Supply Chain Risk Management is a area that has seen a significant growth in recent years. However, there is diverse perception of research in supply chain risk because these researchers have approached this area from different domains, thus creating three distinct research gaps.
Are you looking for the latest in supply chain risk research? The ISCRiM Newsletter is filled to the brim with exciting news and links that a researcher in supply chain risk ought to be aware of. It’s a who’s who and what’s what in supply chain risk management. Not to be missed.
Two weeks ago I attended the ISCRiM 201o seminar at Loughborough University, a gathering of some of the finest researchers in supply chain risk. I am honored and inspired to be part of this.
Supply chain risk management must look beyond the individual supplier and look at dependencies within the entire supplier portfolio. Such dependencies may not be obvious at first sight, and this paper presents one very good approach towards discovering these dependencies.
I am currently attending the 2010 seminar of the International Supply Chain Risk Management Network (ISCRIM) here in the UK. I feel honored to have been invited into this distinguished circle of academics and professionals, and to have the opportunity to present some of my own research.
Published 2-3 times a year by the International Supply Chain Risk Management Network, the ISCRiM newsletter has the latest on published articles, research reports, PhD theses, weblinks, and some buzz from the people who work with supply chain risk research for a living.
How does company culture shape a firm’s risk mitigation and response, and thus, how does company culture shape a firm’s supply chain agility?
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.
Blindly minimizing risk is a losing proposition in the long term, and uncertainty or risk are at the root of opportunity towards new profitable enterprises. Risk minimizing does not equal profit maximizing.
There can be no generally valid risk for all types of supply chains, but risks must be defined from within the context of the supply chain that is the subject of analysis.
Each individual supply chain is unique in certain respects and this uniqueness may require unique approaches to the management of the risks involved.
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.
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.
Is it possible to summarize seven years of supply chain risk management research and find a common theme or definition of what supply chain risk is all about?
