The development of the supply chain is highly dependent on effective coordination strategies. One of the important ways for supply chain flexibility is to consider multiple methods of solving the problems. Consequently, the outcomes can be adjusted for the relevant solutions and to restrict the available solutions. The adaptive strategy of supply chain members is not only restricted to achieve a goal, but flexible arrangements are related to consider multiple goals and activities at the same time. Here the question arises about the flexibility and coordination mechanisms for the improved supply chains. There are some uncertainties in demand and supply chain process; therefore, it is important to bridge the gap by having an analysis of industrial practitioners in Hong Kong about the adaptability and flexibility of supply chains. There are some quantitative aspects of the flexibility in delivery quantity and inventory replenishment policy (Chavez, et al., 2014). In the supply chain, the flexibility in the delivery quantity is defined as quantity flexibility. Such kind of flexibility depends on the mutual agreement of customer and supplier and a wide range of customers are agree upon this process. The flexibility in quantity and delivery date could induce a negative impact on the allowable delivery process and supply chain management. Under certain conditions, flexibility in the due date and the delivery quantity provides more benefits to the customers and suppliers in terms of fill rate, cost, supply conditions, and demand process. In some condition, if the suppliers agree on the flexible approach, then the supply chain can become beneficial. Regarding the flexibility in terms of delivery quantity and due date of delivery, the business practitioner considered it as an actual process to reduce the cost of items. The flexibility in the supply chain should be under the allowable ranges with the coordination mechanism. In some companies, certain percentage conditions are considered to measure the performance. The range of flexible coordination mechanism could be different in certain situations. The main implementation is under allowable ranges and flexible approaches. On top of other approaches, the flexible inventory replenishment approach is highly used in many organizations. Besides the benefits, there are some trust barriers for the implementation of information and sharing system. The improvement of information sharing can be compensated in these scenarios (Chavez, et al., 2014).  On the basis of analysis, it can be concluded that the flexibility in the supply chain could get additional benefits under lower and upper bound conditions, and it can be used to produce benefits. In case, if the supplier suffers a lot, then flexibility is not possible and not allowed as well. Both flexibility and adaptability could lead to satisfactory outcomes in the companies. Increase of dynamically changing the business environment the effective supply chain management is a pivotal issue. By exploiting flexibility in the structure of the supply chain, the companies can achieve improved performance. The flexibility in employee decision and dynamic control can improve supply chain nodes in many possible ways. The flexibility in supply chain significant and potential impact on the progress of the company and industry implications (Paulraj, et al., 2017). The observations in previous research suggest that managers and designer should be flexible in the supply chain system. They should be highly flexible for the significant improvement in the business and reduction of cost. The dynamic supply chain modelling identifies the impact of flexibility on the enormous potential and challenging conditions of the company. The previous research analysis based on the supply chain flexibility revealed that unpredictable dynamics of supply chain flexibility in the supply chain could arise through several external and internal sources such as operating systems, competitions, customers, and suppliers (Johnsen, et al., 2014).

References of The flexibility of Supply Chain in Hong Kong

Chan, A. T., Ngai, E. W. & Moon, K. K., 2016. The Effects of Strategic and Manufacturing Flexibilities and Supply Chain Agility on Firm. European Journal of Operational Research, pp. 1-35.

Chavez, R., Yu, W., Feng, M. & Wiengarten, F., 2014. The Effect of Customer-Centric Green Supply Chain Management on Operational Performance and Customer Satisfaction. 25(3), p. 205–220.

Gunasekaran, A. et al., 2016. Big Data and Predictive Analytics for Supply Chain and Organizational Performance. Journal of Business Research, Volume 70, pp. 308-317.

Ha, A. Y. & Tang, C. S. eds., 2016. Handbook of Information Exchange in Supply Chain Management. s.l.:Springer.

Johnsen, T. E., Howard, M. & Miemczyk, J., 2014. Purchasing and Supply Chain Management: A Sustainability Perspective. illustrated ed. s.l.:Routledge.

Paulraj, A., Chen, I. J. & Blome, C., 2017. Motives and Performance Outcomes of Sustainable Supply Chain Management Practices: A Multi-theoretical Perspective. 145(2), p. 239–258.

Ross, D. F., 2016. Introduction to Supply Chain Management Technologies. 2 ed. s.l.:CRC Press.