Exportar Publicação

Morgado, D., Pereira, L. F., Dias, Á. L. & Crespo de Carvalho, J. (2026). Adaptive resilience in freight: Problem-solving strategies for the unexpected. Transportation Research Interdisciplinary Perspectives. 36

D. Morgado et al.,  "Adaptive resilience in freight: Problem-solving strategies for the unexpected", in Transportation Research Interdisciplinary Perspectives, vol. 36, 2026

@article{morgado2026_1772711104689,
	author = "Morgado, D. and Pereira, L. F. and Dias, Á. L. and Crespo de Carvalho, J.",
	title = "Adaptive resilience in freight: Problem-solving strategies for the unexpected",
	journal = "Transportation Research Interdisciplinary Perspectives",
	year = "2026",
	volume = "36",
	number = "",
	doi = "10.1016/j.trip.2025.101746",
	url = "https://www.sciencedirect.com/journal/transportation-research-interdisciplinary-perspectives"
}

TY  - JOUR
TI  - Adaptive resilience in freight: Problem-solving strategies for the unexpected
T2  - Transportation Research Interdisciplinary Perspectives
VL  - 36
AU  - Morgado, D.
AU  - Pereira, L. F.
AU  - Dias, Á. L.
AU  - Crespo de Carvalho, J.
PY  - 2026
DO  - 10.1016/j.trip.2025.101746
UR  - https://www.sciencedirect.com/journal/transportation-research-interdisciplinary-perspectives
AB  - This study examines how Portuguese freight transport managers address operational disruptions, including delays, vehicle breakdowns, and fluctuating demand. Through eighteen semi-structured interviews with certified managers, the research identifies key challenges and managerial responses. Common disruptions cited were scheduling delays (16 participants), breakdowns (13), and last-minute client requests (10). Managers predominantly relied on adaptive, experience-based strategies - such as real-time rerouting, maintaining backup vehicles, and proactive Client Relationship Management to manage expectations and maintain service quality. Five core problem-solving competencies emerged: adaptability (90%), crisis management (65%), client relationship management (60%), resilience (50%), and strategic planning (45%). While these strengths were notable, the study found limited application of collaborative problem-solving (CoPS) and minimal integration of sustainability practices. Managers cited high costs and insufficient policy support as primary barriers to adopting greener strategies. Technological use was largely limited to basic tools like GPS tracking and digital documentation. More advanced systems were underutilized due to financial and technical constraints. The research aims to (1) identify primary disruption types, (2) evaluate response strategies, (3) assess sustainability integration, and (4) examine the role of technology. This study extends the Dynamic Capabilities and Purchasing and Supply Management (PSM) competency frameworks by showing how managers in small/medium logistics firms rely on context-specific, improvisational approaches to manage disruptions. A new conceptual framework is proposed, linking disruption types, managerial competencies, and moderating factors such as limited resources and sustainability pressures. Policy recommendations include targeted training, digital upskilling, supportive incentives to promote resilience and sustainable innovation.
ER  -