Article

Ericsson's Proactive Supply Chain Risk Management Approach After a Serious Sub-Supplier Accident

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Abstract

Supply chain risk management (SCRM) is of growing importance, as the vulnerability of supply chains increases. The main thrust of this article is to describe how Ericsson, after a fire at a sub-supplier, with a huge impact on Ericsson, has implemented a new organization, and new processes and tools for SCRM. The approach described tries to analyze, assess and manage risk sources along the supply chain, partly by working close with suppliers but also by placing formal requirements on them. This explorative study also indicates that insurance companies might be a driving force for improved SCRM, as they now start to understand the vulnerability of modern supply chains. The article concludes with a discussion of risk related to traditional logistics concepts (time, cost, quality, agility and leanness) by arguing that supply chain risks should also be put into the trade-off analysis when evaluating new logistics solutions – not with the purpose to minimize risks, however, but to find the efficient level of risk and prevention.

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... VSF&CIs often depend on inter-organizational and international SCs, combining public and private actors with often competing interests, limited overviews and unclear responsibilities. A disruption in one part of the SC can cause ripple effects (Norrman and Jansson, 2004;Ivanov et al., 2014) and affect other parts. Due to complex relations and dependencies in VSF&CIs, many risks cannot be managed by a single actor but require collaboration (Renn, 2008). ...
... Despite often having collaborative intentions and being defined as such (e.g. Norrman and Jansson, 2004;Fan and Stevenson, 2018;Friday et al., 2018;Friday et al., 2021), both in research and practice, supply chain risk management (SCRM) has mostly concentrated on a single company's risk management work as the unit of analysis (Ho et al., 2015;Fan and Stevenson, 2018). While improved SCRM can increase a VSF&CIs robustness and resilience, the inter-organizational characteristics of VSF&CIs make collaborative SCRM both difficult and very important. ...
... proactive risk identification, assessment, mitigation and monitoring as well as reactive actions -as described in numerous SCRM articles (e.g. Norrman and Jansson, 2004;Fan and Stevenson, 2018). These may be put in place collaboratively or separately by diverse public and private actors. ...
Article
Purpose Critical infrastructure (CI) sectors and their resilience are vital for societies to function. In many countries, vital societal functions (VSFs) and CIs depend on inter-organizational and international supply chains (SCs) which combine public and private actors with often competing interests and unclear responsibilities that create discontents. While collaborative supply chain risk management (SCRM) can increase the robustness and resilience of VSF&CIs, their inherent characteristics complicate SCRM. To understand this, supply chain risk governance (SCRG) has conceptually been introduced, suggesting collaborative mechanisms that facilitate inter-organizational SCRM. The purpose of this study is to elaborate on and substantiate the theoretical and practical relevance of an existing SCRG framework, by empirically exploring governance of collaborative SCRM and suggesting future research. Design/methodology/approach An abductive case study was performed in a VSF&CI, the Swedish food system, to contextualize top-level governance of collaborative SCRM and elaborate on the conceptual SCRG framework. Archival data supplemented expert interviews with public and private actors representing direct and indirect SC actors. Findings Current discourse and interventions in the Swedish food system’s SCRM confirmed discontent in governance and the importance of SCRG mechanisms and supported further conceptualization, e.g. of legal mechanisms vs economic incentives, the importance of government inquiries and the understanding of the influence of indirect public SC actors. Research limitations/implications Considering the geographical scope of the study, transferability is limited but invites comparisons with both other countries and the SCRG of other VSF&CIs. Proposed research avenues guide future conceptualization and contextualization of SCRG. Practical implications The framework can support CI actors to jointly find and reduce discontents related to inter-organizational SCRM and support policymakers to increase public–private collaboration. Originality/value The novelty lies in empirically studying SCRG in critical infrastructures by combining SCRM and risk governance lenses.
... Employees from different areas must be aware of the risk sources and know how to face them (Hoffmann et al., 2013). In the literature there are examples of companies that adopt this broad scope for SCRM (Christopher et al., 2011;Lavastre et al., 2012;Norrman and Jansson, 2004). ...
... An effective SCRM process also requires the use of resources such as people and teams, information systems, tools and budgets (Feitosa et al., 2021;Kırılmaz and Erol, 2017;Norrman and Jansson, 2004;Norrman and Wieland, 2020;Trkman et al., 2016). The availability of resources is among the factors that favour a company's ability to absorb risks (Blackhurst et al., 2011) and is observed in more mature risk management processes (Oliva, 2016 Rangel et al. (2015) Q) Risk of constraint in the supply of resources (raw materials, components, etc.) caused by the limited production capacity of suppliers, which leads the organisation to compete for these resources with other companies (rivals within the industry or companies from other industries). ...
... Collaborative risk management is supported by relational aspects (Fan and Stevenson, 2018), such as trust and a predisposition to work in partnership, and can cover a broad set of actions: timely and relevant sharing of information to improve supply chain visibility, joint decision-making, standardised procedures, etc. As risk management throughout the supply chain is a complex and very difficult task (J€ uttner et al., 2003), it is common a company to involve only the most important members in this process (Lavastre et al., 2012;Norrman and Jansson, 2004;Zsidisin et al., 2000) [47]. Companies that occupy privileged positions in the supply chain (typically those that produce the end products) must assume responsibility for the collaborative initiatives, given they usually have more resources, working practices, standards, and capabilities to manage risks (Alashwal et al., 2017;Lavastre et al., 2012;Vanalle et al., 2020). ...
Article
Purpose The study analysed the aerospace industry, a traditionally important sector for the topic of risk management, from three complementary perspectives: the supply chain risks present in the sector, the mitigation strategies adopted to face them, and the characteristics (dimensions) observed in the SCRM process of aerospace companies. Design/methodology/approach The research employed a quali–quantitative method: a survey was carried out, followed by interviews with professionals from companies belonging to different tiers of aerospace supply chains. Interviews helped to interpret the survey data and understand in more detail risk management in aerospace companies. Findings The study presents a panorama of the aerospace industry in terms of risk management. The sector’s turbulent environment is described as well as the strategies to prevent, minimise or postpone the impact of supply chain risks. In particular, ten dimensions that have been identified in the SCRM process of aerospace firms are discussed. These characteristics influence the objectives of this process and are related to resources, roles and responsibilities, incentives, development of competences and skills, scope (internal and external) and approaches to integrate decisions and actions in the context of the supply chain. Originality/value Articles that address the SCRM process usually focus on the process steps, whereas this study investigated dimensions that transcend these steps but whose discussion in the literature is still fragmented. It also analysed a reference sector for the topic from a broader perspective than others available in the literature (supply chain risks, mitigation strategies and characteristics of the SCRM process). Supply chain members with relationships with each other were investigated, a desirable approach for SCRM but still under-explored. The study also answers calls for industry-specific studies and research on emerging countries.
... This aligns with the Contingency Theory, which posits that organizations must adapt their practices to fit the specific circumstances or contingencies they face to achieve optimal performance . Effective facilities and human resource management can be viewed as contingencies that organizations need to address to mitigate supply chain disruptions, corroborating previous research that highlights their importance in supply chain risk management (Bode et al., 2011;Norrman and Jansson, 2004). ...
... From a contingency theory perspective, our results highlight the vital roles that facilities play. Three crucial organizational components are information management security, human resource security, and management security as vital organizational contingencies that need to be addressed to fit the specific circumstances and achieve optimal performance Norrman and Jansson, 2004). The negative associations found between facilities and human resource security with supply chain disruption occurrence (H1a, H1b) provide empirical evidence that these physical and personnel contingencies are crucial for proactively preventing and effectively managing disruptive events (Bakshi and Kleindorfer, 2009;Speier et al., 2011). ...
Article
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The study examined the mediating role of supply chain security performance on the relationship between supply chain security practices and supply chain disruptions occurrences in the manufacturing industry in Ghana. Drawing on a survey of 336 manufacturing firms, dynamic capability, and contingency theories were applied using structural equation modeling (SEM) to test the conceptual model. It was discovered that both direct and indirect hypotheses supported the findings of the study. The results indicate that Ghanaian manufacturing firms have made progress in implementing supply chain security measures. The findings revealed that the adoption of comprehensive supply chain security practices is positively associated with improved performance metrics, including reduced inventory losses and damages, faster order fulfillment and delivery times, lower costs related to security incidents, and enhanced brand reputation and customer trust. Policymakers can leverage these insights to develop support programs aimed at strengthening the security capabilities of manufacturing firms, ensuring they are equipped to compete effectively in both local and global markets, improving security performance, and reducing the likelihood and impact of supply chain disruptions. In the quest of bridging the gap between theory and practice, this research contributes valuable knowledge to the discourse on supply chain security in developing countries, offering a roadmap for enhancing resilience and performance in the manufacturing sector.
... By utilizing these technologies, infrastructure projects benefit from proactive risk management practices that ensure improved decision-making, resilience, and adaptability, which are essential in high-stakes environments (Ioannidou et al., 2019). Moreover, research highlights that modern risk mitigation also addresses socio-political risks, an area increasingly relevant to large-scale infrastructure projects (Norrman & Jansson, 2004). Socio-political risks, including community opposition, political instability, and shifting regulatory frameworks, have become prominent due to the growing environmental and social impacts of these projects (Thun & Hoenig, 2011). ...
...  Data Analytics,  BIM,  AI Integration Building Information Modeling (BIM) has emerged as a transformative tool in risk management, enabling enhanced visualization and real-time identification of project risks (Norrman & Jansson, 2004). BIM allows for the creation of digital models that represent all aspects of an infrastructure project, making it possible to visualize potential risk points and test project scenarios in a virtual environment before implementation (Wagner & Bode, 2006). ...
