A combined approach for supply chain risk management: description and application to a real hospital pharmaceutical case study

Supply chain risk network management: A Bayesian belief network and expected utility based approach for managing supply chain risks

“…Quantitative frameworks have utilised hybrid methods to assess and manage risks. For example, Elleuch et al (2014) combined FMEA, design of experiments, discrete event simulation, Analytical…”

Listening to the Voice of the Patients: The Marketing Function, Market Orientation and Performance in Hospitals in Emerging Markets

“…The costs in talent cultivation are relatively high for pharmaceutical factories, and high turnover rate has been the most annoying problem of human resource management in these organizations. Improper turnover rate could affect the quality of customer services and result in temporary shortage of experience inheritance (Elleuch et al 2014).…”

An Empirical Risk Analysis of the Brazilian Shipbuilding Industry

“…In the literature, the SCRM process is described in similar ways, which can vary from risk identification and/or measurement, risk assessment and/or risk evaluation to mitigation plans and control and/or monitoring (Hallikas et al, 2002;Neiger et al, 2003;Jüttner et al 2005;Kleindorfer and Saad 2005;Tse et al, 2005;Cucchiella and Gastaldi, 2006;Ritchie and Brindley, 2007;Adhitya et al, 2008;Knemeyer et al, 2009;Giannakis and Louis, 2011;Tummala and Schoenherr, 2011;Kern et al, 2012;Ghadge et al, 2013;Ceryno et al, 2014;Elleuch et al, 2014). Different systems have been put forward but most approaches for SCRM process tend to follow the generic process shown in Figure 4.…”

“…Risk assessment is the second step for SCRM, which focuses on the prioritization of the risks that will affect the vulnerability of the SC, as consequence contributes with the selection process of suitable corrective management actions for the identified risk in the Risk Identification phase Hallikas et al, 2004;Norrman and Jansson, 2004;Adhitya et al, 2008;Oehnen et al, 2009;Giannakis and Louis, 2011;Blome and Schoenherr, 2011;Tummala and Schoenherr, 2011;Elleuch et al, 2014). Many authors define risk assessment as the determination of the likelihood of occurrence and severity level for each risk identified (Hallikas et al, 2002;Hallikas et al, 2002;Norrman and Jansson, 2004;Kleindorfer and Saad, 2005;Ritchie and Brindley, 2007;Adhitya et al, 2008;Manuj and Mentzer, 2008;Oehnen et al, 2009;Tuncel and Alpan, 2010;Blome and Schoenherr, 2011;Giannakis and Louis, 2011;Tummala and Schoenherr, 2011;Kern et al, 2012;Ghadge et al, 2013).…”

“…A large number of techniques exist for Risk Identification, such as brainstorming and workshops Oehnen et al, 2009;Elleuch et al, 2014), Failure Checklists (Chase et al, 2006;Tummala and Schoenherr, 2011), survey and interviews (Shen et al, 2001;Hallikas et al, 2002;Hallikas et al, 2004;Lee et al, 2007;Tuncel and Alpan 2010), Delphi groups (Ghadge et al, 2013), Risk Mapping (Gardner and Cooper, 2003;Norrman and Jansson, 2004;Pujawan and Geraldin, 2009;Tummala and Schoenherr, 2011), Value-Focused Process Engineering (VFPE) (Neiger et al, 2007); KPI monitoring (Giannakis and Louis, 2011) and various diagramming approaches such as Cause-Effect diagrams (Tummala et al, 1994;Chase et al, 2006), Failure Tree Analysis (FTA) and Event Tree Analysis (ETA) (Tummala and Schoenherr, 2011), Failure Mode And Effect Analysis (FMEA) (McDermott et al, 1996;Karim et al, 2008;Tuncel and Alpan 2010;Tummala and Schoenherr, 2011;Elleuch et al, 2014) and Influence Diagrams (Chapman, 1997;Hollnagel, 2004).…”