveness to customers, for example, the ability to drive down lead times	1	1.6	Aramyan et al. (2007)
	IS 23. Buffer capacity	Concerns the amount of change a system can undergo while retaining core functions.Major similarities with “IS10 Robustness”	1	1.6	Milestad and Darnhofer (2003)

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