Article
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This study investigates the progressive shift in risk mitigation approaches within large-scale infrastructure projects, moving from traditional, reactive methods to integrated, proactive strategies that leverage advanced technology and address modern project complexities. Following PRISMA guidelines, a systematic review of 100 articles was conducted to synthesize recent research on technological innovation, organizational culture, and sustainability in risk management. Findings reveal that tools such as data analytics, Building Information Modeling (BIM), and digital twin technology enable precise, real-time risk monitoring and predictive insights, fostering greater resilience and efficiency. The study also emphasizes the importance of a strong risk-aware culture, where transparent communication and accountability, driven by leadership, play a crucial role in early risk identification and mitigation. Furthermore, the integration of sustainable practices into risk management not only mitigates environmental impacts but also strengthens long-term project resilience by aligning with regulatory and community expectations. The study highlights gaps in current risk frameworks, advocating for adaptable, hybrid models that merge traditional approaches with emerging technologies and sustainability. This comprehensive, forward-looking approach is essential for managing the complex and evolving risks inherent in today’s large-scale infrastructure projects.
... Supply Chain Risk Management (SCRM) is a managerial activity that includes the identification and management of supply chain risks, through a coordinated approach between SC members, to reduce SC vulnerability as a whole (Christopher, 2002;Jüttner, 2005). The main focus of SCRM is to understand, and try to avoid the ripple effects that risks can have on a SC (Norrman & Jansson, 2004). ...
... The main focus of SCRM is to understand and try to avoid, the ripple effects that risks can have on SC (Norrman & Jansson, 2004). Christopher (2002) suggests that the four main objectives of SCRM are to: ...
Conference Paper
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Purpose-Recently, the risk of counterfeit was reported as a high prevalent risk in the pharmaceutical supply chain (PSC). The continued presence of counterfeit medicines in the legitimate supply chain is considered as one of the biggest challenges that face pharmaceutical manufacturers operating in the Egyptian market. This not only imposes significant threats to supply chain (SC) performance but also negatively affects public health. The purpose of this paper is to investigate the counterfeit risk within the PSC in Egypt. Design/methodology/approach-This research follows a qualitative approach. Primary data were collected through interviewing senior experienced managers within various functional departments at the largest local private pharmaceutical corporation in Egypt. The findings were then scrutinized and discussed in the light of available literature. Findings-The research highlighted the nature and types of drug counterfeiting activities occurring in the PSC. Participants indicated that counterfeiters mostly pass of their fake products as genuine drugs, to deliberately deceive customers. Potential infiltrations of counterfeit drugs into the legitimate supply chain were identified. High level of supply chain fragmentation and minimal coordinated efforts are evident. Contrary to expectations, no clearly defined strategy is devised by supply chain members to manage counterfeit risk, implying low degree of preparedness toward counterfeit risk. Practical implications-Greater efforts are needed to improve transparency within the PSC through greater communication and information sharing. As a result, unauthorized products cannot be accounted for throughout the supply chain and will be treated and removed from the market. Originality/value-This research has gone some way towards enhancing our understanding of how counterfeit drugs may infiltrate the legitimate PSC. The empirical findings offer valuable insights for tailoring balanced and effective risk management strategies for counterfeit risk. Finally, this research will serve as a base for future rigorous studies addressing the issue of counterfeit risk within the pharmaceutical industry in Egypt.
... The revelation of major and unpredictable events is intricately entwined with strategic risk awareness initiatives, encompassing paradigms such as information sharing (Kleindorfer and Saad, 2005;Sheffi, 2001), adherence to total quality management principles (Lee and Whang, 2005), risk assessment strategies (Norrman and Jansson, 2004), and the identification of pivotal risk indicators (Zolkos, 2003). The imperative of extending these risk management paradigms across the entire supply chain is underscored by the transitory nature of risks originating from suppliers, which, in the context of natural disasters or other disruptive events, swiftly escalate to critical proportions for the focal firm. ...
... These strategies encompass diversification or modularity of processes and design, strategic inventory holding, risk-sharing mechanisms, adherence to the principles of Total Quality Management (TQM) (Lee and Whang, 2005), and the simplification of supply chain complexity, as articulated by Manuj and Mentzer (2008). Employing the conventional classification framework elucidated by Norrman and Jansson (2004), which delineates risks based on their frequency and impact, facilitates the determination of appropriate risk levels. Subsequent identification of general risk levels for major disruptions informs the judicious implementation of preventive measures, including the integration of seismic protection facilities, the establishment of backup stocks or alternative suppliers, and the formulation of contingency plans, collectively contributing to the effective reduction of outage impact. ...
Article
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Risk management should be seen as a continuous process, which needs to be updated and adjusted according to the changing business environment and organisational context. It is important that organisations approach risk management rigorously and allocate adequate time and resources to this process. The theoretical and methodological approaches summarised in this paper, could enable organisations to identify and classify potential risks and develop appropriate risk management strategies, as well as make informed decisions to mitigate the negative impact of risks and capitalise on opportunities. Risk assessment is part of a continuous risk management process, ensuring that the organisation remains prudent and prepared to meet the challenges of the changing business environment. A number of relevant aspects characterising risk management will be analysed and summarised, as well as risk management principles, tools and strategies. In addition to the theoretical approaches, an important part of the paper is devoted to highlighting the factors influencing risk and profitability and assessing the changes in the structure of these determinants as a result of the economic crisis generated by the COVID-19 pandemic. At the same time, we also aim to quantify the marginal impact of risks on profitability in order to optimise risk-profit and risk-capital-profitability relationships
... He argues that supply chain strategies need to be aligned with the right level of demand and supply risks encountered. (Lee H. 2022) In this paper, we followed the framework proposed by (Norrman and Jansson 2004) to prepare a risk matrix in Fig. 4 and also adopted the framework by (Oke and Mohan 2008), the risk classification was established in Table 2, after conducting a thorough analysis in a company record. (Norrman and Jansson 2004) The risks are classified as supply risks, demand risks and miscellaneous risks. ...
... (Lee H. 2022) In this paper, we followed the framework proposed by (Norrman and Jansson 2004) to prepare a risk matrix in Fig. 4 and also adopted the framework by (Oke and Mohan 2008), the risk classification was established in Table 2, after conducting a thorough analysis in a company record. (Norrman and Jansson 2004) The risks are classified as supply risks, demand risks and miscellaneous risks. (Lee H. 2022), (Ariyanti and Andika 2006) Proceedings of the 6 th Industrial Engineering and Operations Management Bangladesh Conference Dhaka, Bangladesh, December 26-28, 2023 © IEOM Society International ...
... Major research efforts have already been devoted to these changes, particularly in relation to crisis management (Asselt, Fels, Breuer, & Helsloot, 2017;Vlajic, Van der Vorst & Haijema, 2012) and supply chain risk management (SCRM) (Christopher et al�, 2002;Jiang & Yuan, 2019;Normann & Jansson, 2004;Smeltzer & Siferd, 1998). ...
... However, the main focus of research so far has been in the field of logistic responses to humanitarian, emergency, disaster and relief supply chains (Dolinskaya, 2018;Fakhruddin, Reinen-Hamill, & Robertson, 2019;Fernando, 2007;Heaslip et al�, 2019;Jiang & Yuan, 2019;Normann & Jansson, 2004;Seo, Miao, Almanza, & Behnke, 2018;Tatham & Christopher, 2018;Våland & Heide, 2005;Wright & Foster, 2018)� This research is still in its infancy, and there is a need for more empirical research to deepen and extend the insights and validate the theories (Jiang & Yuan, 2019;Vlajic et al�, 2012;Wankmüller & Reiner, 2020;Wegmann, 2020). Further research into the logistic response to food safety incidents in particular is needed, in order to make progress and meet the challenge of responding effectively (Leat & Revoredo-Giha, 2013) Food supply chains are challenged by various aspects, such as traceability (Trienekens, Wognum, Beulens, & Van der Vorst, 2012;Wilson et al�, 2016), food supply chain performance (Vlajic et al�, 2012;Voldrich et al�, 2019), branding (Czinkota, Kaufmann & Basile, 2014;León-Bravo, Caniato & Caridi, 2019), training (Arendt et al�, 2014;Arroyo-López, Cárcamo-Solís, Álvarez-Castañón, & Guzmán-López, 2017;Reynolds & Dolasinski, 2019), and trust (Astill et al�, 2019;Fadhel & Gupta, 2019;Jiang & Yuan, 2019;Rius-Sorolla et al�, 2020;Wilson et al�, 2016). ...
... These incidents have impacted the SC badly with millions and billions of dollars in financial burdens on overall profitability with unrecoverable losses for the many organisations and lives across various industries (Kochan and Nowicki, 2018;Oliveira et al., 2019). The major malevolent and ecological catastrophe events that have occurred in the last two decades and disrupted the SC are mapped in Figure 4. Recent disruptions include the Volkswagen emission scandal (Cabral et al., 2012), the Nepal earthquake (Bevilacqua et al., 2020), the Chennai flood caused by heavy rain in 2015 (Kumar et al., 2022b), an explosion at the BASF production plant in Ludwigshafen, Germany in 2016 (Ivanov et al., 2018), the production halt at BMW plants in Germany, China, and South Africa due to missing Bosch parts in 2017 (Spieske and Birkel, 2021), a fire at Meridian Magnesium's main plant due to an explosion in the tunnel (Norrman and Jansson, 2004), Nipah virus attack in the Indian state of Kerala (Soni et al., 2014), a worldwide shortage of PA66 due to ADN 'Adiponitrile' (Altendorfer, 2017;Shao and Jin, 2020), COVID-19 outbreak in 2020 (Inman et al., 2024), the US-China trade war (Brusset and Teller, 2017), power shortages in China (Tse et al., 2016), and worldwide semiconductor shortages (Vummadi and Hajarath, 2024), Russia Ukraine war (Belhadi et al., 2024a) and many more constantly remind us that we live in an unpredictable world and therefore our business is highly exposed to myriads of potential uncertainties and threats. Due to these facts, ASC is becoming more complex (Zahiri et al., 2017;Birkie et al., 2017) and therefore more vulnerable due to close interdependence on critical nodes with various elements relying on each other. ...
