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.
At this year’s HICL conference in Hamburg, I was able to present some of my own research. In the follow-up discussions several points were highlighted, especially focussing on the viability of supply chain wide cooperation and collaboration efforts and on the difficulties of doing a realistic quantification of supply chain risks.
Today’s paper is brand new and based on the dissertation works of Roberto Perez-Franco. It can be considered as a summary of the current state of the art in supply chain strategy and extends knowledge in the field of strategy evaluation. It can be downloaded for example from Yossi Sheffi’s homepage at the MIT.
I haven’t really touched on the early research on risks in supply chain management. One major stream is on random yields. Parlar and Wang (1993) were one of the firsts to extend the classic Newsboy and EOQ (Economic Order Quantity) models to include uncertainty.
I just recently had a discussion with a professor at Mahidol University (Bangkok), where I was staying for a research exchange, on how knowledge can be used to mitigate risks within a supply chain.
Today’s article is from the late 90s, but sets a great example for research methodology in supply chain risk management. But don’t worry, I will focus on the results, since they’re very interesting as well. The objective of today’s article (Supply Chain Management in Food Chains: Improving Performance by Reducing Uncertainty) is to show strategies (here called principles) to reduce uncertainty, and at the same time show the beneficial effects of reduced uncertainty.
In today’s post I would like to highlight how the concepts of resilience and sustainability can be aligned.
Resilience is often interpreted as a property of a supply chain most often associated in a risk management sense; sustainability on the other hand, usually refers more to social and environmental goal orientation. So how can these concepts be aligned?
This is the sixth contribution to my series on doctoral dissertations on supply chain risk management. 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.
There are many definitions of agility. A supply chain can be defined as agile, when it is flexible and responds quickly to customer needs. Agility can also be seen as a measure to mitigate supply chain risks, building on this thought Dani and Ranganathan (2008) developed a model to mitigate risks using the concept of agility .
