Conference Agenda

Motivation - Retail supply chains are increasingly characterized by volatility, complexity, and susceptibility to disruptions on demand and supply sides, particularly in the globalized and complex domain of grocery products. Macro-level crises such as geopolitical uncertainties, extreme weather events, and pandemics have become the new normal, amplifying vulnerabilities associated with micro-level supply chain disruptions. The importance of resilience management is highlighted by supply chain disruptions affecting 85.7% of German grocery retailers in 2024 and global out-of-stock costs of USD 1.2 trillion.

Background - To efficiently maintain high levels of resilience, grocery retail logistics requires a detailed understanding of relevant mechanisms. While extant studies have primarily concentrated on organizational and structural mechanisms, such as technological systems, standardized processes, and strategic sourcing practices, these factors alone cannot fully explain resilience outcomes. Recent research indicated that human-level factors constitute a further key determinant. Employees contribute to resilience through disruption sensing, decision-making, information sharing, and adaptive action. However, effective transmission of human-level factors into resilience outcomes is highly contingent upon organizational conditions in which they are embedded. Organizational conditions may unlock or constrain the extent to which human-level factors contribute to supply chain resilience. How this interplay between organizational conditions and human-level factors shapes supply chain resilience has so far received limited attention.

Methodology - The present study follows a qualitative, exploratory research design and draws on 41 semi-structured empirical interviews conducted with managers, employees, and further key actors across German grocery supply chains. The interviews have been analyzed using the Gioia methodology.

Results - Findings reveal that human-level factors constitute a central foundation of supply chain resilience, while organizational conditions shape whether these human-level factors can be effectively translated into resilience. Specifically, organizational conditions influence the development, maintenance, and activation of relevant human-level factors, including situational awareness, adaptive decision-making, coordination, and learning capabilities. The results further indicate that resilience is not determined by the mere presence of favorable organizational conditions. Rather, a small number of unfavorable organizational conditions can overshadow the cumulative impact of all favorable conditions by constraining relevant human-level factors. Favorable organizational conditions are characterized by high information availability and quality, clear responsibilities, decision-making autonomy, effective coordination mechanisms, and a strong learning culture. In contrast, rigid structures, ambiguous roles, restricted discretion, technological shortcomings, resource limitations, and weak error- and learning-oriented cultures inhibit employees' ability to perceive disruptions, coordinate responses, and adapt effectively, thereby reducing overall supply chain resilience.

Implications - This study advances theoretical understanding of supply chain resilience by highlighting a human-centric and context-sensitive perspective. It demonstrates that resilience is shaped not only by the presence of human-level factors, but also by organizational conditions through which these factors become effective. It offers an integrated perspective linking human-level factors with workplace environments, managerial orientations, and communication practices, contributing to a more integrated perspective on resilience in grocery retail logistics towards conceptual foundations in supply chain management. From a managerial perspective, organizations should design supportive organizational conditions that allow human-level factors to contribute effectively to resilience during disruption situations.