Article
The automobile industry is on the brink of a transformative shift towards sustainability. The change is driven by increasing environmental concerns, the evolving nature of customer preference, and stringent regulations. Therefore, automakers aim to reduce their carbon footprint to achieve sustainability in various aspects of the supply chain (SC). Thus, the research on supply chain resilience (SCRES) has captivated significant attention from both academics and professionals, especially in the current business environment, which is increasingly complex, constantly evolving, and presenting greater challenges to sustainability. In this context, a sustainable supply chain is essential for organizations and industries to remain competitive and in line with global economies. This manuscript presents a systematic literature review (SLR) of the selected journal articles published between 2010 and June 2024, focusing specifically on automobile supply chains and resilience. The study highlights 3 risk stages, 12 SCRES core capabilities, and 6 NextGen digital supply chain technologies (NextGen-DSCTs) capabilities. We involved 25 industry practitioners to discuss the outcome of SLR. Based on the feedback from experts, we proposed an integrated, holistic SCRES framework, which is easy to absorb, and understand and provides guidelines to industry practitioners to manage supply chain risks and uncertainties effectively at different stages of the automobile supply chain for a sustainable future.
... In the early stages of SCRM, risk management strategies were primarily focused on operational risks such as delays in transportation, supplier failures, and production halts (Berger et al., 2004). These early strategies typically employed reactive approaches, where companies responded to risks only after disruptions had already impacted the supply chain (Norrman & Jansson, 2004). However, as supply chains became more global and complex, scholars began advocating for proactive risk management practices, where risks are identified, assessed, and mitigated before they materialize (Jüttner, 2005). ...
Article
Full-text available
This study investigates strategic approaches to mitigating risks in transportation and logistics within global supply chains, focusing on the integration of advanced technologies, flexibility, collaboration, and sustainability. By employing the Preferred Reporting Items for Systematic Reviews and Meta-Analyses (PRISMA) guidelines, the study systematically reviews 37 key articles to provide a comprehensive understanding of modern risk management practices. The findings reveal the increasing reliance on technologies such as predictive analytics, the Internet of Things (IoT), and blockchain for enhancing visibility, monitoring, and decision-making. Flexibility in logistics networks, including alternative sourcing and diversified transportation routes, emerged as crucial for mitigating disruptions, while collaboration among supply chain partners, particularly through real-time information sharing, significantly reduces risk exposure. Additionally, the study highlights the growing integration of sustainability into risk management, addressing climate change and environmental risks. This research underscores the need for proactive, adaptable, and sustainable risk management strategies to maintain supply chain resilience in the face of evolving global challenges.
... Companies striving for continuous SCFLOWS can face significant disruptions. For example, a 2000 fire at Ericsson's chip supplier's factory led to a $400 million loss due to disrupted chip flow (Norrman and Jansson, 2004), and a 2006 earthquake in Taiwan damaged internet cables, interrupting information flow and causing shipping delays in Shanghai (Tang and Musa, 2011). Besides such major incidents, routine issues also disrupt SCFLOWS, including inventory stockouts affecting goods flow (Wu et al., 2013), conveyor belt failures halting package flow (Ashraf et al., 2022b), road blockages delaying material and equipment flow (Ngai et al., 2012), cyber-attacks disrupting information flow (Pandey et al., 2020), and customer bankruptcies obstructing financial flow (Tang and Musa, 2011). ...
Article
Purpose Despite being a fundamental concept, the field of supply chain management (SCM) exhibits a significant lack of consensus regarding the definition of supply chain flows (SCFLOWS). Additionally, there has been an over-reliance on three flows – material, information and finance – while various other flows crucial to SCM performance have been overlooked. Hence, the purpose of this study is twofold: (1) to explore the multi-dimensional nature of SCFLOWS and (2) to identify additional flows beyond the commonly acknowledged ones that are vital for SCM performance. Design/methodology/approach This study employs various qualitative methods as part of the abduction process. The methods include in-depth interviews with logistics professionals, a Delphi study involving SCM scholars and a focus group comprising airline industry practitioners. Findings Seven SCFLOWS dimensions are identified and presented as SCFLOWS framework. Also, two additional flows, i.e. human and capital equipment, are proposed as vital to SCM performance. Originality/value This is the first study to introduce SCFLOWS framework to achieve consensus in the field. By introducing two additional flows, it proposes extending the SCFLOWS boundary to include various flows overlooked previously but pertinent to SCM performance. The SCFLOWS framework serves as a systematic guide to validate additional flows and represents an important step towards building SCM theory.
... In the early stages of SCRM, risk management strategies were primarily focused on operational risks such as delays in transportation, supplier failures, and production halts (Berger et al., 2004). These early strategies typically employed reactive approaches, where companies responded to risks only after disruptions had already impacted the supply chain (Norrman & Jansson, 2004). However, as supply chains became more global and complex, scholars began advocating for proactive risk management practices, where risks are identified, assessed, and mitigated before they materialize (Jüttner, 2005). ...
Article
Full-text available
This study investigates strategic approaches to mitigating risks in transportation and logistics within global supply chains, focusing on the integration of advanced technologies, flexibility, collaboration, and sustainability. By employing the Preferred Reporting Items for Systematic Reviews and Meta-Analyses (PRISMA) guidelines, the study systematically reviews 37 key articles to provide a comprehensive understanding of modern risk management practices. The findings reveal the increasing reliance on technologies such as predictive analytics, the Internet of Things (IoT), and blockchain for enhancing visibility, monitoring, and decision-making. Flexibility in logistics networks, including alternative sourcing and diversified transportation routes, emerged as crucial for mitigating disruptions, while collaboration among supply chain partners, particularly through real-time information sharing, significantly reduces risk exposure. Additionally, the study highlights the growing integration of sustainability into risk management, addressing climate change and environmental risks. This research underscores the need for proactive, adaptable, and sustainable risk management strategies to maintain supply chain resilience in the face of evolving global challenges
... For instance, an illustrative example of a local disruption is the Philips microchip plant fire that occurred in New Mexico in 2000, which had repercussions limited to that particular facility. Researchers and scholars, such as (Norrman & Jansson, 2004), have explored and documented local disruptions extensively. Moving beyond localized disruptions, regional disruptions encompass a broader scale, impacting multiple nodes and arcs within a particular geographic region. ...
Article
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With increased globalisation supply chain (SC) disruption significantly affects people, organisations and society. Supply chain network design (SCND) reduces the effects of disruption, employing mitigation strategies such as extra capacity and flexibility to make SCs resilient. Currently, no systematic literature review classifies mitigation strategies for SCND. This paper systematically reviews the literature on SCND, analysing proposed mitigation strategies and the methods used for their integration into quantitative models. First to understand the key failure drivers SCND literature is categorised using geography, with local, regional or global disruptions linked to vulnerable sections of a SC. Second, the strategies used in mathematical models to increase SC resilience are categorized as proactive, reactive, or SC design quality capabilities. Third, the relative performance of mitigation strategies is analysed to provide a comparison, identifying the most effective strategies in given contexts. Forth, mathematical modelling techniques used in resilient SCND are reviewed, identifying how strategies are integrated into quantitative models. Finally, gaps in knowledge, key research questions and future directions for researchers are described.
... Put differently, the ability to withstand is about robustness, while the ability to recover or bounce back is about resilience (Munoz et al., 2022). SC robustness can result from experiences with prior disruptions, encouraging firms to place long-term investments to make their networks less prone to the negative impact of risky events (Norrman and Jansson, 2004). As such, transformation because of prior disruptions (Wieland et al., 2023) can eventually yield a robust SC in the future-leading to what Melnyk et al. (2014) call a "hardy supply chain." ...
Article
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Purpose Despite the proliferation of cyberthreats upon the supply chain (SC) at large, knowledge on SC cybersecurity is scarce and predominantly conceptual or descriptive. Addressing this gap, this research examines the effect of SC cyber risk management strategies on integration decisions for cybersecurity (with suppliers, customers, and internally) to enhance the SC’s cyber resilience and robustness. Design/methodology/approach A research model grounded in the supply chain risk management (SCRM) literature, with roots in the Dynamic Capabilities View and the Relational View, was developed. Survey responses of 388 SC managers at US manufacturers were obtained to test the model. Findings An impact of SC cyber risk management strategies on internal cyber integration was detected, which in turn impacted external cyber integration with both suppliers and customers. Further, a positive effect of internal and customer cyber integration on both cyber resilience and robustness was found, while cyber integration with suppliers impacted neither. Practical implications Industry practitioners may adapt certain risk management and integration strategies to enhance the cybersecurity posture of their SCs. Originality/value This research bridges between the established domain of SCRM and the emergent field of SC cybersecurity by forming and testing novel relationships between SCRM-rooted constructs tailored to an SC cyber risks context.
... The SC has become more complex, as uncertainty scenarios directly influence its performance (de Assunção et al., 2020). In this way, the concept of Risk Management in the Supply Chain (RMSC) emerged from the concern with vulnerabilities and risks of disruptions in the SC, aiming to reduce the probability of these risks (Norrman and Jansson, 2004). ...
Article
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Purpose This paper is dedicated to elaborating, proposing and validating an action plan to enhance the mitigation of risks generated by the COVID-19 pandemic in the electric sector supply chain, aiming to promote a more resilient supply chain. Design/methodology/approach For this, a systematic review of the literature was carried out to prepare an action plan that was validated by a group of experts, through the Delphi methodology. Findings As a result, an action plan was obtained, with 18 actions subdivided into 13 resilience elements and related to 20 main risks arising from the pandemic. The actions oriented to the development of relationships among supply chain members, promotion of a culture oriented to learning and problem solving, contingency plan, safety stock and risk management were pointed as those capable of generating resilience in the chain analyzed in the moment of crisis. Originality/value The results achieved can contribute to the expansion of debates in the area of resilient supply chain management, as well as contribute to supply chain managers in their elaboration and definition of actions that aim to make the supply chain more resilient. It is noteworthy that no similar study was found in the literature considering the specificities of supply chain management in the Brazilian Amazon region.
