Posts inspired by academic articles I have read
Does having Small and Medium-sized Enterprises (SMEs) in your supply chain constitute an increased exposure to supply chain risk?
Finally, here it is, the complete review of some 160 or so articles in supply chain risk and risk management.
Sea transport constitutes the major part of almost every supply chain, and is thus a major contributor to risks in the supply chain.
The recent trends such as offshore manufacturing, lean sourcing and global outsourcing has considerably increased the risk exposure of firms and their supply chains, and operational research has become one of the most indispensable tools in business.
Little did I know when I started reading this paper that it was written by he who is the editor for Finance in the Journal of Applied Stochastic Models for Business and Industry and who has published 12 books and more than 250 papers on risk management and stochastic modelling in operations, insurance and finance.
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 chains are increasingly becoming complex webs and networks and are no longer straightforward chains with just a few links between supplier and customer.
Here, six areas of supply chain risk are highlighted and discussed at length, showing how they are endemic to the extended enterprise, and indeed, a lengthy discussion it is.
Today’s article is actually not an article on it’s own, but an editorial to a special 2009 issue of the Journal of Operations Management, dedicated to supply chain risk.
Today we are going back in time, to one of the seminal articles in road vulnerability. It is a conceptual paper that provides the basis for why road vulnerability needs to be a more important issue .
Can commercial logistics’ ideas and solutions work in humanitarian supply chains? No. Why? Well, perhaps they could work, but in most cases they won’t.
Christopher Tang from UCLA talks about three strategies for building a robust supply chain, related to (1) supply, (2) product, and (3) demand.
I’ve said so before, sometimes new articles are found in new and unlikely places and here is a chance to learn something new.
I am very much impressed with this extensive literature study on risk and uncertainty within Supply Chain Management. It is – by my judgement – better than Vanany et al. (2009).
Beer distribution is a sector that will be highly affected by a supply chain disruption…in the UK. You could even say that beer distribution is part of the UK critical infrastructure.
Black Swan events – should we even bother? These events are practically impossible to predict, so instead of spending our efforts on quantifying and estimating them, maybe we should just let them happen?
While I know that Graph Theory has many applications, I never expected to see it in Supply Chain Management.
What fascinates me with this paper are (1) the parameters defining supply chain flexibility: Transparency, Simplicity, Responsiveness/Agility and Security/Reliability, and (2) flexibility potentials: Structural, Technological and Human flexibility potentials.
Risk management is emerging as a key focus area for corporations, especially in terms of the extended supply chain. As they take on expanded responsibilities for global sourcing, supply chain managers are also increasingly required to manage risk in terms of brand, reputation, and ethical sourcing, not just procurement and purchasing risks.
What is supply chain risk in turbulent environments really…simply old wine in new bottles or something profoundly new?
