We can distinguish between three
types of supply chain complexity: static, dynamic and decision making. While
static (structural) complexity describes the structure of the supply chain, the
variety of its components and strengths of interactions; dynamic
(operational) complexity represents
the uncertainty in the supply chain and involves the aspects of time and
randomness. The static–dynamic distinction has been primarily used to study
complexity in manufacturing systems (Calinescu,
Efstathiou, Schirn, & Bermejo, 1998; Calinescu, Efstathiou, Sivadasan,
& Huaccho Huatuco, 2001; Calinescu, Efstathiou, Sivadasan, Schirn, &
Huaccho Huatuco, 2000; Deshmukh, Talavage, & Barash, 1992; Deshmukh,
Talavage, & Barash, 1998; Frizelle & Woodcock, 1995; Huaccho Huatuco,
Efstathiou, Calinescu, Sivadasan, & Kariuki, 2009; Seyda Serdarasan, 2012) and supply
chains (Isik, 2010; Sivadasan, Efstathiou,
Frizelle, Shirazi, & Calinescu, 2002; Sivadasan et al., 1999).
Decision making complexity involves both static and dynamic aspects of
complexity (Calinescu, Efstathiou, Huaccho
Huatuco, & Sivadasan, 2001; Calinescu, Efstathiou, Sivadasan, et al., 2001;
Efstathiou, Calinescu, & Blackburn, 2002; Manuj & Sahin, 2011; Seyda
Serdarasan, 2012).
