...full text archive of this journal is available at www.emeraldinsight.com/0144-3577.htm Supply chain risk management and performance A guiding framework for future development Bob Ritchie Lancashire Business School, University of Central Lancashire, Preston, Lancashire, UK, and Supply chain risk management and performance 303 Clare Brindley Head of Department, Lancashire Business School, University of Central Lancashire, Preston, Lancashire, UK Abstract Purpose – The purpose of this paper is to examine the constructs underpinning risk management and explores its application in the supply chain context through the development of a framework. The constructs of performance and risk are matched together to provide new perspectives for researchers and practitioners. Design/methodology/approach – The conceptual and empirical work in the supply chain management field and other related fields is employed to develop a conceptual framework of supply chain risk management (SCRM). Risk in the supply chain is explored in terms of risk/performance sources, drivers, consequences and management responses, including initial approaches to categorization within these. Two empirical cases are used to illustrate the application of the framework. Findings – A new framework is presented that helps to integrate the dimensions of risk and performance in supply chains and provide a categorisation of risk drivers. Research limitations/implications – SCRM is at an early stage of evolution. The paper provides...
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...2013 Assessing risk factors in collaborative supply chain with the analytic hierarchy process (AHP) Andra Badeaa , Gabriela Prosteana*, Gilles Goncalvesb,c, Hamid Allaouib,c a Politehnica University of Timisoara, Remus 14, Timisoara 300191 Romania b Universite Lille Nord de France, Lille F-59000, France a Universite Artois, LGI2A, Bethune F-62400, France Abstract This paper analyzes supply chain crisis, the main blockage to effective supply chain collaboration. The research question of this article refers to how the two collaboration concepts (vertical and horizontal) in supply chain can be influenced in practice by potential risk factors. This research proposes five alternatives for a good collaboration: Information sharing collaboration, Decision synchronization collaboration, Incentive alignment collaboration, Resource and skill sharing collaboration, Knowledge Management collaboration. After a thorough research and detailed discussions, the authors identified 16 risk factors most present in literature. The research methodology was combined with the application of the analytic hierarchy process (AHP). © 2014 The Authors. Published by Elsevier Ltd. Open access under CC BY-NC-ND license. © 2014 The Authors. Published by Elsevier Ltd. Selection and peer-review under responsibility ofof SIM 2013/12thInternational Symposium inin Management. Selection and peer-review under responsibility SIM 2013 / 12th International Symposium Management. Keywords: collaborative...
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...Identifying risk issues and research advancements in supply chain risk management Ou Tang a,c, S. Nurmaya Musa a,b,n a Department of Management and Engineering, Link¨ping University, SE-581 83 Link¨ping, Sweden o o Department of Engineering Design and Manufacture, University of Malaya, 50603 Kuala Lumpur, Malaysia c School of Economics & Management, Tongji University, Shanghai 200092, PR China b a r t i c l e in fo Available online 3 July 2010 Keywords: Supply chain Risk management Citation/co-citation analysis abstract The purpose of this paper is to investigate the research development in supply chain risk management (SCRM), which has shown an increasing global attention in recent years. Literature survey and citation/ co-citation analysis are used to fulfil the research task. Literature survey has undertaken a thorough search of articles on selected journals relevant to supply chain operations management. Meanwhile, citation/co-citation analysis uses Web of Sciences database to disclose SCRM development between 1995 and 2009. Both the approaches show similar trends of rising publications over the past 15 years. This review has piloted us to identify and classify the potential risk associated with different flows, namely material, cash and information flows. Consequently, we identify some research gaps. Even though there is a pressing need and awareness of SCRM from industrial aspect, quantitative models in the field are relatively lacking and information flow risk has received...
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...ARTICLE Open Access Pharmaceutical supply chain risks: a systematic review Mona Jaberidoost1, Shekoufeh Nikfar1, Akbar Abdollahiasl1,2 and Rassoul Dinarvand1,3* Abstract Introduction: Supply of medicine as a strategic product in any health system is a top priority. Pharmaceutical companies, a major player of the drug supply chain, are subject to many risks. These risks disrupt the supply of medicine in many ways such as their quantity and quality and their delivery to the right place and customers and at the right time. Therefore risk identification in the supply process of pharmaceutical companies and mitigate them is highly recommended. Objective: In this study it is attempted to investigate pharmaceutical supply chain risks with perspective of manufacturing companies. Methods: Scopus, PubMed, Web of Science bibliographic databases and Google scholar scientific search engines were searched for pharmaceutical supply chain risk management studies with 6 different groups of keywords. All results found by keywords were reviewed and none-relevant articles were excluded by outcome of interests and researcher boundaries of study within 4 steps and through a systematic method. Results: Nine articles were included in the systematic review and totally 50 main risks based on study outcome of interest extracted which classified in 7 categories. Most of reported risks were related to supply and supplier issues. Organization and strategy issues, financial, logistic, political, market...