... Risks related to suppliers can be categorized into several types. Environmental, organizational and supply chain-related (Norrman & Jansson, 2004). Supply risk, which refers to uncertainty and variability in the supply of materials or components; demand risk, related to variability and uncertainty in demand; process risk, which is related to instabilities in operational production processes (Chen et al., 2013;Kilic et al., 2023;Parast & Subramanian, 2021). ...
Article
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Paper aims: This research proposes a tool for assessing supply risk, taking into account supply chain performance criteria. Originality: The results show that risk management can contribute to better supply chain performance when supplier selection procedures consider the risks involved and how they are related to supply chain performance criteria. Research method: A systematic literature review (SLR) was carried out on supplier selection, performance evaluation and risk management in the supply chain. The statistical tool IRT (Item Response Theory) was used to establish the level of difficulty in eliminating the types of risks identified and associated with the supply chain performance criteria, based on the probability of each situation occurring. Main findings: With this scale, it is possible to identify which types of risk and performance criteria are most difficult for suppliers to meet and then define a plan for mitigating the risks that are harder to eliminate. Implications for theory and practice: Based on the tool developed, organizations have greater understanding of how risks affect the performance of their supply chain and with that knowledge they can act to minimize the effects of the risks that are most difficult to eliminate.
... This process monitors and controls identified risks, residual risks, identifying new risks, ensuring the execution of risk plans, and evaluating their effectiveness in reducing risk (Waters, 2010). Effective SCRM executes this process by deliberately adopting appropriate measures in order to mitigate and manage supply chain risks (Kilubi, 2016;Jüttner et al., 2003;Norrman and Jansson 2004). Ghadge et al. (2012) and Kilubi (2016) both distinguish between proactive and reactive risk mitigation approaches. ...
Thesis
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This research explores that status of supply chain risk management (SCRM) in manufacturing small and medium enterprise (SMEs) in South Africa. This is accomplished through the development of a conceptual framework based on the extant literature on SCRM, risk and risk management in SMEs and risk theory. The framework is tested through a mixed-method multiple case study design in eight South African manufacturing SMEs of different sizes in the furniture and metal industries in Gauteng, South Africa. This approach addresses theoretical gaps relating to the lack of frameworks that develop and present a holistic approach to better understand how supply chain risk is managed in SMEs, as well as, methodological gaps where there is a call for more case study based empirical studies on SCRM, and in particular in SMEs. A significant finding of this research is that while SME owner-managers do not have formal risk management procedures like their counterparts in large organisations, they informally follow risk management processes advocated in the literature, namely, the risk identification, risk analysis and risk handling aspects of the formal process. This finding, supported by the evidence, is significant as the literature has been ambivalent. Hence, this research is ground-breaking as it provides for a strong position on this debate. These implicit processes make use of environmental scanning for ongoing risk identification, risk analysis and risk handling is exhibited in the owner-manager’s conversations and actions regarding risk to and in the business. Prevention and mitigation are the most common risk handling modes employed by SME owner-manager and are based on the experience; knowledge and intuition of owner-managers. This research contributes through another important finding in that SMEs possess risk management capabilities. Risk management capability is demonstrated by the OMs in this research through their capability to leverage resources and use them effectively in preventing and/or mitigating risk. This research, hence, augments Lindbom et al.’s (2015) theoretical proposition of risk management capability by providing empirical evidence that tests and supports the proposition. Further key findings of this research are that supply chain risks are not the most prevalent risks in manufacturing SMEs in South Africa. Risks within the company operational environment, such as, financial, strategic and operations risks, take precedence. Supply chain risks on the demand side receive more focus than those on the supply side
... Effective supply chain risk management aims to prevent unanticipated events by methodically putting into place suitable risk mitigation strategies (Juttner et al. 2003;Norrman and Jansson 2004;Juttner 2005). Given the potentially disastrous effects of risk occurrences, supply chain risk management literature continues to expand and attract significant interest from top managers. ...
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Relief organisations face significant logistical challenges in the aftermath of natural disasters, characterised by volatile environments. Effective risk management in these contexts hinges on the identification, evaluation, and mitigation of potential risk events. This study addresses this critical need by aiming to identify and prioritise the most critical strategies to improve resilience. To achieve this, a novel framework, the Fuzzy Analytical Hierarchy Process - A fuzzy Technique for Order Performance by Similarity to Ideal Solution (FAHP-FTOPSIS), is proposed. An empirical application demonstrates that this framework effectively and systematically prioritises strategies for mitigating risks. This study examined existing mitigation strategies and identified eight that are particularly significant. Among these, collaboration and coordination, flexible transportation capabilities, and flexible supply bases emerged as the three most critical mitigation strategies for emergency supply chains. This finding emphasises the importance of prioritising these critical strategies in the development of strategic emergency supply chain plans. The practical implementation of these strategies, substantiated by empirical data from credible sources, would significantly enhance the preparedness of stakeholders and relief actors. This translates to a proactive ability to anticipate and respond to potential risk factors, ultimately leading to a more effective response to natural disasters.
... Conforme Norrman et al. (2004), a gestão de riscos representa um processo decisório fundamental relacionado à avaliação e aceitação dos riscos, bem como à implementação de medidas para reduzir a probabilidade e mitigar as consequências de sua ocorrência. Nesse contexto, a literatura, têm empregado ferramentas destinadas a gerir os riscos e a otimizar a Diversos estudos têm se utilizado de métricas de desempenho como ferramentas essenciais na busca pela otimização da gestão da cadeia de suprimentos omnichannel. ...
Conference Paper
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A busca pela otimização da gestão da cadeia de suprimentos omnichannel requer métricas de desempenho essenciais, englobando custo total, lucratividade, tempo de processamento, eficiência de custos, sustentabilidade, integração, visibilidade, eficiência de entrega e satisfação do cliente. Para isso, foi conduzida uma revisão sistemática da literatura, correlacionando descobertas com formulários de referência de empresas do setor de varejo eletrônico. A análise dos formulários de referência da Magazine Luiza S.A. e Via Varejo S.A. revelou estratégias de otimização, como aquisições estratégicas, expansão logística, logística sustentável, integração de canais, marketplace e ampliação de ofertas. Ambas as empresas priorizaram a transformação digital, com destaque adicional da Via Varejo na expansão logística. Os resultados ressaltam a importância da tecnologia, inovação e sustentabilidade na otimização da cadeia de suprimentos omnichannel, além da necessidade de uma abordagem integrada e multifacetada para atender às demandas crescentes dos consumidores e enfrentar os desafios do mercado atual. Palavras-chave: Cadeia de Suprimentos, Otimização, Omnichannel, Varejo Eletrônico.
... Inter-firm collaboration is a valuable strategy to mitigate risks when the parties involved do not behave opportunistically, and therefore, their objectives are aligned (Cao et al., 2010;Eisenhardt, 1989). When such conditions are verified, the allocated contingency can be adequately adjusted to the purpose, and the vulnerability to disruptions decreases (J€ uttner, 2005;Li et al., 2015;Nishat Faisal et al., 2006;Norrman and Jansson, 2004;Tang and Nurmaya Musa, 2011). ...
Article
Purpose This study builds on the panarchy theory by viewing the supply chain as a socio-ecological system and further expands it by considering the within-level linkages internal to the supply chain level. Three types of linkages are considered: the two cross-level linkages with the planetary and the political-economic levels and the supply chain within-level linkages. The research questions are addressed using the data gathered by the Carbon Disclosure Project within its Supply Chain Programme. Design/methodology/approach This work aims to study, applying the lens of panarchy theory, how the planetary and the political-economic levels affect the supply chain within-level linkages for sustainability. Furthermore, the difference in how these cross-level linkages influence focal firms and first-tier suppliers is explored. Findings The results show that considering the planetary-supply chain linkage, climate change risk exposure is likelier to foster within-level linkages with buyers than with suppliers. Further, climate change mitigation investments have different roles in the different tiers: focal firms are pushed to strengthen the linkages with their suppliers when they lose efficacy in improving their carbon performance, whereas first-tier suppliers exploit investments to gain legitimacy. Discussing the political-economic level effect, perceptions from first-tier suppliers could be two-fold: they could perceive a mandating power mechanism or exploit policymakers’ knowledge to advance their capabilities. Originality/value The results contribute to the sustainable supply chain management literature by providing empirical evidence of the cross-level linkages theorised by the panarchy theory. Moreover, the concept of within-level linkages is proposed to apply the theory in this field.
... Risks can be put into groups based on how they affect the business and the organization [59]. Additionally, it can be managed by considering the different types of risk [60,61], such as variables linked to the organization, the environment, or the supply chain that are hard to predict and influence the chain's results [62]. ...
Article
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Globalization and multinational commerce have increased the dynamism and complexity of supply networks, thereby increasing their susceptibility to disruptions along interconnected supply chains. This study aims to tackle the significant concern of supplier selection disruptions in the Thai agri-food industry as a response to the aforementioned challenges. A novel supplier evaluation system, PROMETHEE II, is suggested; it combines the Fuzzy Analytical Hierarchy Process (FAHP) with inferential statistical techniques. This investigation commences with the identification of critical indicators of risk in the sustainable supply chain via three phases of analysis and 315 surveys of management teams. Exploratory factor analysis (EFA) is utilized to ascertain six supply risk criteria and twenty-three sub-criteria. Following this, the parameters are prioritized by FAHP, whereas four prospective suppliers for an agricultural firm are assessed by PROMETHEE II. By integrating optimization techniques into sensitivity analysis, this hybrid approach improves supplier selection criteria by identifying dependable solutions that are customized to risk scenarios and business objectives. The iterative strategy enhances the resilience of the agri-food supply chain by enabling well-informed decision-making amidst evolving market dynamics and chain risks. In addition, this research helps agricultural and other sectors by providing a systematic approach to selecting low-risk suppliers and delineating critical supply chain risk factors. By bridging complexity and facilitating informed decision-making in supplier selection processes, the results of this study fill a significant void in the academic literature concerning sustainable supply chain risk management.
