A Quantitative Analysis of Disruption Risk in a Multi-Echelon Supply Chain

Schmitt, Amanda J.; Singh, Meenakshi

doi:10.2139/ssrn.1463417

Cited by 37 publications

(47 citation statements)

References 11 publications

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“…Schmitt and Singh (2012) complemented the resilient enabler list by recommending the usage of inventory management as another effective weapon in a multi-echelon network for reducing risk. Thun and Hoenig (2011) stressed in the German automotive context that firms investing high on risk management practices experience better performance and are better resilient to disruptive events.…”

Section: (A)supply Chain Risk Management Supply Chain Design Sourcimentioning

confidence: 99%

Supply chain resilience: a state-of-the-art review and research directions

Мандал

2014

International Journal of Disaster Resilience in the Built Environment

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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation.

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Section: (A)supply Chain Risk Management Supply Chain Design Sourcimentioning

confidence: 99%

Supply chain resilience: a state-of-the-art review and research directions

Мандал

2014

International Journal of Disaster Resilience in the Built Environment

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“…This means that SCRM can bring more than risk avoidance and impact minimisation -namely, it can also create new value for the organisation. The goal of a firm's management efforts should not chiefly be to eliminate risks but also to become more risk-informed (Schmitt and Singh, 2012) and use SCRM as a tool for greater rewards, not just control against loss (Wu and Olson, 2009). SCRM can thus also be seen as an approach to creating shareholder value (Hahn and Kuhn, 2012) thus Cantor et al (2014) used the stakeholder theory to examine what brings risks to supply chains.…”

Section: Scrm As Value Generationmentioning

confidence: 99%

Value-oriented supply chain risk management: you get what you expect

Trkman

Oliveira

McCormack

2016

Industrial Management &Amp; Data Systems

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Purpose – With the globalisation of supply chains the importance of supply chain risk management (SCRM) has grown considerably. Still, although both researchers and practitioners fully agree on its importance, most companies pay very limited attention to SCRM. The purpose of this paper is to use expectation confirmation theory to investigate the reasons for that. Design/methodology/approach – The authors use a combination of six mini case studies and a survey of 89 companies to show how a different attitude towards SCRM can lead to greater value from SCRM efforts. Findings – In line with the expectation confirmation theory the authors stipulate that the primary reason is in companies’ attitudes towards SCRM. Their main expectation is risk avoidance and not value generation. In such a case, even “successful” SCRM programmes merely confirm such an expectation (e.g. no risk materialised or with a limited impact) and the company continues to avoid risk while limiting the resources for SCRM. It is only when the expected benefit of SCRM is not solely risk avoidance but mainly value generation that increased attention can be expected over time. Research limitations/implications – The paper is exploratory in nature. Some of the stipulations in the theoretical part were not fully investigated in the quantitative part. The survey had a relatively small sample and a low-response rate. The constructs used in the survey did not use previously validated questionnaires. Practical implications – Companies should focus on changing expectations of their managers and employees regarding SCRM and emphasise the value potentially generated by SCRM. Originality/value – Use of expectation confirmation theory to investigate the reasons for limited attention to SCRM, to improve the understanding of attitude towards SCRM and to open many important areas for further research.

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“…In traditional supply chain design, it is assumed that the facilities will always remain in operation to provide service to customers. However, disruptions to the entities of a supply chain system are very common and almost inevitable in a complex and interdependent networks (Ali & Nakade, 2014;Hishamuddin et al, 2014;Schmitt & Singh, 2012). Despite the ever increasing importance of emphasizing disruptions in decision making of an organization, studies on facility location problems considering disruptions risks are few in supply chain literature.…”

Section: Introductionmentioning

confidence: 99%

A Mathematical Optimization Approach to Supply Chain Disruptions Management Considering Disruptions to Suppliers and Distribution Centers

Ali

Nakade

2015

OSCM: An Int. Journal

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We develop an analytical framework of a multiproduct supply chain system composed of multiple suppliers, multiple distribution centers and multiple customers considering disruptions risk. Unlike traditional single sourcing strategy which is mostly discussed in supply chain literature, we apply multi-sourcing strategy in both procurement and distribution of commodities. The model thus developed determines the location of distribution centers from a set of potential location, shipment decisions from multiple suppliers to multiple distribution centers and shipment decisions from multiple distribution centers to multiple customers. Moreover, the model evaluates potential amount of products shortages in the event of disruptions. In our work, we consider disruptions at candidate locations for distribution centers and to the suppliers. The analytical framework is formulated as a mixed integer programming (MIP) model which minimizes the sum of investment cost, the transportation cost and the expected shortage cost. We consider several numerical instances to examine the benefit and practicability of the proposed model. Finally, we compare the results of the risk concern optimization framework to the basic optimization framework. From the results, it is expected that risk concern model would outperform the basic model in the case of disruptions.

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A Quantitative Analysis of Disruption Risk in a Multi-Echelon Supply Chain

Cited by 37 publications

References 11 publications

Supply chain resilience: a state-of-the-art review and research directions

Supply chain resilience: a state-of-the-art review and research directions

Value-oriented supply chain risk management: you get what you expect

A Mathematical Optimization Approach to Supply Chain Disruptions Management Considering Disruptions to Suppliers and Distribution Centers

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