Assessing the Global Environment

Myers, Matthew B.; Borghesi, Antonio; Russo, Ivan

doi:10.4135/9781412976169.n3

Cited by 6 publications

(10 citation statements)

References 17 publications

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“…Being global provides opportunities to tap into huge and growing markets, capitalize on new economic trends, and utilize natural resources available in other geographic areas (SANDERS, 2012). The larger the portfolio of markets in which the supply chain operates, the greater the opportunities and, simultaneously, the greater the complexities and risks resulting from turbulent environmental conditions (MYERS et al, 2007).…”

Section: Independent Journal Of Management and Production (Ijmandp)mentioning

confidence: 99%

An Evaluation of Supply Chain Management in a Global Perspective

Borges

2015

Ind. Jour. Man. & Prod.

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The characteristics and challenges of the integrated market, along with the rising international cooperation and vertical disintegration, have led to a notion that firms are linked in a global supply chain. From the elements raised from theory, this study aims to discuss global supply chain management, identifying factors that underpin its global characteristics, gaps and questions for a future research agenda in the area. It was used references that cover supply chain management and the global market factors involving economic, cultural, structural, political and demographic issues that represent opportunities and barriers for moving up in a global supply chain. As the main findings, it was identified that the challenge related to the international operations is to develop a global strategy considering the influence of political and economic factors in the trade, cultural characteristics, supply chain costs, infrastructure, technology, market and competitive rules. The challenge to manage all these external factors guided the composition of the research agenda proposed for future studies in global supply chain management.

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Section: Independent Journal Of Management and Production (Ijmandp)mentioning

confidence: 99%

An Evaluation of Supply Chain Management in a Global Perspective

Borges

2015

Ind. Jour. Man. & Prod.

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“…However, supply chain disruptions can also have long-term negative effects on a firm's financial performance as well (Hendrick and Singhal, 2005). There is general agreement that global supply chains are suffering from the disruption of supply chain functions and reduced supply chain efficiencies (Myers et al, 2006;Bogataj and Bogataj, 2007). Christopher and Peck (2004) approach that risks drive the vulnerability of supply chains by distinguishing between internal and external supply chain risks.…”

Section: Introductionmentioning

confidence: 99%

Establishing a decision-making model of global supply chain risk management from the perspective of risk and vulnerability

Lee

2014

IJSCOR

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This research attempts to analyse the reasons behind supply disruptions of Taiwan's firms and tries to find measures to mitigate them. First, we propose a decision-making model of 'the hierarchical structure of global supply chain risk management (GRM)', which takes into account two main criteria, supply chain risk (SCR) and supply chain vulnerability (SCV). In turn, we explore the inter-relationship among accessing risk sources and weakening driving factors, as well as the risk managerial elements in SCR and SCV. Then, we build this dynamic relation into SCR managerial logic and design a corresponding decision-making path. Based on the analytic network process, a methodology is designed for the optimal selection of risk management methods and tools. The result findings indicate elements of loss, threats to customer life and safety, catastrophic risk, and supplier concentration are the most influential causes in SCV. On the other hand, supply modularisation is the best solution. This research provides significant insight on GRM, which not only has a strategic but also operational perspective and help to tackle the fundamental and crucial relationship in dynamic risk system.

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“…The larger the portfolio of markets in which the supply chain operates, the greater the opportunities and, simultaneously, the greater the complexities and risks resulting from turbulent environmental conditions (Myers, Borghesi and Russo, 2007). Trading on a global or international market scale is considerably more complicated than on a domestic one.…”

Section: Global Supply Chain Managementmentioning

confidence: 99%

“…It was consensus among all of them that it is very important for the Brazilian economic development the creation of policies and incentives to leverage productive and innovative capabilities in order to turn the country into a competitive player in the semiconductor global chain. It was possible to visualize that the penetration in global supply chain presents great opportunities, but simultaneously great complexities and high risks resulting from turbulent environmental conditions (Myers, Borghesi and Russo, 2007), differences in labor productivity and access to labor skills, access to transportation and infrastructural support (Sanders, 2012). There is also the cultural distance between the buyer's country and the supplier's country which measures informational and communication complexity and geographic complexity between different countries involved in the global chain (Kaufmann and Carter, 2006).…”

Section: The Brazilian Companies' Potential Opportunities and Barriersmentioning

confidence: 99%

Brazil Moving up in the Semiconductor Global Chain

Borges

Vieira

2014

JOSCM

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Brazil has implemented policies and incentives for the development of semiconductor chain in the country. In this paper, we described the configuration of semiconductor global chain, identifying the main activities of Brazilian companies, the infrastructures involved and the influence of the industrial policies that are fostering the chain configuration. We carried out a qualitative exploratory study in order to obtain the empirical insights of the current Brazilian operations and strategies to leverage its participation in the semiconductor supply chain. Data was collected by semi-structured interviews and document analysis. Brazilian companies already operate in some value chain activities of the semiconductor chain, especially back-end and Design, but some elements that are constraints to move up in this market were identified: the lack of a national infrastructure, experienced labor, and a proper industrial policy to leverage this economic sector, motivating new ventures, developing national production and attracting foreign companies.

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Assessing the Global Environment

Cited by 6 publications

References 17 publications

An Evaluation of Supply Chain Management in a Global Perspective

An Evaluation of Supply Chain Management in a Global Perspective

Establishing a decision-making model of global supply chain risk management from the perspective of risk and vulnerability

Brazil Moving up in the Semiconductor Global Chain

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