Enterprise Risk Management Models 2010
DOI: 10.1007/978-3-642-11474-8_1
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Cited by 2 publications
(4 citation statements)
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References 29 publications
(29 reference statements)
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“…Thus, the size and quality of the necessary facilities to this phase are included, and different options are evaluated such as estimates of overall costs, operational performance and benefits generated by the project. Complementing the approach, Olson (2015) [4], one can identify that the relatively small costs can impact the management of a project and therefore become necessary cost-benefit analyzes, formal or informal, to accompany the initial specifications of a project. Thus, we present below the estimates of facilities and costs for The structure used for making the treatment module to the dairy industry in this study is in Table 8, and observes the value of the area to be immobilized to the deposit treatment module and its respective cost.…”
Section: %mentioning
confidence: 99%
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“…Thus, the size and quality of the necessary facilities to this phase are included, and different options are evaluated such as estimates of overall costs, operational performance and benefits generated by the project. Complementing the approach, Olson (2015) [4], one can identify that the relatively small costs can impact the management of a project and therefore become necessary cost-benefit analyzes, formal or informal, to accompany the initial specifications of a project. Thus, we present below the estimates of facilities and costs for The structure used for making the treatment module to the dairy industry in this study is in Table 8, and observes the value of the area to be immobilized to the deposit treatment module and its respective cost.…”
Section: %mentioning
confidence: 99%
“…According to Olson and Wu (2010) [4], the possibility to follow up the evolution of projects that include feasibility, market, etc., can be designed and monitored by their potential key success indicators, which enable the monitoring of faults, structural weaknesses and structuring scenarios by organizations. Basu (2014) [5] emphasizes the importance of CSFs selection with the assertiveness of the objectives and the selection of monitoring requirements for assessing them.…”
Section: Introductionmentioning
confidence: 99%
“…There are many risks inherent in this more open, dynamic system. Supply chains involve many risks (Olson and Wu, ). Cucchiella and Gastaldi () divided supply chain risks into categories of internal (involving such issues as capacity variations, regulations, information delays, and organizational factors) and external (market prices, actions of competitors, manufacturing yield and costs, supplier quality, and political issues).…”
Section: Supply Chain Risk Criteriamentioning
confidence: 99%
“…Olson and Wu (, ) presented five cases where multiple criteria were used in supply chain decisions. These cases were usually applied to evaluate alternative suppliers, either relatively as sources of various types of risk, or in a selection decision.…”
Section: Supply Chain Decisions and Criteriamentioning
confidence: 99%