... Leveraging analytics for supplier risk assessment involves ensuring supplier reliability and reducing dependency on single-source suppliers. By utilizing data-driven insights, organizations can assess the reliability of their suppliers and identify potential risks associated with single-source dependencies, thereby enabling them to diversify their supplier base and minimize vulnerabilities in the supply chain (Manuj & Mentzer, 2008;Norrman & Jansson, 2004). ...
Article
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The COVID-19 pandemic has triggered unprecedented disruptions across global supply chains, challenging businesses to reassess and optimize their supply chain analytics strategies. This paper delves into the far-reaching impact of the pandemic on supply chain analytics, providing a comprehensive global review of the challenges, innovations, and transformations that have emerged. The pandemic-induced disruptions have exposed vulnerabilities in traditional supply chain models, prompting organizations to reevaluate their analytics frameworks. The sudden fluctuations in demand, supply chain interruptions, and logistics bottlenecks necessitated a rapid response, pushing companies to leverage advanced analytics to enhance visibility and agility in their supply chain operations. This global review reveals that organizations have increasingly turned to predictive analytics, machine learning, and artificial intelligence to navigate the uncertainties introduced by the pandemic. These technologies have enabled real-time data analysis, forecasting, and scenario planning, empowering businesses to make informed decisions amidst the dynamic and unpredictable nature of the crisis. Moreover, the study highlights the importance of data-driven insights in risk management within the supply chain. Organizations have recognized the need for robust analytics tools to identify, assess, and mitigate risks associated with suppliers, transportation, and geopolitical factors. The integration of analytics into risk management strategies has become imperative for building resilient and adaptable supply chains. The study further explores the emergence of digital twins and blockchain technologies as transformative elements in supply chain analytics. Digital twins provide a virtual representation of the entire supply chain, facilitating simulation and optimization, while blockchain enhances transparency and traceability, crucial for ensuring the integrity of the supply chain. This global review underscores the profound impact of COVID-19 on supply chain analytics, emphasizing the paradigm shift towards data-driven decision-making, advanced technologies, and resilience-building strategies. As businesses continue to navigate the ongoing challenges, the integration of innovative analytics solutions remains pivotal in not only mitigating current disruptions but also in building agile and future-proof supply chains.
... Cluster of risk factors of perishable product supply chain[9] -[58] The cost of certification, procedures, delays and customs procedures Risk_112 Trade barriers in the form of phytosanitary and animal sanitary standards Risk_116 The pledge policy at a higher price than the market distorts the market Risk_122 The process of obtaining a pest free certificate has been delayed ...
Article
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United Nations statistics show that about one-third of globally transported perishable products are annually wasted due to damage. Where in the perishables supply chain is most likely to go wrong and how can this be corrected or prevented? This article aims to review the literature 50 articles related to the risk factors of perishable products supply chain and cluster the risk factors of perishable products supply chains. Identifying 140 risk factors from 235 risk factors through duplication filtering. And the researcher therefore clusters of risk factors with hierarchical clustering (divisive: distance matrix) into 19 clusters by KNIME machine learning. These findings offer valuable insights for future research on orchid’s supply chain risk management for sustainability in Thailand, top global orchid exporter. For the benefit of orchid supply chain stakeholders in Thailand can develop appropriate and sustainable supply chain risk management in the future. Thailand 3rd National Logistics Development Strategy (2017-2021) emphasizes cold chain logistics to elevate agricultural and industrial supply chains to meet standards. Implementing a cold chain system is vital to reduce losses, enhance traceability, and lower production costs.
... safety stocks) increases vulnerability (Stecke & Kumar, 2009), which may increase operational risk costs when a disruption occurs. In the face of disruption, as recent global crises show, inventory buffers and alternative suppliers are crucial for maintaining the continuity of procurement and manufacturing and the required level of customer service (Christopher & Peck, 2004;Norrman & Jansson, 2004;Sheffi & Rice, 2005). Having satisfactory redundancy enables a company to deal with external pressures and improve company performance. ...
Article
Purpose I aimed to obtain a deeper insight into the link between supplier involvement in product development (SIPD), supplier relationship resilience and company performance. Design/methodology/approach To collect data, a survey among 500 Polish manufacturing companies was conducted. I used quantitative methods (structural equation modeling) to test several research hypotheses referring to a single supplier–customer relationship. Thanks to the use of multi-construct measurement of SIPD and supplier relationship resilience, the study provides detailed research results on the topic. Findings Collaborative practices implemented during SIPD increase procurement flexibility and decrease redundancy in the relationship with the involved supplier. Communication during SIPD increases supplier flexibility and procurement flexibility. Increased supplier flexibility and increased procurement flexibility in the relationship with the involved supplier as well as collaborative practices during SIPD positively impact company performance. I confirmed the indirect effect between communication during SIPD and company performance when the mediators are supplier flexibility and procurement flexibility. Decreased redundancy in relationship with involved supplier does not impact company performance. Practical implications Supply chain managers need to rethink SIPD practice to effectively ensure supply chain resilience (SCRES), especially in the face of the contemporary global crisis and black swans affecting the supplier base. My article provides important managerial insights into drivers of SCRES and company performance. Originality/value To the best of my knowledge, this research is among the first to conclude that SIPD does not have an unequivocally positive or direct impact on supplier relationship resilience. The research fills the gap by analyzing the impact of SIPD on two main SCRES elements. The study examines supplier relationship resilience, understood as flexibility and redundancy elements, in a single supplier–buyer relationship perspective. Thus, the presented considerations go beyond the traditional understanding of flexibility and redundancy in supplier relationship management, that is through the prism of double or multi sourcing and having back up-suppliers.
Chapter
Currently, the significance of managing the supply chain and its impact on the performance of a business cannot be ignored. Improving supply chain productivity is becoming an essential goal for any company involved in manufacturing or service delivery. In today's world of rapid change and fierce competition, companies must be prepared for market challenges and other unexpected external changes. The full-scale war in Ukraine has resulted in a crisis that has had a profound impact on various sectors of the country, including industry, technology, economy, and humanitarian aspects. Furthermore, it has brought about substantial changes in the operations of supply chains of logistics companies. To identify the challenges within the company's supply chain operations, an analysis incorporating SWOT (Strengths, Weaknesses, Opportunities, and Threats), PEST (Political, Economic, Social, and Technological), and a questionnaire survey were undertaken. After reviewing the company's objectives and analyzing the survey results, it has been determined that a crucial strategy for improving the company's supply chain is the implementation of an advanced information system. Before proceeding with the application of IT—software, it is essential to identify potential risks that could impede its successful implementation. These risks incorporate those arising from the development company, risks associated with the activities of LLC Raben Ukraine employees, and risks stemming from the external environment. The expected results after the implementation of IT software were presented.
Article
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Purpose Given the sudden disruption caused by COVID-19, knowledge sharing between organizations has become a meaningful way to improve supply chain resilience. However, there is still a lack of in-depth research on how to reduce the threat to knowledge sharing caused by increased levels of relational risk. With the emergence of new digital technologies, whether blockchain governance can control relational risk and replace traditional relational governance remains to be demonstrated. Design/methodology/approach This study uses a cross-sectional survey approach in which quantitative data are collected from 300 participants from Chinese manufacturing enterprises to test the hypotheses. Findings The results show that relational and blockchain governance can significantly and complementarily reduce the level of relational risk in knowledge sharing. When the relational risk is at a low, medium or high level, the best matches of relational and blockchain governance are low-level relational governance–low-level blockchain governance, high-level relational governance–low-level blockchain governance and high-level relational governance–high-level blockchain governance, respectively. Practical implications The findings of this study have important practical implications for manufacturing enterprises in terms of how to choose reasonable governance modes to manage relational risk behaviour according to different relational risk levels to better understand the positive role of knowledge sharing in supply chain resilience. Originality/value The antecedent variables of knowledge sharing in previous studies are based on transaction cost theory or relational theory and have not moved beyond the original theoretical framework. This paper addresses this limitation, puts knowledge sharing in the academic context of digital technology, considers blockchain governance into the process of relational risk-knowledge sharing and defines blockchain governance, which is a novel approach in the supply chain resilience management literature.
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Understanding how SCRM works in the healthcare sector, especially in organ donation, is crucial. However, implementing strategies applicable to SCRM to identify and mitigate risks is a significant challenge across all industries. Nonetheless, the need to identify and mitigate risks in ODS (Organ Donation Supply Chains) is paramount and can bring greater control and efficiency to daily management in healthcare organizations, facilitating organ transplant processes. Mapping the state-of-the-art risk management initiatives for organ donation supply chains is essential. Therefore, this work aims to propose a bibliometric and qualitative analysis of risk management initiatives that cover the entire chain, considering combining factors that involve the supply chain as a whole, and not just logistical factors. As a result, the identification of the main methodologies and tools used for better risk management will be shown, along with the main barriers and facilitators, as well as positive and negative outcomes.
