Communicating supply chain risks and mitigation strategies: a comprehensive framework

Abstract

General rightsThis document is made available in accordance with publisher policies. Please cite only the published version using the reference above. Concerning the increasing emphasis on risk management in this uncertain global environment, there is an urgent demand for practical decision support tools that support supply chain risk communication and management. This research proposes an integrated framework that takes explicit account of multiple types of risk in aiding decision-making, and compares and ranks alternative risk mitigation strategies individually and collectively in indicator basis using fuzzy set theory and multiple criteria decision analysis (MCDA) methods. Through an illustrative case, the research demonstrates that the proposed framework provides a holistic view of supply chain risks and enables firms to foresee, spot and respond to the exposed risks in an effective and efficient manner.

Agility and resilience as antecedents of supply chain performance under moderating effects of organizational culture within the humanitarian setting: a dynamic capability view

“…The SCAG approach is often pursued when supply and demand uncertainties are high (Lee 2002). The SCAG is designed to respond quickly and cost effectively to unpredictable changes in markets and increasing level of environmental turbulence, both in terms of volume and variety (Christopher 2000;Christopher andTowill 2001, 2002;Eckstein et al 2015;Wang, Tiwari, and Chen 2017). On the other hand, due to globalization, the length of the supply chains is rapidly increasing.…”

Manage risk of sustainable product–service systems: a case-based operations research approach

“…The main innovation about the measurement items of supply network-oriented risks is that these risks beleaguer production and continue to grow in significance with complex production and innovation processes, and evaluations and assessments of network-oriented risks are therefore crucial to inform an industrial firm's reorientation towards SusPSS. In addition to conventional supply, demand, and process related risks used in supply chain risk management (Pan and Chen 2012;Wang et al 2017), our case analysis also demonstrates the importance of incorporating other dimensions (e.g. control and technological risks) in the evaluation.…”

Measuring agri-food supply chain performance and risk through a new analytical framework: a case study of New Zealand dairy

“…Due to the increasing trend of collaboration at global level-extended supply chain networks are becoming more and more exposed to uncertainty, consequently emphasizing the risk factors to be addressed. Wang, Tiwari, and Chen (2017) classified the sources of uncertainty into three categories: supply, process, and demand. Supply uncertainty stems from the variability of supply, such as the faults or delays in delivery, whereas demand uncertainty is caused by volatile demand.…”

“…Process uncertainty, however, is a result of unreliable production process, causing risk and safety issues. Inherently, all supply chains are prone to a various types of and Revoredo-Giha 2013, Zubair and Mufti 2015, Wang, Tiwaria, and Chen 2017, Prakash et al 2017. These frameworks usually aim at developing approaches for identification, assessment, analysis, and the treatment of vulnerable areas in a supply chain (Wang, Tiwari, and Chen 2017).…”