Proactive planning for catastrophic events in supply chains

Knemeyer, A. Michael; Zinn, Walter; Eroglu, Cuneyt

doi:10.1016/j.jom.2008.06.002

Cited by 433 publications

(343 citation statements)

References 48 publications

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“…SCRM frameworks suggest categorising strategies by different dimensions, including redundancy vs. flexibility (Chang et al 2015;Kleindorfer and Saad, 2005;); reducing vs. coping (Ghadge et al 2012;Knemeyer et al 2009;Simangunsong et al 2012), such as sharing and transferring (Ghadge et al 2013); monitoring vs. collaboration (Hajmohammad and Vachon 2016); and depending on what risks they are to handle (Chopra and Sodhi, 2004;Ghadge et al 2013;Ho et. al 2015;Lavastre et.…”

Section: "Where Is the Crisis Management Component Of [Humanitarian Omentioning

confidence: 99%

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

Jahre

2017

JHLSCM

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Purpose of this paper This paper links humanitarian logistics (HL) and supply chain risk management (SCRM) to provide an understanding of risk mitigation strategies that humanitarian organizations use, or could use, to improve their logistics preparedness. Design/methodology/approachBased on systematic reviews of strategies in SCRM and supply chain strategies (SCS) in HL literature, a framework is developed and used to review published case studies in HL. FindingsThe study finds that humanitarian actors use a number of the strategies proposed in the framework, particularly those related to strategic stocks, postponement, and collaboration. Strategies related to sourcing and procurement, however, especially those on supplier relationships, seem to be lacking in both research and practice. Research limitationsThe study is based on secondary data and could be further developed through case studies based on primary data. Future studies should explore the generalizability of the findings. Practical implicationsPractitioners can use the framework to identify potential new SCS and how strategies can be combined. Findings can help them to understand the abnormal risks of main concern, how they may impact normal risks, and provide ideas on how to tackle trade-offs between different risks. Societal implicationsThe results can support improvements in humanitarian supply chains, which will provide affected people with rapid, cost-efficient, and better-adapted responses.What is original/value of paper The paper connects SCRM and HL to develop a framework and suggest propositions on how humanitarian actors can mitigate supply chain risks. Questioning the focus on strategic stock it suggests complementary or alternative strategies for improving logistics preparedness.

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Section: "Where Is the Crisis Management Component Of [Humanitarian Omentioning

confidence: 99%

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

Jahre

2017

JHLSCM

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“…(Prater et al, 2001;Van Der Vorst and Beulens, 2002;Simchi-Levi, 2010;Porter and Kramer, 2011) Geopolitical Issues Geopolitical factors can generally be classified as governmental, natural and societal disruptions. (Prater et al, 2001;Chopra and Sodhi, 2004;Christopher and Peck, 2004;Bhatnagar and Sohal, 2005;Hendricks and Singhal, 2005;Jüttner, 2005;Peck, 2005;Chan et al, 2008;Knemeyer et al, 2009;Ellis et al, 2011) Accessibility of logistics Availability and quality of land, sea and air freight services. (Prater et al, 2001;Peck, 2005;Wu et al, 2007;Simangunsong et al, 2012) Infrastructure Availability and reliability of land, power, transport and telecoms infrastructure.…”

Section: Control Disturbancementioning

confidence: 99%

Supply chain configuration conundrum: how does the pharmaceutical industry mitigate disturbance factors?

Huq

Pawar

Rogers³

2016

Production Planning & Control

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How a supply chain (SC) is configured can have a significant impact on the performance of global firms. More specifically, disturbance factors (i.e. those factors associated with uncertainty and risk) are increasingly important considerations. This paper focuses on endogenous, exogenous and environment-related SC disturbance factors and their relative importance when configuring global SCs. Three alternative scenarios of SC configurations for European-based pharmaceutical firms are identified -insource nearshore, outsource nearshore and outsource offshore. Through a multi-phase, mixed-method approach we find that the top five disturbance factors managers should be aware of while configuring their SCs are quality defects, unforeseen and random interruptions in manufacturing processes, order processing difficulties, untimely delivery of products, and a mismatch between market demand and supplier responsiveness. This study is able to provide insights into the impact of disturbance factors on the SC configuration strategy for Big Pharmas. We show that SC disturbances influenced the decision to bring production back home (reshoring) or to a closer location (near-shoring). To mitigate the effects of disturbances many Big Pharmas recalibrated their SC configurations by insourcing core products, outsourcing non-core products offshore and developing offshore insourcing capabilities through 'captives'.

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“…In particular, it is important to communicate customer needs back up the supply chain so that every supply chain entity can adapt processes accordingly and create the best possible added-value product for the customer [143]. At the same time, it is important to ensure two-way communication, which means each supply chain entity proactively communicates with other supply chain partners both up and down the supply chain, to ensure feedback, information and knowledge is shared effectively [144]. According to Parody et al [138], communication can be evaluated by looking at the following five characteristics.…”

Section: Communication/information Sharing Between Supply Chain Entitiesmentioning

confidence: 99%

Effective Life Cycle Management in SMEs: Use of a Sector-Based Approach to Overcome Barriers

2018

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Abstract:One approach to incorporate sustainability in organisations is the implementation of life cycle management (LCM). LCM involves sharing responsibility for addressing environmental impacts across the entire supply chain of products and services, extending from raw material extraction to end-of-life of the product. The New Zealand primary sector relies heavily on natural resources and provides about 70% of the country's export revenue. Most companies in primary industry sectors in New Zealand are small and medium-sized enterprises (SMEs). Successful sector-wide uptake of LCM can potentially facilitate effective measurement and management of environmental impacts caused by this sector. The aim of this research was to identify the barriers and enablers to successful LCM uptake by New Zealand primary sector SMEs within a sector-based context. An extensive review of the literature was undertaken in the areas of change management for SMEs and supply chain management. The main factors influencing successful LCM uptake include owner/manager influence, environmental culture, resource availability, future orientation, knowledge of environmental issues, market requirements, geographical separation of production and consumption, awareness of own environmental issues and communication/information sharing. This paper forms the basis for future research and development of tools for the effective implementation of sector based approaches to LCM in the primary industry. The results of this research include a capability maturity model and the development of a cloud based platform for collaboration and communication around LCM.Keywords: life cycle management (LCM); sector-based approach (SBA); sustainability; agriculture; small and medium sized enterprise (SME); supply chain management (SCM)

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Proactive planning for catastrophic events in supply chains

Cited by 433 publications

References 48 publications

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

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

Supply chain configuration conundrum: how does the pharmaceutical industry mitigate disturbance factors?

Effective Life Cycle Management in SMEs: Use of a Sector-Based Approach to Overcome Barriers

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