Mitigation processes – antecedents for building supply chain resilience

Abstract

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. AbstractPurpose -This study aims to combine theory and practice to develop an integrated supply chain resilience framework by investigating the interdependencies between the strategic literature based concept of supply chain resilience and operational practitioner based disaster management processes. Design/methodology/approach -Utilising an in-depth qualitative case of a collaborative agency, this study identifies best practices within disaster management for insights on the operationalisation of supply chain resilience. Findings -The empirical data leads to the development of an integrated supply chain resilience framework capturing the interplay of disaster management processes and capabilities required to build supply chain resilience. The critical importance of mitigation processes in building supply chain resilience is highlighted. Practical implications -The generic supply chain resilience framework represents a valuable guide for managers when directing resources and planning for building the capabilities required in each phase of disaster management, while remaining strategically focused. The value of the framework is demonstrated by a retrospective analysis of aid operations in response to Hurricane Katrina. Originality/value -The study's results are the first to bridge theory and practice on supply chain resilience. By utilising the unique humanitarian aid disaster supply chain management context, a two-way knowledge and learning flow between humanitarian and commercial organisations is established.

Humanitarian supply chain strategies – a review of how actors mitigate supply chain risks

“…Natural disaster Jahre & Heigh, 2008;McLachlin et al 2009;Charles, 2010;Gatignon et al 2010;Jahre & Jensen, 2010;Oloruntoba, 2010;Duran et al 2011;Pedraza Martinez et al 2011;Cozzolino et al 2012;Pedraza Martinez & Van Wassenhove, 2013;Buddas, 2014;Ergun et al 2014;Scholten et al 2014;Gralla et al 2015;Jahre & Fabbe-Costes, 2015;Stauffer et al 2015;War/terrorism Listou, 2008McLachlin et al 2009;Choi et al 2010;Jahre & Jensen, 2010;McCoy et al 2011;Pedraza Martinez et al 2011;Cozzolino et al 2012;Pedraza Martinez & Van Wassenhove, 2013;Besiou et al 2014;Buddas, 2014;Eftekhar et al 2014;Gralla et al 2015;Kunz et al 2015 Jahre & Heigh, 2008;Listou, 2008;Charles, 2010;Gatignon et al 2010;Duran et al 2011 ;Pedraza Martinez et al 2011;Besiou et al 2014;Buddas, 2014;Gralla et al 2015;Gralla et al 2015;Jahre & Fabbe-Costes, 2015;Stauffer et al 2015;Jahre et al 2016 Manufacturing risk factors Supply ris...…”

“…Iakovou et al (2014) suggested dual sourcing as a proactive risk mitigation sourcing strategy. Scholten et al (2014) showed the importance of collaboration, supply chain re-engineering, agility, risk awareness, and knowledge management. Kóvacs and Tatham (2009) discussed the use of vendor-managed inventory, public-private partnerships, joint warehouses for resource pooling, and postponement.…”

“…The present paper focuses on mitigation, with the aim of providing an initial understanding of humanitarian organizations' use of supply chain strategies (SCS) to improve their logistics preparedness. Better preparedness improves response (Van Wassenhove, 2006;Jahre and Heigh, 2008;Jahre et al, 2016;Scholten et al 2014), even if there are challenging trade-offs between cost efficiency and flexibility (Day, 2014;Jahre and Fabbe-Costes, 2015;UNDP, 2015). SCRM also points to trade-offs between different types of risk, such as return on investments in safeguarding against disruptions (e.g., Nooraie and Parast, 2016).…”

O que favorece a resiliência na cadeia de suprimentos? Insights a partir de uma revisão sistemática de literatura

“…Alguns autores (PETTIT; FIKSEL; CROXTON, 2010;SCHOLTEN;SCOTT;FYNES, 2014;JOHNSON;ELLIOTT;DRAKE, 2013;SHEFFI;RICE, 2005) consideram pontos distintos para cada facilitador e esta riqueza de detalhamento será evidenciada na discussão apresentada nesta seção. O Quadro 4 apresenta os facilitadores, bem como uma breve definição de cada um deles e as principais referências utilizadas para a construção da definição.…”

Gestión de la logística humanitaria en las etapas previas al desastre: revisión sistemática de la literatura

“…La recuperación incluye las acciones ejecutadas en el largo plazo que permiten a la comunidad estabilizarse y retornar a su situación de normalidad (Altay & Green, 2006). El proceso de la logística humanitaria presenta un comportamiento cíclico, ya que las situaciones vividas en la respuesta al desastre y las lecciones aprendidas en la fase de recuperación, pueden verse reflejadas en obras de reconstrucción y nue-Juan Camilo López-Vargas Diana María Cárdenas-Aguirre vos planes de mitigación que reduzcan los riesgos de nuevos desastres (Baldini, et al, 2012;Hadiguna, et al, 2014;Scholten, et al, 2014;Hoyos, et al, 2015).…”