The phrase “Supply chains compete, not companies” was coined by Martin Christopher, and it is a fitting reminder for the theme of the CSCMP Europe 2009 Conference: “Overcome Barriers That Face Your Supply Chain and Turn Them into Competitive Advantages”.
The phrase “Supply chains compete, not companies” was coined by Martin Christopher, and it is a fitting reminder for the theme of the CSCMP Europe 2009 Conference: “Overcome Barriers That Face Your Supply Chain and Turn Them into Competitive Advantages”.
Martin Christopher’s particular research interests lie at the interface between marketing and logistics reflecting his belief that these two critical activities underpin superior supply chain performance.
In this book, which is a more or less unabridged version of his dissertation, Holger Köhler not only presents a (new) system for the systematization of supply chain risks, he also develops a model for the factors that influence supplier risk and brings it together in a novel way that I haven’t seen before.
What happens when a business is disabled for a length of time? What are the impacts on its profitability, service delivery, and employees? What are the effects to the broader community? What are the key attributes that can help a business to bounce back or bounce forward from a disruption?
Historically, third-party logistics providers, or 3PLs, provided traditional logistics services, such as transportation and warehouse management, and nothing more than that, but 3PLs have evolved to becoming orchestrators of supply chains that create and sustain a competitive advantage.
Frankly, if you are investigating how to make supply chains more resilient, and if you forget to mention this article in your literature review, then I would say that, obviously, you have absolutely no clue about supply chains or resilience.
The norm in supply chain management is that variability is detrimental to performance as it causes cost in the form of stock-outs, poor capacity utilisation, and costly buffers. This paper questions this approach and argues that in the light of increasing turbulence a different approach to supply chain management is needed.
The supply chain is a firm’s core asset, and perhaps its most important asset, and a firm is only as good or as bad as its supply chain. In this tightly packed 300-page volume Sehgal shows how important it is to have a top-down-driven approach to supply chain management and how important it is to link strategy and execution, from the board room to the very last delivery guy.
This book is about the principles, frameworks and processes that enable the aligning of a company’s specific customer value proposition with its operations strategy.The book is built around 33 rules that cover all possible aspects of supply chain operations and management, and that are placed throughout the eleven chapters of the book.
This book describes how difficult it is to build a reputation, and how easy it is to destroy, how it can be measured, how it can be managed, what drives it and how different stakeholders focus on different aspects of reputation, and how reputation (risk) management is an integral part of risk management in general.
Supply chain risk seems to be on everyone’s agenda these days, with one event after the other competing for spotlight attention. The Building a Resilient Supply Chain Summit is the must-attend event for senior supply chain executives.
An empirical analysis of supply chain risk management in the German automotive industry shows that the group using reactive supply chain risk management seems to do better in terms of disruptions resilience or the reduction of the bullwhip effect, whereas the group pursuing preventive supply chain risk management seems to do better as to flexibility or safety stocks.
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.
Which mitigation strategy that works best when faced with which supply chain catastrophe? This is a paper that every supply chain manager should read, at least once.
This is one of the articles – if not THE article – that paved the way for many frameworks for risks in supply chains, most notably the supply-demand-process-control model.
Now there is a new source for knowledge on disaster management and humanitarian logistics, the Journal of Humanitarian Logistics and Supply Chain Management (JHLSCM).
Is it possible to say that a blog has a supply chain? And if that is the case, are blogs exposed to supply chain risks? If that is the case, are blogs exposed to supply chain risks? This slightly humorous post takes a look at my blog from a supply chain perspective.
Traditionally, papers on supply chain risk use the “classic” supply-demand-internal-external scheme for classifying supply supply chain risk sources. Christopher and Lee do not. They see risk as primarily related to uncertainty, volatility and turbulence
Supply management is not just about acquiring goods and services at the best possible price. It’s also about identifying possible disruptions to the supply chain and taking steps to mitigate them. While the article may be lacking in academic depth, it makes up for it in its hands-on managerial approach.
