An emergent framework for supply chain risk management and performance measurement

Ritchie, Bob; Brindley, Clare

doi:10.1057/palgrave.jors.2602412

Cited by 123 publications

(80 citation statements)

References 20 publications

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“…With this equation, firms can implement actions for reducing the level of exposure, alter the level of potential losses perceived by key decision makers, and change the sourcing strategy. Brindley (2007a and2007b) present a framework for supply chain risk management that explores the links between risk and performance for a firm. The framework has five components, each of which represents a separate risk management strand (Ritchie and Brindley, 2007a): (1) risk sources and profile; (2) risk and performance drivers; (3) risk and performance consequences; (4) risk management responses; and (5) risk performance outcomes.…”

Section: Framework For Supplier Risk Managementmentioning

confidence: 99%

Supplier development with benchmarking as part of a comprehensive supplier risk management framework

Matook

Lasch

Tamaschke

2009

International Journal of Operations &Amp; Production Management

111

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Supplier development with benchmarking as part of a comprehensive supplier risk management framework Structured AbstractPurpose: The purpose of the paper is to present and empirically support a theoretically sound, operational, and easy-to-implement supplier risk management framework that focuses on supplier development using a benchmarking approach.Design/methodology/approach: The paper develops a five stage framework for supplier risk management, entailing supplier risk identification, assessment of supplier risks, reporting and decision of supplier risks, supplier risk management responses, and supplier risk performance outcomes, that builds on the conceptual approach of Ritchie and Bridley (2007a) and the approach of the Association of Insurance and Risk Managers (AIRMIC, 2002). The operation of the framework is illustrated in a single case study of a UK firm. Findings:The paper contributes to the research in operations management and particularly in risk management in the specific field of supplier risk management. The study presents details of one of the later stages of the risk framework (i.e. management responses stage) and enhances the understanding of how the development of suppliers can be conducted so as to create a vital supplier base. Research implications/limitations:As an analytical method, the use of factor analysis generally requires metric scaled data, but we applied it to ordinal-scaled data. Therefore, we had to confirm our two-factor solution with non-metric multidimensional scaling. In addition, the operation of our supplier risk framework is demonstrated within one firm only. Further case studies are therefore needed to strengthen the research findings. Originality/Value:The study goes beyond the conceptual discussion of supplier risk management, and demonstrates the activities a firm can undertake in response to supplier risk ratings and assessments. Practical implications:Managers can use the supplier risk management framework to develop firm-specific risk management programs, and to create management responses that influence and improve their relationships with suppliers. The framework is fully operational, easy to implement; and facilitates proactive supplier risk management, rather than reactive crisis management.

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Section: Framework For Supplier Risk Managementmentioning

confidence: 99%

Supplier development with benchmarking as part of a comprehensive supplier risk management framework

Matook

Lasch

Tamaschke

2009

International Journal of Operations &Amp; Production Management

111

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“…The study of supply chain risk and disruptions has focused on various subsets of this phenomenon, such as how it is perceived (Mitchell 1995;Zsidisin 2003), managed (Chopra and Sodhi 2004;Hallikas et al 2004;Harland, Brenchley, and Walker 2003;Ritchie and Brindley 2007), and its effects on organizational performance (Hendricks and Singhal 2003, 2005a, 2005bNorrman and Jansson 2004;Wagner and Bode 2008). One subset of the supply chain risk literature is the study of how firms can become resilient to the threats and occurrence of supply chain disruptions (Christopher and Peck 2004;Sheffi 2005;Sheffi and Rice 2005;Tang 2006).…”

Section: Introductionmentioning

confidence: 99%

Do Perceptions Become Reality? The Moderating Role of Supply Chain Resiliency on Disruption Occurrence

Zsidisin

Wagner²

2010

J of Business Logistics

259

227

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The concern and study of supply risk and supply continuity has recently come to the forefront in managing business and conducting research. This empirical study of U.S. and German firms investigates the relationship between perceived supply risk sources and supply disruption occurrence, as well as the use of supply chain resiliency practices to reduce disruption frequency. We demonstrate that supply managers' concerns with risk emanating from suppliers and the supply market are positively related to supply disruption occurrence. We further show how and when implementing flexibility and redundancy may reduce the effects of supply disruptions.

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“…A further contribution of this work concerns the explicit modelling of the relationships between risks and their expected impact, as called for by Chopra and Sodhi (2004) and Ritchie and Brindley (2007). Therefore, the choice of mitigation measures is directly based on the types and expected importance of the risks identified and assessed.…”

Section: Introduction 2 Introductionmentioning

confidence: 99%

How to choose mitigation measures for supply chain risks

Micheli

Mogre

Perego

2013

International Journal of Production Research

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The full-text may be used and/or reproduced, and given to third parties in any format or medium, without prior permission or charge, for personal research or study, educational, or not-for-prot purposes provided that:• a full bibliographic reference is made to the original source • a link is made to the metadata record in DRO • the full-text is not changed in any way The full-text must not be sold in any format or medium without the formal permission of the copyright holders.Please consult the full DRO policy for further details. Abstract Properly managing supply chain risks is at the top of many supply chain managers' agendas. However, the process of selecting preventive measures to mitigate supply chain risks is often unstructured in practice. This is also reflected in academic literature, where selecting appropriate mitigation measures is performed via qualitative and rather informal approaches. In order to fill this gap in industrial practice and academic research, the purpose of this study is to provide a quantitative decision support system to select mitigation measures for supply chain risks. The support system is theoretically grounded via a decision framework and is consistent with previous studies adopting the risk management process. The analytical tool is based on a stochastic integer linear programming approach, including supply chain managers' judgements by way of utility functions and fuzzyextended pairwise comparisons. In comparison with previous studies, the support system explicitly models the relationships between risks and their expected impact and considers the risk prioritisation step and the measures selection step jointly to enable risk profile reduction. The usefulness of the tool proposed is shown via the application of the support system to the case of the global sourcing process of 1 Chicco-Artsana, a large manufacturer and distributor of baby care products.

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An emergent framework for supply chain risk management and performance measurement

Cited by 123 publications

References 20 publications

Supplier development with benchmarking as part of a comprehensive supplier risk management framework

Supplier development with benchmarking as part of a comprehensive supplier risk management framework

Do Perceptions Become Reality? The Moderating Role of Supply Chain Resiliency on Disruption Occurrence

How to choose mitigation measures for supply chain risks

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