Tag Archives: Wagner Stephan

Diamonds are forever – suppliers not

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Revised on: 2015-09-08

Today I am taking a closer look at how buyer-supplier relationships evolve over time. This is the buyer-supplier relationship life cycle, where supply chains are dynamic and  where supply chain partners are constantly changing: New suppliers are added, others are  contractually terminated, cease to exist or become obsolete. Needless to say, nurturing and honing these relationships also improves supply chain performance. However, as Stephan Wagner points out in his recently published article on Supplier development and the relationship life-cycle, supplier development and supplier performance are dependent on the current stage or phase in the relationship life cycle.

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Supply chain risk – in your head?

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Revised on: 2015-09-09

The risk perception an individual supply chain professional has influences the risk management strategies this individual chooses to mitigate the effect of potential supply chain disruptions.  But does risk perception influence the occurrence of disruptions? In other words, if you think you are at risk, are you actually more likely to experience disruptions than if you think you are not at risk? Enhancing supply chain resilience with flexibility and redundancy is one way to counter supply chain disruptions. But do the chosen resilience measures actually play a moderating role in reducing the frequency of supply chain disruptions? That is what George Zsidisin and Stephan Wagner investigate in their newest article, Do Perceptions Become Reality? The Moderating Role of Supply Chain Resiliency on Disruption Occurrence. This article paints an interesting picture of how supply chain professionals view risk, which risk they perceive and what they do in reaction to these risks.

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When your supplier goes bust…

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Revised on: 2015-09-09

…what do you do? Is so-called supplier default something you have even thought about? And what if this supplier is connected to others such that if one fails, others may fail too, like an unstable house of cards? That is what concerns Stephan Wagner, Christoph Bode and Philipp Koziol in their 2008 article on Supplier default dependencies: Empirical evidence from the automotive industry, one of the few articles I know of that deals specifically with this topic. Based on empirical data from automotive suppliers, they reveal that default dependencies among suppliers do often exist and can have significant consequences.

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Book Review: Managing Risk and Security

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Revised on: 2015-09-10

One of my readers suggested this book to me via  a comment on my supply chain literature list pages, so I decided to find a copy for a proper review. Stephan M Wagner and Christoph Bode are renown authorities within supply chain risk research and as editors for Managing Risk and Security they have come up with a book that focuses specifically on security risks, as seen from the perspective of logistics service providers. And indeed, it was a suggestion well worth investigating, as supply chain security is something that every supply chain manager needs to take seriously.

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Graph Theory to the rescue

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Revised on: 2015-09-11

Graph Theory. In Supply Chain Management? It’s probably 10 years ago since last time I looked at Graph Theory. That was when I was writing my thesis for my MSc in GIS on Network Analysis in Raster GIS, and while I know that Graph Theory has many applications, I never expected to see it in Supply Chain Management. Now, Stephan M. Wagner and Nikrouz Neshat are using it in their 2009 paper Assessing the vulnerability of supply chains using graph theory. That is a novel approach, but does it work?

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An empirical investigation into supply chain vulnerability

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Revised on: 2015-09-10

Today’s journal article is from Germany. In An empirical investigation into supply chain vulnerability Stephan M. Wagner and Christoph Bode examine the relationship between a selection of supply chain characteristics and supply chain risks, and provide an empirical investigation into the supply chain vulnerability construct, based on a surveys and interviews of close to 5000 top-level executives.

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