All are dependent on efficient and reliable transportation and communication systems, an obvious point, but one that is often overlooked [4]. These issues are the subject of the Centre for Logistics and Supply Chain Management's ongoing programme of research into supply chain risk and vulnerability. The work presented in this paper forms part of the wider body of research, funded by the UK's Department for Transport, which aimed to increase the resilience of economic activity to all manner of potential threats [5]. This paper reports on some of the findings and recommendations of the second stage of that programme. The work is empirically based and draws on insights from a number of important industries including food retailing, oil and petrochemicals, pharmaceutical, packaging, electronics, transport services and the distribution of automotive spares. It also includes input from private and public sector organisations involved in the provision of health care and in defense. In particular it focuses on the development of a managerial agenda for the identification and management of supply chain risk, with recommendations to improve the resilience of supply chains. Supply Chain Resilience When working effectively and efficiently modern supply chains allow goods to be produced and delivered in the right quantities, to the right places, at the right time in a cost effective manner. Until recently the term 'supply chain' was not widely used beyond the confines of academia, specialist sectors of industry and the professional management community. Now, in the wake of a number of farreaching supply chain disruptions to economic activity it has crossed over into the everyday vocabulary of politicians, general managers and the wider public. The term 'supply chain' is itself a relatively new addition to the lexicon of management, first used in the early 1980s when writers coined the phrase to describe an emerging management discipline [6]. This new discipline was a

In recent years the issue of supply chain risk has been pushed to the fore, initially by fears related to possible disruptions from the much publicised 'millennium bug'. Y2K passed seemingly without incident, though the widespread disruptions caused by fuel protests and then Foot and Mouth Disease in the UK, and by terrorist attacks on the USA have underlined the vulnerability of modern supply chains. Despite increasing awareness among practitioners, the concepts of supply chain vulnerability and its managerial counterpart supply chain risk management are still in their infancy. This paper seeks to identify an agenda for future research and to that end the authors go on to clarify the concept of supply chain risk management and to provide a working definition. The existing literature on supply chain vulnerability and risk management is reviewed and compared with findings from exploratory interviews undertaken to discover practitioners' perceptions of supply chain risk and current supply chain risk management strategies.

His work in the field of logistics and supply chain management has gained international recognition. He has published widely and his recent books include Logistics and Supply Chain Management and Marketing Logistics. Martin Christopher is also co-editor of the International Journal of Logistics Management and is a regular contributor to conferences and workshops around the world. At Cranfield, Martin Christopher is Director of the Centre for Logistics and Supply Chain Management, the largest activity of its type in Europe. The work of the centre covers all aspects of transportation and logistics and offers both full-time and part-time Masters degree courses as well as extensive management development programmes. Research plays a key role in the work of the Centre and contributes to its international standing.

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The latter part of the 20 th Century saw the lean production paradigm positively impact many market sectors ranging from automotive through to construction. In particular there is much evidence to suggest that level scheduling combined with the elimination of muda has successfully delivered a wide range of products to those markets where cost is the primary order winning criteria. However, there are many other markets where the order winner is availability. This has led to the emergence of the agile paradigm typified by 'quick response' and similar initiatives. Nevertheless, 'lean' and 'agile' are not mutually exclusive paradigms and may be married to advantage in a number of different ways. This paper explores ways in which hybrid strategies can be developed to create cost-effective supply chains and proposes an integrated manufacture/logistics model for enabling the essential infrastructure.