I already reviewed one of the articles of Zsidisin (Perception of Supply Risk). Today I had a look at an article about how the purchasing organization is involved in the supply chain risk management activities.
Submitted by Daniel Dumke on Mon, 2011-02-21 10:14
Paper
Your Infrastructure will kill you
Published In:
Chaos Communication Congress
Year:
2010
I was looking for more general insights into the topic on why systems fail. I stumbled on a talk of Eleanor Saitta from last years Chaos Communication Congress in Berlin. There is a recording of the talk here and the slides for the talk can be obtained here.
The distinction between disruptions and recurrent / continuous risks is commonly used by researchers and practitioners in supply chain management. But how should the differences be reflected in the supply chain planning process? Is it necessary to differentiate between the risk types here as well?
In 2007 Sunil Chopra et al. analyzed this question in depth.
The demand of many products is connected to the weather patterns during and before the selling season. Ice cream can be best sold during warm summers, of course. But also other food products or clothes exhibit weather dependent demand pattern.
In his 2009 paper Brian Tomlin analyzes strategies to mitigate disruption risks in a three echelon supply chain.
Setting
Focus in his research is a single company, with its suppliers and customers. The objective is to maximize expected utility, while demand and supply are uncertain. There are two products available which can be used as substitutes. The time horizon for the decision maker is one season where the products can be sold.
Today I finally read one of the most cited articles on subjective risk in general. In 1987 March and Shapira set out to shake up the existing theories on the perception and processing of risks by managers. Accordingly, they aggregated the information from various surveys on this topic.
In the United States May 2008 was declared to be “Resilience Month” with several congressional hearings on the topic of how to improve organizational resilience on a societal level.
Yossi Sheffi from the MIT is one of the leading researchers on supply chain resilience and he was part of the hearings as well.
This is another look at flexibility strategies to reduce uncertainty in supply chains. This time from the point of view of five Chinese companies in the apparel industry.
Supply Chain Risk manifests itself in many ways. Today the German airlines restored their regular flight schedule again after six days of no or limited air traffic, after the latest eruption of the Eyjafjallajökull vulcano on Iceland.
The consequences of such events only rarely become evident, but in the background emergency plans have to be executed (or developed).
