Case study’s can give valuable insights for the researcher, but there are many preconceptions about this research methodology, like being too subjective or having a too small sample size to deduce any relevant information.This is also how Flyvbjerg (2006) starts his paper on the “Five Misunderstandings About Case-Study Research“.
He therefore claims the following misunderstandings:
This review is about a preprint article which already has been accepted for publication by the “European Journal of Operational Research”. But since there is only a limited space for articles in each issue of the journal, final publication of the article is delayed.
Some weeks ago I wrote about Fisher’s suggestions on how to select the right supply chain for your product. But how to continue from there? How do different products affect the further planning steps needed?
Submitted by Daniel Dumke on Wed, 2011-11-23 11:22
Paper
Supplier risk assessment and monitoring for the automotive industry
Year:
2008
A typical supply chain risk management process consists of four steps: risk identification, assessment, management and monitoring. From those steps, one of the most neglected step is the risk monitoring.
Risk monitoring implies two different actions: Continuous risk assessment and actions, as soon as pre-defined limits are reached.
So this article sheds light on the risk monitoring, from an article by Blackhurst, Scheibe and Johnson (“Supplier risk assessment and monitoring for the automotive industry”).
Several questions I receive concern the very basic elements of supply chain risk management. Since reading “Categorization of Supply Chain Risk and Risk Management” by Norrman and Lindroth (2004) I often referred to it, to describe the different aspects.
Framework
Norrman and Lindroth suggest a three dimensional framework to analyze different supply chain risk management issues (figure 1). The dimensions are:
Submitted by Daniel Dumke on Mon, 2011-09-26 15:17
Paper
Managing Risks of Supply-Chain Disruptions: Dual Sourcing as a Real Option
Published In:
Massachusetts Institute of Technology, Master Thesis
Year:
2003
This is the seventh contribution to my series on doctoral and master dissertations on Supply Chain Risk Management. This again is a master thesis from the MIT. An immense effort and dedication is spent on these works only to find the results hidden in the libraries. So the goal is raise interest in the research of my peers.
This is a review of another chapter of the book by Zsidisin and Ritchie (Supply Chain Risk). The book can be bought at amazon.com, if you are interested in reading more.
The bullwhip effect in supply chains has been around for some time now. The term “bullwhip effect” originated at Procter & Gamble, and is defined as: demand amplification across echelons within a supply chain. This describes the effect that end customer demand may be very static (as for “Pampers” by Procter & Gamble), but the demand experienced by the manufacturer or supplier shows amplified demand variations. (Fransoo and Wouters (2000))
