I really should no longer be so surprised that my idea of how to differ robustness from flexibility from agility from resilience resonates with quite a number of people, including Si Alhir.
Robustness. Flexibility. Agility. Resilience. One of my concepts that I have found cited more recently is what started out 11 years ago, and what later became in my mind the perfect illustration of these four terms.
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.
Resilience. A key ingredient in supply chain risk management. Also a key ingredient in logistics risk management. Cognitive resilience, behavioral resilience and contextual resilience must all come together for a resilient enterprise to emerge.
Can contingency planning increase flexibility and minimize risk exposure to supply chain disruptions?
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.
What do you do when you find two research papers by the same three authors, published the same year, in two different journals, with almost the same title?
Building a resilient enterprise is an enterprise-wide undertaking that is about so much more than simply preparing a company for disruptions.
Conceptual in its approach and drawing from other areas of research, this paper introduces four distinct groups of VENS, namely Constrained, Directed, Limited and Free VEN, and concludes that VEN risk management can and should learn from supply chain risk management.
Someone had to come up with this, it was just a matter of time, and it is no suprise that this article comes from India, one of the major providers of global outsourcing for many industries.
These concepts are often confused, and thus, warrant further explanation. They are distinctively different.
The other day I came across a new term: Agile Business Continuity, on the blog of Paul James, agilecontinuity.org. It is a blog that is well worth reading and I think that the word agile really captures the essence of what business continuity management (BCM) is about in the first place.
In a previous post I discussed the issue of Flexibility and robustness to reduce risk and uncertainty. Since then a new term has emerged: resilience, and today I will take a look at that.
This paper will first present the main risks that are facing any company. Then, the available options to reduce these risks will be considered. Finally, in relation to these risks, flexibility and robustness will be introduced as a tool to handle uncertainties (risks).
