Submitted by Daniel Dumke on Fri, 2012-05-11 19:40
This week ended for me with a discussion of the possible congruence of research and practice and if one could really believe that “models” are even applicable to any real-life situation.
Disruptions are a fact of life not only since the Supply Chain literature gained awareness of it. So some institutions in fact specialized on handling disruptions as their core competency.
The article “Responding to Disruptions in the Supply Network – from Dormant to Action” tries to transfer the knowledge and best practices present at the military and humanitarian organizations to Supply Chain Management.
Decisions within a company are not made on pure rational grounds. Assuming that there is the will to make a rational decision, nevertheless limits in information gathering, computing capabilities and memory lead to irrational conclusions (bounded rationality).
So the goal must be to enhance rational decision making and for this end Kaufmann et al. (2009) developed a framework to combat irrationality.
Submitted by Daniel Dumke on Fri, 2012-03-16 11:37
Week 11, one fifth of 2012 is already gone and there is even less time until the end of the world, I just hope this will not effect supply chains for the holidays too much…
I did find some interesting articles, so have a look and let me know what you think on Twitter.
Still too many cooperations do not analyze their supply networks using consistent and scientifically proven methods. Some already do. One case of a company (ABC) is described below.
Submitted by Daniel Dumke on Fri, 2012-04-27 15:37
Just to let you know, I changed the licensing for the articles of this blog:
The new license simplifies the usage of parts of my work: Now my contributions can be used as long as:
You refer to me as the original author.
You do not use the work for commercial purposes.
You use the same or a similar license to redistribute the content which builds on my work.
Yet another paper on risk mitigation strategies. This time: How to reduce risks by improving confidence. You can find the complete paper of today in the web.
At the moment I am looking for gaps in my reading up to now and I found that I have not read much about information risks. It also seems that those risks are not (yet?) in focus, neither in research nor business. So I was happy to find “Information risks management in supply chains: an assessment and mitigation framework” by Faisal, Banwet and Shankar.
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.