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Uncertainty and disruption can significantly impact supply chains, and risk response is a means to diminish or circumvent these challenges. Therefore, this investigation aims to assess lead time variability in the supply chain of active ingredients. The research proposes a decision-making process to evaluate lead time variability in the active ingredient supply chain of the Brazilian chemical industry. It adopts Game Theory and linear programming in its solution. The two major contributions of this study are as follows: first, it presents a procedure to assess lead time variability; second, it proposes a supply chain risk response framework to address the lead time variability problem. Supply chain and lead time variability are emerging areas that offer significant opportunities for exploration, one of which is to evaluate lead time variability from the multiple perspectives presented in this study, thereby contributing to the current literature through a real application. Keywords: decision-making process; lead time variability; supply chain risk
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To ensure high service quality, managers need to personalize treatment options and meet their customer demands. Our research is motivated by the need to better anticipate and prepare for that. We develop a generalizable framework that is the first to address two healthcare risk management goals: (1) identifying high risk and stable‐demand customers and (2) predicting the medium‐term demand for services of stable‐demand customers. We also design a model‐agnostic method for variable evaluation. It can rank predictors based on their global impact, and highlight their effect on a model's local accuracy. In this research, we leverage a large electronic medical records' data set, which comprised of 48,344 chronic kidney disease patients treated across geographically diverse Veterans Affairs regions. Our framework indicates that although only 1.3% of the examined individuals are high‐risk patients, it can correctly identify 35% of them and highlight an additional 8.9% as having important demand implications. Identifying high‐risk individuals can be used in (1) monitoring prioritization, (2) patients' motivation, and (3) patients' stabilization. Furthermore, our model accurately predicts the monthly need for care of stable‐demand individuals up to 3 years into the future and outperforms popular statistical and data mining models. This information is especially critical for hospital management in identifying future hiring needs.
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Purpose: This study aims to shape the future trajectory of scholarly research on traditional, reputational and societal supply chain risks and their management. Design/methodology/approach: The research employs a narrative literature review of the overview type. In order to control bias stemming from the subjectivity of our methodology, we synthesized the relevant literature transparently and established various safeguarding procedures. Findings: The established research stream on traditional supply chain risk has generated a wealth of concepts that can potentially be transferred to the study of reputational and societal risks. The maturing research stream on reputational risks has mostly focused on risk manifestation, from the upstream perspective of the focal firm. The emerging scholarship on societal supply chain risks has anecdotally highlighted detrimental effects on contextual actors, such as society-at-large. Research limitations/implications: The study shifts scholarly attention to the role of the context in the risk manifestation process-as a potential risk source for traditional supply chain risk, during the risk materialization for reputational supply chain risk, and as the locus of the risk effect for societal supply chain risk. Originality: This review is unique in that it fosters a holistic understanding of supply chain risk and underscores the increased importance of the context for it. The socioeconomic , institutional and ecological contexts connect the three reviewed research streams. Detailed research agendas for each literature stream are developed, comprising 23 topical areas in total.
Article
Aiming at the adverse selection problem in the BI insurance market under asymmetric information, this paper designs a hybrid BI insurance contract with interruption compensation, reward, and penalty based on the principal‐agent theory. It is found that regardless of the existence of two or more risk types in the BI insurance market, the hybrid BI insurance contract will be a strict Pareto improvement of the traditional partial insurance contract that is replicated twice. Meanwhile, we validate and extend the above conclusions through an arithmetic example, which provides more comprehensive theoretical support for insurance companies to design new BI insurance.
Article
Bu çalışma, küresel tedarik zincirlerindeki risk yönetiminin jeopolitik, doğal ve ekonomik faktörlerin etkisi altında nasıl şekillendiğini derinlemesine incelemektedir. Özellikle bu faktörlerin tedarik zinciri üzerindeki aksaklıklara yol açıp açmadığı ve bu aksaklıkların niteliği üzerine odaklanmaktadır. İklim değişiklikleri, jeopolitik riskler ve ekonomik krizler gibi dış etkenlerin tedarik zincirlerinin savunmasızlığını ortaya koyması bu alandaki çalışmaların önemini artırmaktadır. Bu bağlamda YÖK Tez, Pubmed, Dergipark, Mendeley gibi internet veri tabanları incelenerek literatür araştırması gerçekleştirilmiştir. Tedarik zinciri risk yönetiminin sadece bozulmaları değil, aynı zamanda paydaşların olası tepkilerini de dikkate alması gerektiği belirtilmektedir. Sonuç olarak, tedarik zinciri risk yönetimi alanındaki literatürün hala gelişmekte olduğuna ve bu alanda genellenebilir özellikleri yüksek olan deneysel çalışmalara ihtiyaç duyulduğuna işaret edilmektedir.
Chapter
Supply chain management has become more complex due to recent disruptions in business ecosystems. With these disruptions, supply chains now face a greater number of risk sources, particularly with the adoption of sustainability measures. Thus, this chapter aims to deepen the understanding of risk management practices within sustainable supply chain management. Resource orchestration theory is utilized as a theoretical lens to conceptualize risk management practices in sustainable supply chains through dynamic and relational capabilities. Theory synthesis and an integrative review are employed for the conceptualization in the chapter. The findings and discussion demonstrate that the resource orchestration perspective can guide managers and researchers in developing capabilities to understand and address challenges related to risks within sustainable supply chain management. If these capabilities are properly orchestrated by managers in a sustainable supply chain, they enable organizations to survive in a rapidly changing environment.
Article
This study introduces a data-centric framework for end-to-end supply chain resilience management. With major disruptions such as pandemics profoundly affecting industries and regions, a wealth of data capturing diverse disruption scenarios has emerged. This presents an opportunity to correlate deviations in organizational operations with disruption outcomes, reducing reliance on external supplier data and alleviating associated data privacy concerns. Utilizing deep learning, survival analysis, and explainable artificial intelligence, the research represents a pioneering advancement in translating readily accessible organizational data into forecasts of disruption risks and sources, differing from traditional model-centric methodologies. The application of this framework to a real-world scenario based on a U.S. automotive manufacturer resulted in accurately predicting the time-to-survive for critical parts, with a prediction error of under 20 days for half-year-ahead shortage forecasts. Notably, the model achieved a 50% reduction in error rates for near-term and long-term predictions compared to the best-performing alternative models. Our findings underscore the framework's ability to effectively address the complexities of global supply chain disruptions and unknown-unknown uncertainties by harnessing insights gleaned from internal operational data. This accumulated knowledge enables real-time risk identification and assessment, empowering organizations to deploy timely and targeted risk mitigation strategies for enhancing overall supply chain resilience.
Article
Purpose This paper aims to capture the complex interdependences between supply chain disruptions (SCDs), SC risk mitigation strategies and firm performance in the context of disruptive events to enhance resilience for medium-sized and large firms coping with complex supply chain networks. The roles of digitalization, insurance and government support have also been addressed as potential strategies to counteract the impacts of disruptions on supply chains. Design/methodology/approach This study is based on an empirical investigation in an FMCG company – using a hybrid causal mapping technique based on the frameworks of interpretive structural modeling (ISM) and Bayesian networks (BN) – of 11 levels of relationships between SCDs (in supply, production, logistics, demand and finance), SC risk mitigation strategies (flexibility, efficiency, agility and responsiveness), insurance, government support, information and knowledge sharing, digitalization and finally the key firm performance measures (continuity, quality and financial performance). Findings The results of the empirical investigation reveal and describe: (1) the nature and probabilistic quantification of the lower-level relationships among the four SCDs, among the mitigation strategies and the three firm performance measures; (2) the nature and probabilistic quantification of the higher-level relationships among the impacts of SCDs, SC risk mitigation strategies and firm performance and (3) how to model and quantify the complex interdependences in single firms and their supply chains. Originality/value Our results can support managers in developing more effective decision-making models to assess and manage unfavorable events and cascade effects among different functions and processes in the context of risks and disruptions.
Article
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Supply chain risk management (SCRM) literature is heterogeneous. While much attention has been given to the economic and environmental dimensions, the social dimension has so far received less focus. Thus, this study analyzes the social risks involved in the agri-food supply chains (AFSCs) of Argentina and China by employing an integrated approach. Semi-structured interviews were used to collect data, followed by using a combination of three complementary data analysis methods: thematic analysis to identify social risks, total interpretive structural modeling (TISM) to build interrelationships among the identified social risks, and fuzzy MICMAC (cross-impact matrix multiplication applied to classification analysis) to cluster social risks into four categories. Next, we conducted a comparative analysis between the two countries. Theoretical contributions are mainly threefold. First, we identified various social risks involved in the AFSCs of Argentina and China, including those just touched on by scholars, such as cultural issues, government’s weak monitoring system, the power differential between managers and subordinates, inappropriate disposal of agrichemical containers, and the lack of basic literacy skills. Second, we believe that our study is the first to establish connections among the identified AFSC social risks, which represents the originality of this work. Third, we discover that cultural issues is the key risk that has the highest capability to elicit other social risks involved in the AFSCs. Our work extends scholarship’s knowledge to understand AFSC social risks from the cultural perspective. This study also generates contributions to policymakers, migrant associations, and the government tax departments of Argentina and China.
Article
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This article introduces a Supply Chain Risk Management (SCMR) model aiming to develop a raw material sourcing methodology to define material flow management policies under hybrid Make to Order (MTO) and Make to Stock (MTS) scenarios, which consider the analysis of risks and operational costs of supplying products with short shelf life. This model identifies and measures risks according to inventory positioning criteria, using a System Dynamics (SD) model that varies demand and production levels in value-adjusted contexts. The model shows that a hybrid methodology decreases operating costs and improves the service level indicator. The main contribution of the proposed methodology is the assessment of different configurations to establish the inventory positioning point in particular conditions of the planning and logistics processes in a CS. The methodology was assessed in a Colombian company offoodproducts with short-term shelf life.
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The COVID-19 pandemic has highlighted how uncertain our world is and, importantly, how vulnerable our operations and supply chains are—from empty supermarket shelves, to shortages of personal protective equipment and microchips, to problems with the supply and recycling of cardboard boxes, and increased food waste in restaurants due to mandatory closures. Beyond COVID-19, newspaper headlines remind us on a daily basis of the consequences of risks and the globally connected nature of our world. Oil price rises due to the war in Ukraine, staff shortages in Dutch and German airports in the summer of 2022, and the Deep Water Horizon Spill in the Gulf of Mexico in 2010 are just a few of the many examples. From these examples we see that supply chain disruptions can affect any of the three dimensions of sustainability—economic, environmental, and/or social—meaning the concepts of supply chain risk and sustainability are closely linked. That is, organizations need to manage sustainability related risks while any given risk can also threaten a company’s long-term sustainability. This chapter examines how supply chain risk management practices support organizations and their supply chains in achieving long-term economic, environmental and/or social sustainability. We examine the process of supply chain risk management—including risk identification, assessment and analysis—and the risk management strategies available to organizations and supply chains. Further, we show how supply chain resilience extends traditional supply chain risk management by enabling organizations and their supply chains to deal with unforeseeable events.
