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In recent years the issue of supply chain risk has been pushed to the fore, initially by fears related to possible disruptions from the much publicised “millennium bug”. Y2K passed seemingly without incident, though the widespread disruptions caused by fuel protests and then Foot and Mouth Disease in the UK, and by terrorist attacks on the USA have...
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... Initially, supply chain vulnerability was defined as a form of "random disturbance" by Svensson [1], emphasizing the sensitivity and resilience of supply chain systems to both external and internal risks. Subsequent research has further developed this concept, highlighting diverse dimensions that span from identifying risk sources [2] to analyzing systemic consequences [3][4][5].With the acceleration of globalization, supply chain vulnerability has become a critical issue in supply chain management. Identifying the causes of supply chain vulnerability, analyzing its mechanisms, and formulating effective countermeasures are essential for ensuring the stable operation of supply chains. ...
With the deepening implementation of the centralized drug procurement policy in China, procurement efficiency has significantly improved, and the economic burden of medication on the public has been alleviated. Meanwhile, the structure and operational environment of the pharmaceutical supply chain have undergone notable changes. This study analyzes the emerging pharmaceutical supply chain structures under the centralized procurement model, summarizes the causes of pharmaceutical supply chain vulnerability based on previous research, and employs a system dynamics causal model to examine the causal relationships and influence pathways among these factors. The study identifies the vulnerability drivers at key nodes, including active pharmaceutical ingredient (API) suppliers, pharmaceutical manufacturers, public healthcare institutions, and retail pharmacies. Finally, it proposes reasonable strategies for enterprises to address pharmaceutical supply chain vulnerability from both preventive and mitigating perspectives.
... To achieve this, effective management requires the coordination and collaboration of supply chain partners that would ensure profitability and continuity even in the face of disruptions. In line with this approach, Tang (2006a) defines SCRM as: "The management of SCRs through coordination or collaboration among the supply chain partners so as to ensure profitability and continuity" Furthermore, the ultimate goals of effective SCRM involves not only monitoring and supervising unexpected interruptions but also proactively implementing suitable actions to control and minimize SCRs (Jüttner et al., 2003 ;Norrman and Jansson, 2004). ...
... Highly Regulated Industries (e.g., pharmaceuticals, banking, and aviation) require strict adherence to government regulations, data protection laws, and safety standards. Leaders in these sectors must integrate compliance into project planning, ensuring that projects meet stringent regulatory requirements while minimizing operational risks [25]. ...
... When departments operate in isolation, risk intelligence is not shared effectively, leading to fragmented decision-making. Breaking down silos and fostering interdepartmental communication is critical for ensuring an integrated approach to risk-informed leadership [25]. ...
... Compliance automation platforms such as Thomson Reuters Regulatory Intelligence use AI-powered natural language processing (NLP) to analyze global regulatory changes, reducing manual compliance workload and improving adherence to legal standards [24]. [25]. ...
In an era of increasing global uncertainty, evolving regulatory landscapes, and complex supply chain disruptions, resilient project leadership has become a critical determinant of project success. Traditional project management approaches, while effective in stable environments, often fail to address the unpredictable economic shifts, geopolitical instabilities, and regulatory constraints that impact global operations. The need for adaptive, risk-mitigating leadership frameworks is more pressing than ever, particularly in industries where regulatory compliance, cross-border supply chain resilience, and technological integration define competitive advantage. This study explores advanced project leadership strategies that enhance resilience against supply chain vulnerabilities, regulatory fluctuations, and external market uncertainties. Key methodologies include scenario-based risk modeling, AI-enhanced decision-making, and dynamic resource allocation, ensuring proactive rather than reactive project execution. Comparative analysis highlights the limitations of traditional risk assessment models in handling complex disruptions and demonstrates how machine learning, predictive analytics, and blockchain-based transparency solutions are revolutionizing supply chain resilience and compliance management. Furthermore, the role of strategic regulatory alignment is examined, emphasizing how project leaders can integrate real-time policy monitoring, agile compliance frameworks, and digital risk assessment tools to navigate complex legal landscapes. Cross-functional collaboration, stakeholder engagement, and leadership adaptability emerge as fundamental factors in reinforcing organizational agility and long-term project stability. By combining technological innovation, strategic foresight, and robust leadership principles, this study presents a resilient project leadership framework capable of mitigating uncertainty, optimizing regulatory compliance, and ensuring supply chain continuity in high-risk environments.
