Risk based framework for assessing resilience in a complex multi-actor supply chain domain

Abstract

Risk management frameworks offer excellent tools to identify and manage risks in supply chains. Existing tools can be used to evaluate impacts of countermeasures, however, analysts struggle with modelling how disruptions escalate in complex supply chain systems within a certain amount of time and across several stakeholders. On the contrary, the resilience discipline offers the possibility to understand how a supply chain reacts to disruptions as a function of time. Hence, this paper integrates the concepts of resilience with risk management techniques and develops a risk based resilience assessment framework in a multi-actor context. Further, the framework is operationalized by developing a computer based tool that is tested in case of fruit import in Netherlands.

The Urban Characteristics of High Economic Resilient Neighborhoods during the COVID-19 Pandemic: A Case of Suwon, South Korea

“…Moreover, the degree of damage is re the system robustness, and the time taken to recover is related to the speed of reco system with robustness and fast recovery has less disaster damage and a short r time. Such a system can be judged as a high-resilient system [91,96,97]. In other w system with a small resilience triangle has high resilience.…”

Can digital ecosystems mitigate risks in sea transport operations? Estimating benefits for supply chain stakeholders

“…Finally, personnel costs should also be considered. Decreasing complexity to handle risks implies that personnel can (1) easily work with multiple tasks and (2) solve problems quickly and cost-effectively before risks develop into major ones, sometimes irreversible (Ravulakollu et al 2018;Bevilacqua et al 2017).…”

Resilient Strategies and Sustainability in Agri-Food Supply Chains in the Face of High-Risk Events

“…Redesigning the supply chain towards market adaptation [36], [37], [39], [41], [43], [45] ✓ ✓ ✓ P: proactive; C: concurrent; R: reactive; S: supply; D: demand Considering the supplier-manufacturer relationship to be paramount, strategies of stock security, redundancy, and diversification in the stocking of raw materials [33]- [36], select flexible and agile suppliers with product support capabilities and geographic dispersion [27], [33]- [39] and implementation of special supplier contracting methodology for critical suppliers, multiple suppliers and substitute suppliers [27], [33]- [35], [37]. These strategies should be implemented at the prevention stage considering the vulnerability of the focal company and its suppliers [21].…”

“…In the supplier-manufacturer-distributor relationships, the literature analyze strategies of establishment of multiple supply and delivery routes, dual supply, direct distribution to the customer [26], [37], [39], [43] and integration of logistics capabilities with those of its strategic supply chain local partners [1], [26], [38], [42]- [44]. A relevant characteristic is the use of local companies for the supply of products.…”

“…Another strategy of great interest is the interoperability of information systems for efficient, timely and joint decisionmaking by members of the supply chain [35], [36], [38]- [41], [43]- [46]. The adaptation to the new market requirements is applied as a reactive strategy considering a restructuring of the value chain to meet the new consumer requirements [36], [37], [39], [41], [43], [45]. This adaptation depends on the contingency plan and the reactivation of the business, with the public-private strategic partnership being essential to guarantee the continuity of the business [26], [36], [39], [45].…”