Submitted by Daniel Dumke on Wed, 2011-02-23 10:35
Paper
Supply Chain Risk Management: Outlining an Agenda for Future Research
Year:
2003
I just stumbled upon one of the articles I already read about a year ago, shortly after I started my research. Beside indication of a future research agenda (see as well here), Jüttner et al. (2003) also explain some fundamental concepts of supply chain risk management.
One of the most published supply risk researchers is George A. Zsidisin. In his 2003 article he describes the characteristics of inbound supply that affect the perception of risk.
Today I read a rather old article from 1995 about “Organizational Risk Perception and Reduction: A Literature Review” by Vincent-Wayne Mitchell, now at the Cass Business School in London. I present it here since I think most of the concepts and strategies are still valid.
When it comes to supply chain management some positions within the network have better chances of fighting supply chain risks, due to structural and negotiating-power-related issues.
In this case the focus is on a supplier of a automotive OEM. Natural hedging, as defined below, is the core strategy analyzed in this study.
Natural hedging
The author utilizes a literature review to found his conceptual approach.
A supply chain risk management framework should help to define the cornerstones of risk related supply chain problems and give hints on how to take actions to mitigate impending disruptions.
Today’s full paper has been published in 2004 and in it the authors (Gaonkar and Viswanadham) deal with this problem.
Core definitions
At the core of their framework the authors define the risk/supply chain related terms.
First, risks can be seen from an organizational-, supply chain- or industry-level.
Submitted by Daniel Dumke on Mon, 2010-10-04 14:20
Most of the time during the conference I was busy interviewing companies for my dissertation, but I also found time to listen to some of the sessions on SCRM.
Uncertainty can be categorized in continuous risk, more slowly changing patterns, and disruptions, which describe abrupt changes in a system.
Tomlin (2006) investigates the question which supply chain strategies perform best when dealing with the later.
Mitigation vs. Contingency Planning
From case studies analyzed in literature the author first deducts disruption management strategies used in practices. The summary can be seen in figure 1.
There are many obstacles to information sharing in a supply chain. Confidentiality is probably one of the biggest issues, but there are others not so obvious like antitrust regulations, the timeliness and accuracy of the provided information, differing technologies between the supply chain partners or a mismatch in the alignment of incentives. Therefore trust and cooperation become critical ingredients in a supply chain partnership.
as a good overview of supply chain risk management literature.