... Tuncel and Alpan (2010) outline four stages: risk identification, assessment, management, and monitoring. Similarly, Jüttner, Peck, and Christopher (2003) highlight four key aspects of SCRM: identifying risk sources in the supply chain, defining adverse outcomes, pinpointing risk drivers, and mitigating risks. Despite these frameworks, members of the Supply Chain Council report that fewer than half of organizations have established metrics and processes for assessing and managing supply risks. ...
Purpose: Most studies on supply chain risk management (SCRM) and health outcomes have focused on developed countries, leaving a gap in understanding how these dynamics play out in developing nations. This study seeks to address the gap by conducting the moderating effect of information technology capability on the relationship between supply chain risk management and health outcomes. Methodology: The research adopts a positivist philosophy. The study employs an explanatory research design, which aims to determine the cause-and-effect relationships between the variables.. The population of the study comprises individuals and organizations directly involved in the supply chain and healthcare sectors. A stratified sampling technique is employed to ensure representation from various subgroups within the population, such as supply chain managers, IT specialists, and healthcare workers. Using a confidence level of 95% and a margin of error of 5%, the sample size is calculated to be 220 participants. The study utilizes primary data sources. Findings: There is a strong and significant positive relationship between supply chain risk management and health outcomes. There is a significant and strong positive relationship between Information Technology Capability and Health outcomes. There is a positive and significant moderating role of Information technology capability in the relationship between supply chain risk management and health outcomes. Unique contribution to theory, practice and policy: Healthcare organizations can leverage big data analytics, artificial intelligence (AI), and blockchain to proactively identify and mitigate supply chain risks, leading to better patient care and resource allocation. Governments and health regulators can use IT-powered risk management frameworks to enforce standardized protocols for healthcare logistics, improving equity and accessibility. The study recommends that healthcare organizations should prioritize investment in robust IT infrastructure to ensure their supply chains are equipped to handle dynamic risks effectively. Organizations should also integrate IT into their existing supply chain risk management frameworks. Health care organizations must prioritize the collection, analysis, and utilization of data to enhance decision-making in the supply chain.
... The growing susceptibility of supply chains to disruptions-ranging from natural disasters and pandemics to supplier bankruptcies and geopolitical tensions-has driven the evolution of structured SCRM approaches (Ho et al., 2015;Lochan et al., 2021). Foundational models such as the risk matrix, fault tree analysis, and Failure Mode and Effects Analysis (FMEA) have been widely employed in procurement planning to identify vulnerabilities at the supplier, process, and network levels (Jüttner et al., 2003). In the retail context, these models are essential due to high product variety, fluctuating demand, short life cycles, and the reliance on just-in-time inventory strategies (Namdar et al., 2017). ...
... Despite higher transaction and coordination costs, multi-sourcing has been associated with superior supply risk performance metrics such as lower lead-time volatility, fewer stockouts, and greater supplier competition (Ho et al., 2015). Advanced data analytics tools and digital procurement platforms have further supported the management of multi-supplier portfolios through performance tracking and automated risk scoring (Jüttner et al., 2003). Scholars also note that dual sourcing is highly effective in balancing risk and cost when demand variability is moderate and suppliers differ in lead times or geographical exposure (Giannakis & Papadopoulos, 2016). ...
This systematic literature review investigates the multidimensional strategies employed in managing procurement risks within retail supply chains, emphasizing how modern retail environments are reshaping sourcing practices, risk modeling, and supplier relationship management. Utilizing the Preferred Reporting Items for Systematic Reviews and Meta-Analyses (PRISMA) guidelines, the study identified, screened, and reviewed a total of 98 peer-reviewed journal articles published between 2010 and 2024. The objective was to synthesize current academic and practical developments related to procurement risk, with a focus on themes such as sourcing flexibility, digital transformation, disruption response mechanisms, supplier performance measurement, and sustainability compliance. The analysis reveals a substantial evolution from traditional cost-driven procurement practices to resilience-centric models designed to mitigate the complex risks faced by globally distributed, high-velocity retail supply chains. Among the most significant findings is the widespread adoption of multi-sourcing, dual sourcing, and just-in-case inventory strategies, particularly in response to global crises like the COVID-19 pandemic. Moreover, the integration of digital technologies—including artificial intelligence, predictive analytics, blockchain, and the Internet of Things—has enabled procurement functions to transition from reactive to proactive risk management approaches, facilitating real-time supplier performance tracking and enhanced cross-tier visibility. The study also highlights a shift toward relational contracting and collaborative supplier partnerships, which are increasingly recognized as critical enablers of continuity, compliance, and shared risk responsibility. Despite these advancements, the review identifies persistent research gaps, including a lack of standardized supplier agility metrics, insufficient modeling of Tier-2 and Tier-3 supplier risk, and fragmentation in the application of procurement risk modeling frameworks across sectors. By consolidating diverse strands of literature, this study provides a comprehensive understanding of the current landscape of retail procurement risk management and outlines future research opportunities aimed at strengthening procurement resilience, technological integration, and sustainability in global retail ecosystems.
