An “ordinary” contingency is not a crisis. An extraordinary contingency is a potential crisis. It is only when the ordinary contingency plans fail or when the ordinary contingency measures are not enough that we have potential crisis at our hands.
Can contingency planning increase flexibility and minimize risk exposure to supply chain disruptions?
Finding the right facility location is difficult enough. Keeping it safe is even more difficult. One of the building bricks of the this article is the identification of so-called key supply chain locations.
In this study, Svensson investigates the areas, the causes and the contingency planning of corporate vulnerability in upstream and downstream supply chains.Corporate vulnerability in supply chains stems from time dependence, functional dependence and relational dependence.
