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.
One of the fundamental problems in supply chain management in general is that of finding the right trade-offs between information sharing and keeping one’s distance towards potential competitors.
Zeng et al. did a literature review to collect some of the current insights on how to solve this problem.
Is there consensus about the role of product design as the leading function in the supply chain? Not yet! This article introduces the topic of integrating decisions in product and supply chain design and gives a short glimpse on the “how to implement” part.
Obviously Corporate Strategy should have an effect on the supply chain network design and its parameters. In their exploratory study Demeter, Gelei and Jenei (2006) show two examples of how supply chains are affected by different corporate strategies.
Setting
The authors analyzed the supply chains of two major car manufacturers with assemblies in Hungary. The focal companies were Audi and Suzuki. They conducted several interviews with the focal companies themselves and their best rated suppliers.
Process orientation may or may not be a very hip topic right now. Nevertheless effective processes are a foundation for company performance. Lockamy, Childerhouse, Disney, Towill and McCormack (2008), analyze and explain the impact of process maturity and uncertainty on supply chain performance, the full paper can be obtained here free of charge.