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...POMS Abstract Number: 011-0371 Title: Managing Global Food Supply Chain Risks: A Scenario Planning Perspective A. Deep Business School, Loughborough University Loughborough LE11 3TU, UK Email: a.deep@lboro.ac.uk || Phone: +44.1509 223176 S. Dani Business School, Loughborough University Loughborough LE11 3TU, UK Email: s.dani@lboro.ac.uk || Phone: +44.1509228830 POMS 20th Annual Conference Orlando, Florida U.S.A. May 1 to May 4, 2009 Introduction Food is a fundamental requisite for human existence. An agrarian society shows the simplistic form of existence where agriculture forms the core of the society and is the prime means of support and sustenance. That, however, no longer remains the foundation of most of today’s developed economies where food chains are increasingly becoming complex and multi tiered. The chains start with agriculture and ends ultimately, with household consumption. But the numbers of entities between these ends encompass geographical, economic, political and social extremes. This compounded over uncertainty occurring from natural disasters, climate changes, epidemics and terrorist threats place the food supply chain in a particularly vulnerable position. The recent Chinese milk scare which left thousands of Chinese babies ill after consuming melamine tainted milk powder produced by the Chinese Sanlu Group required urgent action by New Zealand, United States and the European Union to issue product warnings to contain the spread of melamine related...
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...Put Sales at Risk” Why all partners must carry consequences for the associated risk within the Supply Chain Author: Mathijs Cornelis van Itterzon What are the consequences of a tsunami in Japan, with respect to the price of Apple stocks? If we ask a regular person this question, one may answer that it doesn’t have that much influence at all. Mainly because people have never heard of the company ShinEtsu, which is responsible for manufacturing thin silicon wafers for Apples products (Der Spiegel, 2011). What many people do not know is that when this Japanese manufacturer has been overwhelmed by a natural disaster risk of stock-out may appear and may harm other partners within the supply chain. One of the major customers is Foxconn in Taiwan which manufacturers Apple’s iPhone and iPad. Still we rely that Apple controls their supply chain well in order to produce sufficient iPhones for the market. Taiwan’s Foxconn is able to produce the iPhones and iPad due to the efficient and ‘justin-time’ delivery from the Japanese manufacturer. Natural disasters like the tsunami in Japan may disrupt the continuity in the supply chain with all the associated consequences. Risk management and mitigation strategies are suitable solutions, which may prevent a supply chain breakdown because one will get insight in high-risk situations, such as the situation in Japan and hence consider how to reduce the associated consequences (Chopra & Sodhi, Managing Risk to Avoid Supply Chain Breakdown, 2004)...
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...THE IMPACT OF SUPPLY CHAIN MANAGEMENT ON GOVERNMENT INSTITUTIONS A Research Dissertation by GEORGE FREDERICK JACOBSON STUDENT NO. 94032512 B. TECH: PURCHASING MANAGEMENT Submitted in partial fulfilment of the requirements for the degree MBA in the Business School Faculty of Management Sciences TSHWANE UNIVERSITY OF TECHNOLOGY Supervisor: Prof. J A Watkins Pretoria 4 June 2007 PUBLICATION OF DISSERTATION The attention of the reader is specifically drawn to the fact that the national Government departments, who sanctioned this research study, specifically requested that the work should not be published due to the sensitivity of ongoing remedial actions. DECLARATION OF COPYRIGHT I hereby declare that this dissertation submitted for the degree (Magister Technologia) at the Tshwane University of Technology, is my own original unaided work and has not previously been submitted to any other institution or higher education. I further declare that all sources cited are cited or quoted are indicated or acknowledged by means of a comprehensive list of references. G.F. JACOBSON Copyright© Tshwane University of Technology (2007) i DEDICATION This study is dedicated to my family and friends for their love and support through this process allowing me to grow as a person. ii ACKNOWLEDGEMENTS I would like to express my sincere gratitude and appreciation to the following: My Lord and Saviour, Jesus Christ for His continued blessings...
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...| | | |Equivalent Modules Master List |Equivalent courses offered at Aalto University, School Of Economics. | | | | | |Courses offered are subject to changes. | | |Updated information on the courses will be sent to successful candidates by Aalto | | |University, School Of Economics. | | | | | |*The same course can be transferred only as 1 course. | |First Level Modules | | |ACC1006 Accounting Information Systems |International...
