Date of Conferral

2023

Degree

Doctor of Business Administration (D.B.A.)

School

Social Work

Advisor

Kenneth D. Gossett

Abstract

Abstract

Supply chain managers in the manufacturing transportation industry grapple with reducing the impact of disruptions in transportation supply chains since 50% of U.S. companies have experienced between six to 20 disruptions per year. Ineffective transportation disruption strategies negatively impact the performance and profitability of manufacturing organizations resulting in losses and business failure. Grounded in Goldratt’s philosophy and thinking process of the Theory of Constraints (TOC), the purpose of this qualitative multiple case study was to explore successful strategies supply chain managers in the manufacturing transportation industry used to reduce the impact of disruptions in transportation supply chains. The participants were three supply chain managers from three different manufacturing industries doing business in the Commonwealth of Massachusetts, who successfully implemented strategies that reduced the impact of disruptions in manufacturing transportation in their organizations. Data were collected through face-to-face semistructured interviews, archival records, and social media websites. Through thematic analysis, three themes emerged: (a) technology and innovative solutions, (b) supply chain collaborative efforts, and (d) logistics and transportation innovative strategies. A key recommendation is for supply chain managers to create multi-vendor transportation ecosystems to work together rather than working by themselves. The implication for positive social change includes the potential to create employment and increase local communities’ tax revenues that could be used to provide the most needed social services.

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