Purpose Supply chain risk in the auto manufacturer industry in Industry 4.0 is the subject matter of this article, aimed at electric vehicle (EV) and traditional vehicle (TV) manufacturers. The article seeks to rank possible risks and offer recommendations on building resilience. Design/methodology/approach A fuzzy-DEMATEL-AHP-PROMETHEE-II hybrid approach is used to assess and rank the risks. The risks are categorized into four types: supply, demand-side, operational and externalities, including pandemics and natural disasters. Findings The risk analysis identifies supplier vulnerabilities to bankruptcy and uncertain demand as major risks, emphasizing the importance of financial health and adaptability. Talent shortages and skill gaps are key operational risks, necessitating strong talent development and skill diversification. Natural disasters emerge as major external threats, highlighting the need for contingency planning, resilient infrastructure and intersectoral collaboration. Comparative analysis between EV and TV manufacturers reveals distinct risk profiles, enabling targeted interventions. The study contributes to performance management by aligning risk responses with resilience indicators, helping firms improve preparedness and resource deployment. Practical implications Suggestions involve increasing financial strength among suppliers, reducing demand volatility and compensating operating weaknesses. Investments in infrastructure resilience and shared risk management are required to reduce disruptions. Originality/value This study provides a novel framework for risk prioritization in automotive supply chains, offering comparative insights into EV and TV manufacturers and contributing actionable strategies for stakeholders to strengthen supply chain resilience.
Chauhan et al. (Thu,) studied this question.
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