Article
In this study, a multi-period multi-product model of mixed integer programming formulation is developed in which the firm uses a variety of techniques to mitigate its supply chain risk. The Decision is made regarding utilization of business insurance and parameters affecting on it. In addition, the amount of order quantity, inventory, recycling, re-production, product, and raw material production, and the price are determined. The topic of discount by unreliable suppliers makes the model impossible to be solved by exact methods in larger-size instances. So, this paper decomposes the multi-product model into some single-product ones with relaxing one constraint by using genetic algorithm (GA), particle swarm optimization (PSO), and PSO-GA, then presents a solution for it. The results indicated that this decomposition leads to a noticeable reduction in the running time with acceptable accuracy, especially for PSO-GA.
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In this third chapter, the most important focus will be on building resilient chains and mitigating risks associated with 3BL implementation. One whole chapter is devoted to this phenomenon, due to the fact that this type of chain strategy is to be part of modeling of sustainable supply chain 2.0. Risk is an extremely important element in the chain and ways to manage it. We have indicated the impact of the COVID 19 pandemic and the war in Ukraine in terms of considering and managing risk. This element is now determining the creation of new strategies and has led to a redefinition not only of supply chain thinking but also of the possibility of implementing defensive tools and mechanisms. A novelty that has not yet been described in the literature will be the description of the new Sustainable Supply Chain Resilience concept that is, the inclusion in a sustainable supply chain strategy of the necessary elements that support, but also cause, a lack of resilience.
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Efficiency and profitability are at the core of effective supply chain financial management. In the contemporary business landscape, the intersection of financial acumen and operational excellence is a critical driver of success. This exploration delves into the significance of maximizing profits and efficiency in supply chain financial management, guided by the transformative influence of artificial intelligence (AI) and machine learning. Supply chain financial management is defined by its critical role in allocating financial resources strategically, optimizing working capital, analyzing costs, and mitigating risks.
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In this review, we summarize model-based research on contracts in the supply chain setting and provide a taxonomy for work in this area. During our discussions it became clear that the field has developed in many directions at once. Furthermore, as we surveyed the Uterature, it was not obvious what constitutes a contract in this context. While the nomenclature “supply chain management” is relatively new, many of the problems that are addressed are not. In particular, mathematical models for optimizing inventory control have a long history as a significant part of the mainstream of operations research and operations management. Inventory modeling, per se, dates to the early part of the century and the ideas of a Westinghouse engineer named Ford Harris (1915). A natural issue to address first is what is meant by supply chain management (SCM) research and how it relates to the vast body of work constituting classical inventory theory.
Article
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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 underlined the vulnerability of modern supply chains. Despite increasing awareness among practitioners, the concepts of supply chain vulnerability and its managerial counterpart supply chain risk management are still in their infancy. This paper seeks to identify an agenda for future research and to that end the authors go on to clarify the concept of supply chain risk management and to provide a working definition. The existing literature on supply chain vulnerability and risk management is reviewed and compared with findings from exploratory interviews undertaken to discover practitioners' perceptions of supply chain risk and current supply chain risk management strategies.
Article
- This paper describes the process of inducting theory using case studies from specifying the research questions to reaching closure. Some features of the process, such as problem definition and construct validation, are similar to hypothesis-testing research. Others, such as within-case analysis and replication logic, are unique to the inductive, case-oriented process. Overall, the process described here is highly iterative and tightly linked to data. This research approach is especially appropriate in new topic areas. The resultant theory is often novel, testable, and empirically valid. Finally, framebreaking insights, the tests of good theory (e.g., parsimony, logical coherence), and convincing grounding in the evidence are the key criteria for evaluating this type of research.
Article
Als Krise wird in Unternehmen häufig ein Ereignis bezeichnet, welches außerhalb des Betrachtungsrahmens von Unternehmenssteuerung und -planung liegt. Am Beispiel der SAP SE zeigt dieser Beitrag die Bedeutung des Business Continuity Managements nicht nur im Krisenreaktionsmodus, sondern auch als proaktives Handlungskonzept, welches in der Beziehung zu Kunden dem Unternehmen einen Mehrwert verschafft. Incidences that lie out of normal business management and planning scope are mostly referred to as crisis in organizations. Using SAP SE as an example, this article highlights the importance of Business Continuity Management not only in regards to crisis reactions, but also as proactive management concept that adds business value to organizational relationship with customers.
Article
The toy industry faces relentless change and an unpredictable buying public, which creates immense challenges in anticipating best sellers and predicting volume. Like the high-technology industry, toys also suffer from many supply chain ailments including short product life, rapid product turnover, and seasonal demand. Coupled with long supply lines and ongoing political and economic turmoil in Asia, toy makers face an unusually complex set of risks. Managers in many businesses can learn valuable lessons in managing uncertainty from toy makers. This article describes supply chain lessons focused on reducing risk by actively managing both demand and supply variability. These lessons include product variety strategies based on product extensions; rolling mix strategies; leveraged licensing agreements; coordinated outsourcing strategies; and hedging against political and currency risk by producing in many different countries.
Article
Management is on the verge of a major breakthrough in understanding how industrial company success depends on the interactions between the flows of information, materi-als, money, manpower, and capital equipment. The way these five flow systems interlock to amplify one another and to cause change and fluctuation will form the basis for antici-pating the effects of decisions, policies, organizational forms, and investment choices." (For-rester 1958, p. 37) Forrester introduced a theory of distribution management that recognized the integrated nature of organizational relationships. Because organizations are so intertwined, he argued that system dynam-ics can influence the performance of functions such as research, engineering, sales, and promotion.
Article
This chapter reviews the supply chain coordination with contracts. Numerous supply chain models are discussed. In each model, the supply chain optimal actions are identified. The chapter extends the newsvendor model by allowing the retailer to choose the retail price in addition to the stocking quantity. Coordination is more complex in this setting because the incentives provided to align one action might cause distortions with the other action. The newsvendor model is also extended by allowing the retailer to exert costly effort to increase demand. Coordination is challenging because the retailer's effort is noncontractible—that is, the firms cannot write contracts based on the effort chosen. The chapter also discusses an infinite horizon stochastic demand model in which the retailer receives replenishments from a supplier after a constant lead time. Coordination requires that the retailer chooses a large basestock level.
Article
A significant feature of business management in the 1990s has been the practice of outsourcing. Firms and public sector bodies have reconsidered where the boundary of their organisation should be set, and passed to third parties responsibility for many business activities. However, many firms have been disappointed with the results they have achieved from outsourcing, not least when it has concerned high profile functions such as information technology. Part of the reason for this disappointment, it is argued, lies in the methodologies (or lack of them) which have been employed by managers. Very few have taken into account the main risks of the practice or identified the required safeguards. This article seeks to address these shortcomings by presenting a model for effective risk management. The article also provides a case study – outsourcing at Hewlett-Packard – which shows what can be achieved if managers use the right criteria for their decisions.
Article
A conceptual framework for the analysis of vulnerability in supply chains is developed. The conceptual framework is limited to the inbound logistic flow of manufacturers. The study has been performed as a two-step process. Step one explores the concept of vulnerability from the point of view of an inductive approach. The conceptual framework is generated and based on the empirical findings from a case study of a Swedish car manufacturer in the automotive industry. Step two is deductive in terms of testing in other industries the generated conceptual framework that originates from step one. The conceptual framework consists of two dimensions, namely categories of disturbance and sources of disturbance. Principally, categories of disturbance are divided into quantitative and qualitative disturbances. Sources of disturbance are divided into atomistic (direct) and holistic (indirect) disturbances. In addition, the specific criteria of an inbound logistic flow indicate how vulnerability in supply chains is proposed to be analysed according to the developed conceptual framework of vulnerability.
Article
Purchasing organizations use various strategies and techniques to minimize the chance and impact of detrimental events occurring in the supply base. Supply risk assessments are a necessary first step in managing those risks. An analysis of in-depth interviews with purchasing professionals from nine companies indicates that purchasing organizations often create contingency plans, and implement process-improvement and buffer strategies in response to perceived supply risks discovered in assessments. Even though risk assessments, contingency plans, and risk management efforts are generally acknowledged as being important, many of those interviewed believed that there was not enough done in their organizations to mitigate supply-related risks.
Article
Purchasing organizations are exposed to risk in their interactions with suppliers, whether it is recognized and managed, addressed in a cursory manner, or altogether ignored. In order to understand the supply risk that exists, purchasing organizations can proactively assess the probability and impact of supply risk in advance, or reactively discover risk after a detrimental event occurs. The purpose of this study is to explore, analyze, and derive common themes on supply risk assessment techniques. Findings from this research indicate that purchasing organizations can assess supply risk with techniques that focus on addressing supplier quality issues, improving supplier processes, and reducing the likelihood of supply disruptions. From an agency theory perspective, these risk assessment techniques facilitate the obtaining of information by purchasing organizations to verify supplier behaviors, promoting goal congruence between buying and selling firms, and reducing outcome uncertainty associated with inbound supply.
Article
IN BRIEF Proactive supply management is a frequently used phrase, yet no agreement exists about its precise meaning. This article argues that proactive purchasing management is risk management, a perspective that evolved from case studies of the purchasing function. To better understand risk management from the perspective of purchasing management, it is analyzed within the context of transaction cost theory and the resource dependency model. Evidence is provided from the case studies that risk management is an appropriate framework for understanding proactive purchasing management. Examples of risk management through proactive purchasing activities are presented.