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...Table of Contents MODULE TITLE: SUSTAINABLE SUPPLY CHAIN - 1 - DESIGN AND OPERATION - 1 - 1.0) INTRODUCTION - 3 - 1.1) WHAT IS THE ISSUE? - 3 - 1.2) CURRENT STATE OF RESEARCH - 4 - 2.0) SUPPLY CHAIN MANAGEMENT (SCM) - 6 - 3.0) SUPPLY CHAIN OPTIMIZATION (SCO) - 7 - 4.0) SUPPLY CHAIN RESILIENCE (SCR) - 9 - 5.0) CAN SUPPLY CHAIN BE OPTIMIZED AND RESILIENT? - 10 - 5.1) CONCLUSION - 12 - 6.0) REFERENCES - 13 - 7.0) APPENDIX - 17 - 7.1) VULNERABILITY FACTORS - 17 - 7.2) CAPABILITY FACTORS - 18 - 1.0) Introduction The fierce competition in global and local markets, has forced company leaders to focus more on developing and designing an efficient and effective supply chain network. Pishvaee and Torabi (2010) ascertain that one of the most strategic and important element of SCM is making a strategic decision on supply chain network design. And this design takes into consideration some critical parameters that come with a lot of variability, such as the flow mechanism across the chain, facility locations, sizes and numbers. Because this long-term decision will impact the competitiveness of the company in many years to come, therefore, the designed network should be robust with these uncertain parameters. As a robust SC structure is the source of sustainable competitive advantage in this turbulent economic downtown. Therefore a robust SC is capable of making a firm resilient (Tang, 2006). The remaining part of this write-up is organized...
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...Defining value chain architectures: Linking strategic value creation to operational supply chain design Matthias Holweg a, Petri Helo b,n a b Judge Business School, University of Cambridge, UK Department of Production, Faculty of Technology, University of Vaasa, Finland art ic l e i nf o Article history: Received 31 May 2012 Accepted 13 June 2013 Available online 28 June 2013 Keywords: Value chain Supply chain management Operations strategy a b s t r a c t Over the past three decades scholars have developed comprehensive insights into the operational and strategic aspect of designing and managing the supply chain. Reviewing this ample body of knowledge however one cannot help but notice a persistent disunion between the “value chain” view that considers aspects of value creation and appropriation, and the operational “supply chain” view that considers strategies and tools for designing and operating efficient inter-firm networks. Commonly these views do not interact: value creation has the aim of capturing the maximum value-added in financial terms, the supply chain view aims for designing operationally efficient supply chains. In contrast to their treatise within the academic literature, from a practical point of view these two aspects are both necessary (and thus in their own right insufficient) components to a firm's supply chain strategy. In this paper we thus turn to an exploratory case study to identify what such a combined view of the value and supply chain would entail...
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...opleiding Leading and Managing Supply Chains Module Code: MLMLMS112 Module Supervisor: P Cadovius Date of Publication: 1-09-2014 Academic Year: 2014 - 2015 Study load: 3 EC Master in Logistics Management Program Leading and Managing Supply Chains Module Code: MLMLMS112 Module Supervisor: P Cadovius Date of Publication: 1-09-2014 Academic Year: 2014 - 2015 Study load: 3 EC Master in Logistics Management Program Table of Contents 1 Educational content 3 1.1 Short outline module 3 1.2 This module contributes to the competency/cies: 3 1.3 Context / interconnection 3 1.3.1 Learning Tracks 3 1.3.2 Relation with other modules/subjects 3 1.4 Entry requirements 3 1.4.1 Starting Level 3 1.4.2 Conditions 3 1.5 Learning outcomes 3 1.6 Compliance 5 2 Assessment 9 2.1 The assignment 9 2.2 Product 11 2.3 Test criteria 11 2.4 Assessment procedure 12 2.4.1 Assessment Methods 12 2.4.2 Fraud & plagiarism 12 3 Working method and support 12 3.1 Module information 12 3.2 Practical information 12 3.3 Teaching method and coaching 13 3.4 Programming and Planning 14 3.5 Literature 16 3.6 Complaints 16 4 Appendices 17 MLM Block 3 19 Educational content Short outline module Leading and Managing Supply Chains is designed to provide students with in-depth knowledge and understanding of the skills, processes and techniques used to coordinate activities across the supply chain to support the achievement...
