One very important part of supply chain management research is the historical analysis of supply chain practices and properties over time. Just recently I published an article on the development of supply chain strategies over the course of 20 years.
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.
Today I just want to highlight a short article from “The Conversation” blog at the Harvard Business Review for you to read. The article, which can be found here, was written by Harold Sirkin, senior parter at the Boston Consulting Group.
Do supply chain strategies evolve over time? Are there the same strategic options nowadays compared to 20 years ago?
Since at least the meaning of the term logistics has evolved during the last 20 years, especially due to the emergence of supply chain management, logistics and supply chain management are used interchangeable in this article.
Setting up the right partnerships is hard to do. There are multiple levels to the decision with which companies to setup formal relations and how deep this relationship should be? Christopher and Jüttner (2000) develop a framework for managing partnerships. The full paper can be found here.
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.
Companies offer a smaller or larger range of products serving different markets, depending on their history and primarily the respective business model.
From a supply chain management point of view this poses the question if it is ok just to use the same supply chain strategy for all those products.
Aviation and steering a company can be viewed as somehow alike. At least this is the starting point for the article by Srinivas (2009) reviewed today.
Aviation Analogy
But unlike companies a pilot has some advantages: a clear starting point, a given destination, he knows on which path to get there, he knows anytime if he is off course and he also knows how to get back on track.
Submitted by Daniel Dumke on Mon, 2010-11-08 15:38
Paper
Global Manufacturing Outlook
Year:
2010
A current report by KPMG shows that international manufacturers are increasingly considering effects of supplier selection on cost and potential risks. Nearly 200 companies participated globally in the survey. The full report can be downloaded here at KPMG, I just summarized the major findings.
I had this article marked for some time now and I finally got to read it. It describes the connection between Shareholder Value and the concept of Value Based Management (VBM) and Supply Chain Strategy.