Article
The problems associated with transparency in supply relationships — the two-way exchange of information and knowledge between customer and supplier — represent chronic difficulty for managers. The sensitivity of such exchanges appears to interfere with — even to negate — their effectiveness and value. This may be because of insufficient consideration of types of transparency and a propensity for customer domination in the relationship. This research is aimed at exploring these difficulties in order to understand the dynamics and varying nature of transparency in this context (including a proposed state of value transparency) and to suggest ways in which it might be approached in practice. In addition to the social and technology-led drivers identified for transparency, the research approach to the concept in supply has been driven by the observation that many of the traditional routines and activities occurring between industrial or commercial purchasers and their suppliers can be unnecessary and wasteful. This article presents the background to this hypothesis and records the development of a framework for discussion of the concept.
Chapter
Providing a complete portal to the world of case study research, the Fourth Edition of Robert K. Yin's bestselling text Case Study Research offers comprehensive coverage of the design and use of the case study method as a valid research tool. This thoroughly revised text now covers more than 50 case studies (approximately 25% new), gives fresh attention to quantitative analyses, discusses more fully the use of mixed methods research designs, and includes new methodological insights. The book's coverage of case study research and how it is applied in practice gives readers access to exemplary case studies drawn from a wide variety of academic and applied fields.Key Features of the Fourth Edition Highlights each specific research feature through 44 boxed vignettes that feature previously published case studies Provides methodological insights to show the similarities between case studies and other social science methods Suggests a three-stage approach to help readers define the initial questions they will consider in their own case study research Covers new material on human subjects protection, the role of Institutional Review Boards, and the interplay between obtaining IRB approval and the final development of the case study protocol and conduct of a pilot case Includes an overall graphic of the entire case study research process at the beginning of the book, then highlights the steps in the process through graphics that appear at the outset of all the chapters that follow Offers in-text learning aids including 'tips' that pose key questions and answers at the beginning of each chapter, practical exercises, endnotes, and a new cross-referencing tableCase Study Research, Fourth Edition is ideal for courses in departments of Education, Business and Management, Nursing and Public Health, Public Administration, Anthropology, Sociology, and Political Science.
Article
This paper describes the process of inducting theory using case studies-from specifying the research questions to reaching closure. Some features of the process, such as problem definition and construct validation, are similar to hypothesis-testing research. Others, such as within-case analysis and replication logic, are unique to the inductive, case-oriented process. Overall, the process described here is highly iterative and tightly linked to data. This research approach is especially appropriate in new topic areas. The resultant theory is often novel, testable, and empirically valid. Finally, framebreaking insights, the tests of good theory (e.g., parsimony, logical coherence), and convincing grounding in the evidence are the key criteria for evaluating this type of research.
Article
Successful supply chain management requires cross-functional integration and marketing must play a critical role. The challenge is to determine how to successfully accomplish this integration. We present a framework for supply chain management as well as questions for how it might be implemented and questions for future research. Case studies conducted at several companies and involving multiple members of supply chains are used to illustrate the concepts described.
Article
The aim of this paper is to describe a conceptual framework for risk analysis of production networks from the points of view of both a buying company and a supplier. The primary objective is to illustrate how a company can analyze and assess the risks associated with networking. Two approaches: internal audit, and computer aided cause and effect analysis, are demonstrated as instruments for the analysis of risk. This study uses case study methodology and qualitative information. Two companies, operating as final assemblers in the electronics and metal industry sectors, and nine of their suppliers have been interviewed.
Article
This publication contains reprint articles for which IEEE does not hold copyright. Full text is not available on IEEE Xplore for these articles.
Analysis, Perception and Management
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Supply Chain Vulnerability
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Enterprise-wide Risk Management. Strategies for Linking Risk and Opportunities
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Deloach, J.W. (2000), Enterprise-wide Risk Management. Strategies for Linking Risk and Opportunities, Financial Times/Prentice-Hall, London.
Insight to Impact. Results of the 4th Quinquennial European Logistics StudyEffectively managing vertical relationships: a risk management model for outsourcing
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Managing risk within the supply chain”, paper presented at the 9th International IPSERA conference
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Modelling supply chain contracts: a review Quantitative Models for Supply Chain Management Trial by fire – a blaze in Albuquerque sets off major crisis for cell-phone giants
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Tsay, A.A., Nahmias, S. and Agrawal, N. (1998), " Modelling supply chain contracts: a review ", in Tayur, S. et al. (Eds), Quantitative Models for Supply Chain Management, Kluwer Academic, Norwall, MA, pp. 299-336. Wall Street Journal (2001), " Trial by fire – a blaze in Albuquerque sets off major crisis for cell-phone giants ", 29 January.
The Wharton School of Business Business Continuity and Supply Chain Management, report available at: www.thebci.org/2809-01%20Bus%20Continuity% 20Summ Suppliers' extension or contingent business interruption insurance
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Cachon, G. (2002), Supply Chain Coordination with Contracts, The Wharton School of Business, University of Pennsylvania, Philadelphia, PA. IJPDLM 34,5 Chartered Management Institute (CMI) (2002), Business Continuity and Supply Chain Management, report available at: www.thebci.org/2809-01%20Bus%20Continuity% 20Summ.pdf Christopher, M., McKinnon, A., Sharp, J., Wilding, R., Peck, H., Chapman, P., Jü, U. and Bolumole, Y. (2002), Supply Chain Vulnerability, Cranfield University, Cranfield. Converium (2001), " Suppliers' extension or contingent business interruption insurance ", available at: www.converium.com/web/converium/converium.nsf/2a1b7a462af6c 00185256ad2000da28c/30c4e3ebc211d4f9c1256ad5004334b5?OpenDocument.
Supply chain risk management: purchasers' vs planners' views on sharing capacity investment risks in the telecom iindustry
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Norrman, A. and Lindroth, R. (2002), "Supply chain risk management: purchasers' vs planners' views on sharing capacity investment risks in the telecom iindustry", Proceedings of the 11th International Annual IPSERA Conference, Twente University, 25-27 March, pp. 577-95.
Purchasing organization involvement in risk assessment, contingency plans, and risk management: an exploratory study Supply Chain Management Effectively managing vertical relationships: a risk management model for outsourcing
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Zsidisin, G., Panelli, A. and Upton, R. (2000), " Purchasing organization involvement in risk assessment, contingency plans, and risk management: an exploratory study ", Supply Chain Management: An International Journal, Vol. 5 No. 4, pp. 187-97. Further reading A.T. Kearney and European Logistics Association (1999), Insight to Impact. Results of the 4th Quinquennial European Logistics Study, ELA, Brussels. Lonsdale, C. (1999), " Effectively managing vertical relationships: a risk management model for outsourcing ", Supply Chain Management: An International Journal, Vol. 4 No. 4, pp. 176-83. IJPDLM 34,5
Enterprise-wide Risk Management Strategies for Linking Risk and Opportunities Building theories from case study research
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Deloach, J.W. (2000), Enterprise-wide Risk Management. Strategies for Linking Risk and Opportunities, Financial Times/Prentice-Hall, London. Eisenhardt, K.M. (1989), " Building theories from case study research ", Academy of Management Review, Vol. 14 No. 4, pp. 532-50.
Supply chain risks and risk sharing instruments - an illustration from the telecommunication industry
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Lindroth, R. and Norrman, A. (2001), "Supply chain risks and risk sharing instruments -an illustration from the telecommunication industry", Proceedings of the Logistics Research Network 6th Annual Conference, Heriot-Watt University, 13-14 September, pp. 297-307.
Business Continuity and Supply Chain Management, report available at: www.thebci.org/2809-01%20Bus%20Continuity% 20Summ
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  • J Wilding
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  • U Bolumole
Chartered Management Institute (CMI) (2002), Business Continuity and Supply Chain Management, report available at: www.thebci.org/2809-01%20Bus%20Continuity% 20Summ.pdf Christopher, M., McKinnon, A., Sharp, J., Wilding, R., Peck, H., Chapman, P., Jüttner, U. and Bolumole, Y. (2002), Supply Chain Vulnerability, Cranfield University, Cranfield.
Suppliers' extension or contingent business interruption insurance
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Converium (2001), "Suppliers' extension or contingent business interruption insurance", available at: www.converium.com/web/converium/converium.nsf/2a1b7a462af6c 00185256ad2000da28c/30c4e3ebc211d4f9c1256ad5004334b5?OpenDocument.
Kearney and European Logistics Association
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Further reading A.T. Kearney and European Logistics Association (1999), Insight to Impact. Results of the 4th Quinquennial European Logistics Study, ELA, Brussels.
Suppliers' extension or contingent business interruption insurance
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  • A Mckinnon
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  • R Wilding
  • H Peck
  • P Chapman
  • U Jüttner
  • Y Bolumole
Christopher, M., McKinnon, A., Sharp, J., Wilding, R., Peck, H., Chapman, P., Jüttner, U. and Bolumole, Y. (2002), Supply Chain Vulnerability, Cranfield University, Cranfield. Converium (2001), "Suppliers' extension or contingent business interruption insurance", available at: www.converium.com/web/converium/converium.nsf/2a1b7a462af6c 00185256ad2000da28c/30c4e3ebc211d4f9c1256ad5004334b5?OpenDocument.
Case Study Research - Design and Methods
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Yin, R.K. (1994), Case Study Research -Design and Methods, Applied Social Research Methods Series, Vol. 5, Sage Publications, Thousand Oaks, CA.
Supply chain security without tears”, Supply Chain Management Review
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Risk analysis and assessment in network environment - a dyadic case study”, Preprints of the 11th International Working Seminar on Production Economics
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  • M Tuominen
Measuring supply risk: an example from Europe”, Practix, Best Practices in Purchasing and Supply Chain Management
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