Background: Supply Chain Flexibility (SCF) has transitioned from being viewed merely as a competitive edge to now being essential for survival during the current “high-impact, low-frequency” disruption era. Most research treats Supply Chain Flexibility enablement as a list of unrelated elements. Methods: To address this gap, this study develops an Interpretive Structural Modelling (ISM) to illustrate how Supply Chain Flexibility elements impact “Data-Driven Organisational Culture” so they can provide core technology and operational capabilities to Supply Chain Flexibility. Results: The hierarchical structure developed indicates that the “Nature of Customers” is the main building block of Supply Chain Flexibility, whereas “Strategic Redundancies” are viewed as the result of an advanced Supply Chain Flexibility system rather than as an initial factor in Supply Chain Flexibility. This study develops an integrated framework to align the macro-level Supply Chain Flexibility elements with the five operational areas such as market, delivery, logistics, organisational and volume flexibility. Conclusions: The finding provides practical guidance for practitioners to prioritise foundational cultural and strategic investments before adopting software tools or other surface-level solutions, thereby supporting the systematic development of robust and sustainable Supply Chain Flexibility.
Narassima et al. (Tue,) studied this question.