... According to the literature, "a disruption in a supply chain is a situation where there is a physical problem with product delivery to final market" (Montoya-Torres, 2021). Supply chain risk is defined as the "variation in the distribution of possible supply chain outcomes, their likelihoods, and their subjective values" (Jüttner et al., 2003). A detailed analysis of current literature on supply chain risk is presented in the book by Zsidisin and Ritchie (2009). ...
The Physical Internet (PI) is a relatively new logistics paradigm defined as a supply chain framework whose physical components are standardized and optimized with the main objective of increasing the supply chain's overall efficiency, resilience, and sustainability. Given the novelty of the PI concept, there is a lack of scientific literature addressing it from a quantitative point of view, although formulating and solving mathematical models representing resilient PI problems are relevant and innovative issues for academics, practitioners, and governments. In this work, we present a multiperiod mixed‐integer programming model to design PI‐enabled supply chain networks, in which both cost and resilience are optimized. Hyperconnection and multiple actors are considered in the proposed models. A lexicographic method is proposed to solve these models with multiple objectives, which includes a modified version of the hypervolume measure. Both newly designed and adapted benchmark instances are employed to assess our models' performance. We compare this model against a traditional proprietary logistics model and a horizontal collaboration model between two companies. Results show that hyperconnectivity increases resilience by and reduces the supply chain network design costs by . The risk of not satisfying the destination's demands is reduced as well. Furthermore, in the PI context, we propose a minimax model that has been proved to increase cost equity between the considered actors. This model reduces the average difference between the costs of these actors from to .
... Giannakis and Louis (2011) developed a multi-agent-based decision support system to detect interruptions and disruptions in supply chain processes, leading to quicker and more reliable information sharing throughout the supply chain. Risk, when dealing with the supply chain, is considered an unpredictable failure or undesirable outcome, encompassing any risks occurring during information flows, raw material, and production from initial suppliers to end-users in the entire supply chain (Jüttner et al., 2003). Previous studies suggest that supply chain risk refers to the negative deviation from expected performance measures, resulting in negative consequences for the focal firm (Wagner & Bode, 2008) and the potential variation of outcomes influencing the decrease of value-added at any activity cell in a chain (Bogataj & Bogataj, 2007). ...
... Previous studies suggest that supply chain risk refers to the negative deviation from expected performance measures, resulting in negative consequences for the focal firm (Wagner & Bode, 2008) and the potential variation of outcomes influencing the decrease of value-added at any activity cell in a chain (Bogataj & Bogataj, 2007). In the context of supply chain risk management, it can be defined as the recognition and control of supply chain risks to decrease susceptibility through a collaborative approach between supply chain actors (Jüttner, 2005;Jüttner et al., 2003). Supply chain risk management involves the administration of risks through allocation and collaboration among participants to ensure effectiveness and efficiency for the supply chain . ...
