The 13th International Conference on The Modern Information Technology in the Innovation Processes of the Industrial Enterprises, MITIP 2011, will take place 22 June – 24 June 2011, in Trondheim, Norway.
AON has now published a people risk map that shows which countries are high or low risk. The accompanying report provides a comparative overview of risks associated with recruitment, employment and relocation in 90 cities worldwide.
Choosing the right supplier is a risky decision. Chose the wrong supplier, and you may face a severe disruption in your supply chain. Chose the right supplier, and all goes well. Hopefully. But is it possible to judge risk objectively?
The numerous possibilities of disruptions and disturbances in the supply chain demand a supply chain that is responsive to a variety of threats, and the keys or tools to mitigating supply chain vulnerability are security, visibility and resilience.
This paper presents the five cornerstones of logistics as an academic discipline, and shows how logistics in fact can act as an integrative platform over a wide range of different issues at the micro meso and macro level.
Two weeks ago I attended the ISCRiM 201o seminar at Loughborough University, a gathering of some of the finest researchers in supply chain risk. I am honored and inspired to be part of this.
This paper presents some fundamental concerns about the current trend towards global outsourcing and its consequences. Yes, it may be cutting the costs, but it is not cutting the risks.
This definition of supply risk views the supply chain from end to end, acknowledging that what you purchase as a supply, in the the end will wind up in some customer’s hand, to which you may be liable, if your product or service is faulty
Obviously, cutting risks and cutting costs are two strategies that are often detrimental to each other, and after cutting costs simply for the sake of reducing operational costs, you may have to cut corners in order to cut risks.
Supply chain risk management must look beyond the individual supplier and look at dependencies within the entire supplier portfolio. Such dependencies may not be obvious at first sight, and this paper presents one very good approach towards discovering these dependencies.
Set up by Zurich Insurance, the website is aimed at helping senior managers and directors in finance, supply chain, operations and risk develop a deeper understanding of the tactical considerations and strategic approaches to minimize impacts of disruptions to the supply chain.
I am currently attending the 2010 seminar of the International Supply Chain Risk Management Network (ISCRIM) here in the UK. I feel honored to have been invited into this distinguished circle of academics and professionals, and to have the opportunity to present some of my own research.
Christchurch, New Zealand, has been hit by an earthquake. How will the city recover? Will they be able to pull together the resources and quickly return to business as usual? I believe they will.
This book is not for those looking for a quick Wikipedia-like answer on how to analyze risk. It is an extensive work that may require many hours of studying. I am amazed at what this book covers – it does contain all you would ever need to know and may not even want to know about the state of the art of risk analysis.
This paper describes an infrastructure risk analysis model, considering possible threats and potential impacts. Their model follows the commonly accepted risk assessment method of fault and event trees.
The paper calculates several indices for link importance and site exposure for the Swedish road network, based on the increase in generalized travel cost when links are closed.
Published 2-3 times a year by the International Supply Chain Risk Management Network, the ISCRiM newsletter has the latest on published articles, research reports, PhD theses, weblinks, and some buzz from the people who work with supply chain risk research for a living.
Regular readers of this blog will have noticed a considerable gap in my postings, with several weeks and even more than a month between posts at times. It’s not that I have been too busy with my day job, not really.
Guanxi: Connections and relations are what matter most, while contracts, rules and laws are to likely to be overridden if they are in conflict with harmonious relations.
Is culture shock the reason why so many global and cross-culture business relationships fail? When it comes to Western buyers and Chinese suppliers this may very well be the case, and while issues related to product quality or supplier reliability may seem as the obvious cause externally, cultural differences may be the root cause internally.
