Operations management in the face of global uncertainty from a strategic and resilient perspective

Abstract

Operations management currently faces a scenario of unprecedented volatility, where global uncertainty dictates the need to reconfigure value chains. Under this scenario, this field emerges as an emerging discipline that provides a new vision for organizational sustainability, interpreting knowledge derived from the relationship between management sciences, advanced logistics, and strategic foresight. This synergy leads to the optimization of production processes in an effort to transform the operational architecture, assuming resilience as the fundamental axis for business adaptability. In this context, the purpose of this article is to reflect on Operations Management and Global Uncertainty from a senior management perspective, interpreting the processes that strengthen managerial praxis through a strategic and resilient vision. To this end, a situational analysis is carried out that highlights the challenges faced by the executive level during strategic decision-making, in line with the demands of a globalized market that requires flexible structures and proactive leadership. For this, a documentary hermeneutics was developed that allowed the interpretation of operations management as a process of inter-collaboration, assuming the commitment to permanent innovation. The results demonstrated the need to redefine the organizational architecture and risk models to adapt managerial practice to sustainable development from a strategic and resilient vision. It is concluded that strategic flexibility must be assumed as the core competency that guarantees corporate continuity, the robustness of the value chain, and the fulfillment of organizational goals in times of crisis.