In today's dynamic business environment, supply chain disruptions and uncertainties were inevitable, posing significant challenges to firms aiming to maintain a competitive edge. Firms faced increasing risks from global supply chain complexities, geopolitical tensions, and unexpected events such as natural disasters and pandemics. This study addressed a critical knowledge gap by exploring the nuanced interplay between supply risk management (SRM) practices, a firm's competitive advantage, and the moderating influences of intellectual capital (IC) and risk management capability (RMC). Our research investigated these relationships through a survey of 284 Ghanaian SMEs and a comprehensive analysis. The results revealed that effective SRM practices significantly enhanced a firm's competitive advantage by enabling better risk identification, assessment, and mitigation strategies. However, contrary to conventional wisdom, the study found that high levels of intellectual capital could negatively moderate this relationship. This unexpected finding suggested that over-reliance on IC might introduce cognitive biases or resource allocation challenges that undermine SRM effectiveness, potentially leading firms to underestimate risks or misallocate resources. Conversely, the findings confirmed that robust RMC positively moderated the relationship between SRM and competitive advantage. Firms with strong risk management capabilities were better equipped to align their risk management practices with broader organizational strategies, enhancing their ability to respond to and recover from disruptions. This alignment allowed firms to maintain operational continuity and achieve strategic objectives, thereby reinforcing their competitive position in the market. This study contributes to the literature by providing a nuanced understanding of how SRM, IC, and RMC interacted to influence competitive advantage. It offered both theoretical insights into the complex dynamics of supply chain risk management and practical implications for organizations striving to optimize their supply chain strategies amidst a volatile
... 41 As a result, controlling supply risk is essential to controlling the supply chain. 42 As such, an organization's ability to succeed depends on its ability to identify supply risk sources and implement effective risk management strategies. 43,44 CAPA closure and verification : ...
The implementation of Corrective and Preventive Actions (CAPA) and Change Control is crucial in the pharmaceutical industry to ensure product quality, regulatory compliance, and patient safety. This paper explores the systematic approaches for establishing effective CAPA and Change Control processes, emphasizing their roles in identifying root causes of deviations, mitigating risks, and facilitating continuous improvement. By integrating CAPA and Change Control within the quality management system, pharmaceutical organizations can enhance operational efficiency and maintain compliance with industry regulations. Case studies highlight successful implementations and the resulting positive impacts on production quality and organizational resilience. The findings underscore the necessity of a proactive culture that prioritizes transparency, accountability, and collaboration across all levels of the organization.
... A research perspective on supply chain risk management is presented in the paper by Jüttner, Peck, and Christopher. The authors propose integrative frameworks for supply chain risk management that incorporate risk identification, evaluation, management strategies, and performance measurement (Jüttner et al., 2003). ...
Supply chains of the global economy are wedded to financial risks such as exchange risk, political risk, risk of variation in regulation, and risk of economic cycles. Mitigating of these risks is very crucial so as to guarantee the organization’s stability and its ability of making profits. This research paper analyses the measures that organizations have taken towards buffer financial threats in international supply systems. It explores the risk identification, risk evaluation and risk mitigation measures; that include, financial risk management, supplier diversification, application of IT and jointly managed risk-bearing structures. Importantly, the study also includes the discussion of the use of innovations, including blockchain and predictive analytics, in increasing positive financial reporting and better predicting necessary decisions. Examples of supply chain risk management solutions are discussed through various company examples and best practices. The case study lends credence to managing the financial risks in supply chain planning and realistic, responsive approaches to perpetuating profit margin in the unstable global economy. To the best of the author’s knowledge, this paper adds value to existing literature by offering specific recommendations that can be implemented by practitioners and policymakers to enhance supply chain manageability and affordability.
... The duplication of capacity enables enterprises to implement contingency measures to uphold operations during instances of managerial failure. Moreover, redundancy is expected to increase the flexibility of the supply chain, allowing enterprises to expedite resource deployment or preempt delays (Jüttner et al., 2003;Johnson et al., 2013;Kristianto et al., 2014). However, increasing redundancy in a supply chain remains a challenging problem. ...
As the economic environment becomes increasingly complex, enhancing supply chain resilience is crucial for the operations and long-term development of enterprises. Real-world supply chains, encompassing components such as goods, warehouses, and plants, often contain complex network structures, making resilience analysis a challenging task. This paper addresses this challenge from a network analysis perspective. We project the complex supply chain network into single-mode, multi-layer networks focusing on plants and warehouses. Utilizing a multi-layer community detection method, we identify local clusters within these networks. By uncovering closely connected clusters, we reveal the flexibility and redundancy in production capabilities among different plants and warehouses. An empirical study using real-world data demonstrates that multi-layer network clustering effectively uncovers indirect capacity linkages between plants and warehouses. The findings from this community detection are beneficial for strategic capacity management, aiding enterprises in managing supply shortages or sudden demand spikes.
