What do professionals in the domain of supply chain management think about disruptions? How do they prepare for them, how do they act when a disruption occurs?
Blackhurst et al. (2005) answer these questions in their work about “An empirically derived agenda of critical research issues for managing supply-chain disruptions”.The authors are using three different empirical methods to achieve this goal empirically: Case study, surveys and focus groups.
Submitted by Daniel Dumke on Thu, 2010-04-29 14:25
Attendees of the CSCMP Annual Conference 2010 who register before April, 30th will receive $400.00 US off the regular registration rates.
So there are only two days left!
A very interesting part of Supply Chain Risk Management deals with the impact of uncertainty on the supply chain design process. Van der Vorst and Beulens (2002) address this topic, and focus on the redesign of supply chains.
They claim that sources of uncertainty can be a key driver for chain redesign and after analyzing the literature and own research (case study) they present a tool for supply chain redesign where the sources of uncertainty support the selection of the relevant strategy.
The benefit of the Sarbanes-Oxley-Act of 2002 have been widely discussed. Most people have either a negative or a ambivalent view of the resulting compliance activities.
Usually S-OX is seen in the domain of the accounting and finance departments. Effects on other corporate functions are often neglected.
The article by Kros and Nadler (2010) analyzes why and how supply chain professionals and supply chain activities might be affected by S-OX.