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...Capabilities on Delivery Performance Astrid Hanghøj Risskov, Denmark, astridhanghoej@gmail.com This article aims to integrate capability-based theory into purchasing management. The research model presented in the article focuses on the effect of supplier evaluation capability and risk management capability on delivery performance. Further, the article explores the moderating effect of demand and technological uncertainty. The methodology relies on a multiple informant survey design with responses from purchasing and production managers in Danish manufacturing companies. Hypotheses are tested using regression analysis based on data collected from 197 firms. Risk management capability is found to increase delivery performance. Unexpectedly, supplier evaluation capability was found to decrease delivery performance. Demand uncertainty has a negative effect on delivery performance. Technological uncertainty had no effect on delivery performance. The results are discussed in detail in the final section of the article. Keywords: purchasing capabilities, delivery performance, environmental uncertainty Supply Chain Forum An International Journal © Copyright KEDGE BS ISSN print 1625-8312 ISSN online1624-6039 Supply Chain Forum An International Journal Purchasing and supply management (PSM) continues to become an increasingly more important activity for firms. Purchasing managers need to demonstrate that they make a valuable contribution to the bottom...
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...Supply Chain Management strategies in the luxury industry Cecilia Castelli Politecnico di Milano cecilia.castelli@polimi.it Cecilia Castelli 1 Introduction The industry of luxury goods is expected to become in 2006 a $170 billion business worldwide (Egon Zhender International, April 2006), and in the recent years sales were growing 6% per year (Kwak and Yoffie, 2001). Despite the adverse economic cycle, luxury goods firms experience increasing demand: this is due in part to the increasing social relevance of owning luxury goods, in part to the strong commitment of the luxury companies in branding and communication (Castaldo and Boni, 1999). But does the success of such companies lay in communication activities only? It would be interesting to understand if – and to what extent- the choices of the appropriate operations and supply chain strategy influence the success in the luxury niche. The topic of Supply Chain Management, due to the major economic trends of the last decade (globalization of markets, outsourcing of activities, demand for growing number of innovative and customized products in small volumes, with high quality and high service level, in an unpredictable way), emerged as a promising research field and was largely studied; however the models that have been proposed don’t seem to describe properly the strategies to adopt in the luxury goods industry. A specific research project is ongoing at Politecnico di Milano, aiming at studying Supply Chain strategies...
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...Supply Chain Management strategies in the luxury industry Cecilia Castelli Politecnico di Milano cecilia.castelli@polimi.it Cecilia Castelli 1 Introduction The industry of luxury goods is expected to become in 2006 a $170 billion business worldwide (Egon Zhender International, April 2006), and in the recent years sales were growing 6% per year (Kwak and Yoffie, 2001). Despite the adverse economic cycle, luxury goods firms experience increasing demand: this is due in part to the increasing social relevance of owning luxury goods, in part to the strong commitment of the luxury companies in branding and communication (Castaldo and Boni, 1999). But does the success of such companies lay in communication activities only? It would be interesting to understand if – and to what extent- the choices of the appropriate operations and supply chain strategy influence the success in the luxury niche. The topic of Supply Chain Management, due to the major economic trends of the last decade (globalization of markets, outsourcing of activities, demand for growing number of innovative and customized products in small volumes, with high quality and high service level, in an unpredictable way), emerged as a promising research field and was largely studied; however the models that have been proposed don’t seem to describe properly the strategies to adopt in the luxury goods industry. A specific research project is ongoing at Politecnico di Milano, aiming at studying Supply Chain strategies...
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... General Electric (GE) supply chain and its components. Show how expansion within a company can be profitable over time. | General Electric also known as GE has been around for many years. GE is a global company that provides a variety of products in the United States and abroad. The company started in 1900 in a barn and they have been much more advanced as the years have progressed (Heritage of research, 2012). GE has more than 3000 employees working in research facilities throughout the United States, India, China, and Germany (Heritage of research, 2012). Through the years, the company has won several Nobel prizes and other awards for the remarkable research they have performed over the years and they are not completed yet (Heritage of research, 2012). GE has many subsidiary companies and therefore has broaden their initial company from just electrical and appliance to healthcare equipment and even aircraft technology (Product & services, 2012). The six elements of the supply chain strategy are leverage, communications, efficiency, innovation, risk management, and continuous improvement (The 6 Elements of Supply Chain Strategy, 2012). When viewing a section of GE under GE Healthcare, they handle supply chain a little differently. They look more into working with the community because GE’s goal overall it to make money but do it the proper way and make a difference in the work that they do (Mixing diversity into the supply chain process, 2012). The communication...
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