A number of high profile product safety events and recalls have heightened public attention to the safety and security of the products that people consume and use. While product safety isn’t a new topic, the effect of the global supply chain in creating or exacerbating safety risks and vulnerabilities is both timely and relevant. In this essay we focus on how the field of operations management can provide fresh perspectives and insights in addressing the challenges of product safety and security in the global supply chain. We first examine the product safety issues and challenges that arise in five industries that are increasingly globalizing their supply chains: food, pharmaceuticals, medical devices, consumer products and automobiles. We describe four areas where operations management theory and methodologies can provide fresh insights and innovative solutions in addressing these problems; regulation and standards, product lifecycle management, traceability and recall management, and supplier relationships.

The emergence of the extended manufacturing enterprise, a globally dispersed collection of strategically aligned organizations, has brought new attention to how organizations coordinate the flow of information and materials across their supply chains. This paper explores and develops the concept of enterprise logistics [Greis, N.P., Kasarda, J.D., 1997. Enterprise logistics in the information age. California Management Review 39 (3), 55–78] as a tool for integrating the logistics activities both within and between the strategically aligned organizations of the extended enterprise. Specifically, this paper examines the fit between an organization's enterprise logistics integration capabilities and its supply chain structure. Using a configurations approach, we test whether globally dispersed network organizations that adopt enterprise logistics practices are able to achieve higher levels of organizational performance. Results indicate that enterprise logistics is a necessary tool for the coordination of supply chain operations that are geographically dispersed around the world. However, for a pure network structure, a high level of enterprise logistics integration alone does not guarantee improved organizational performance. The paper ends with a discussion of managerial implications and directions for future research.