2012
DOI: 10.1108/09574091211289200
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Supply chain risk management: present and future scope

Abstract: PurposeThis paper examines Supply Chain Risk Management (SCRM) from a holistic systems thinking perspective by considering different typologies that have evolved as a result of earlier research. The aim of the research reported in this paper is the identification of important strategic changes in the field and to outline future requirements and research opportunities in SCRM. Design/methodology/approachThe Systematic Literature Review (SLR) methodology employed by our research was used to evaluate and categori… Show more

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Cited by 334 publications
(254 citation statements)
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References 149 publications
(147 reference statements)
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“…While supply chain risk management is an active research area, our understanding of the systemic causes a disruption to propagate through a supply chain is limited (Wu et al 2007;Ghadge et al 2012;Sodhi et al 2012). Because the causes of disruption propagation are not always simple, the controls which must be considered by organizations to effectively reduce disruption propagation may be equally complex.…”
Section: Interaction Of Dimensionsmentioning
confidence: 99%
See 1 more Smart Citation
“…While supply chain risk management is an active research area, our understanding of the systemic causes a disruption to propagate through a supply chain is limited (Wu et al 2007;Ghadge et al 2012;Sodhi et al 2012). Because the causes of disruption propagation are not always simple, the controls which must be considered by organizations to effectively reduce disruption propagation may be equally complex.…”
Section: Interaction Of Dimensionsmentioning
confidence: 99%
“…In using these criteria, we sought to increase the diversity of the supply chains we explored. In addition, to gain a true supply chain perspective, each of the seven cases we selected agreed to provide information from three tiers of their supply chain, moving our understanding of disruption propagation beyond a dyad (Ghadge et al 2012). We continued to collect and analyze our data until we had reached theoretical saturation with no substantial insights gained from additional interviews (Strauss and Corbin 1998;Locke and Golden-Biddle 1997).…”
Section: Research Proceduresmentioning
confidence: 99%
“…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%
“…There exists several risk classifications in SCRM literature. Risk itself is termed as disruption, vulnerability, uncertainty, disaster, peril and hazard in SCRM literature (Ghadge et al, 2012). A commonly preferred risk classification is based on 'sources of risk' as organisational and network risks.…”
Section: Risk Taxonomymentioning
confidence: 99%