Supply Risk Management: Model Development and Empirical Analysis

Kern, Daniel; Moser, Roger; Hartmann, Evi; Moder, Marco

doi:10.1007/978-3-8349-6227-0_3

Cited by 40 publications

(71 citation statements)

References 49 publications

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“…First, risk mitigation competency of the supply chain manager is characterised by the knowledge and experience pertaining to risk mitigation residing within the supply chain manager. Kern et al (2012) shows how knowledge (e.g. risk identification and risk assessment) affects supply chain risk management performance.…”

Section: Individual-level Knowledge-based View Perspectivementioning

confidence: 99%

Supply chain risk mitigation competency: an individual-level knowledge-based perspective

Ambulkar

Blackhurst

Cantor

2015

International Journal of Production Research

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Supply chain managers are responsible for making decisions regarding supply chain risk in order to mitigate the impact of supply chain disruptions. This study develops and tests a theoretical model that leverages the individual-level knowledge-based view perspective to understand the process through which risk mitigation orientation of the supply chain manager contributes to his/her absorptive capacity. A supply chain manager's absorptive capacity, in turn, enhances his/her ability to effectively mitigate supply chain risk. Study findings demonstrate that supply chain managers with high-risk mitigation orientation have greater level of absorptive capacity which enhances their risk mitigation competency. This study represents the first development and testing of a model that examines individual-level knowledge management factors that affect supply chain risk mitigation competency. This research emphasises the importance of the individual supply chain manager in managing risk and illustrates how theoretical perspectives from the knowledge management, supply chain risk and organisational behaviour literature can be fruitfully adopted to explain behaviour in the field of supply chain risk management.

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Section: Individual-level Knowledge-based View Perspectivementioning

confidence: 99%

Supply chain risk mitigation competency: an individual-level knowledge-based perspective

Ambulkar

Blackhurst

Cantor

2015

International Journal of Production Research

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“…The literature on SCRM demonstrate that SCRM process generally consists of three basic processes. These stages include risk identification, risk evaluation, and risk mitigation (Fan et al, 2017;Kern, Moser, Hartmann, & Moder, 2012). The risk identification phase is described as the process to determine the risks that may directly or indirectly affect the supply chain and the sources of these risks (Giannakis & Louis, 2011).…”

Section: Supply Chain Risk Managementmentioning

confidence: 99%

“…The aim of risk identification phase is to discover all relevant risks (Kern et al, 2012). The probability and effects of all identified potential risks are analyzed in the risk assessment phase (Giannakis & Louis, 2011).…”

Section: Supply Chain Risk Managementmentioning

confidence: 99%

“…The probability and effects of all identified potential risks are analyzed in the risk assessment phase (Giannakis & Louis, 2011). Risk assessment phase can be defined as an evaluation of the probability of occurrence and an estimation of the possible impact in risky events (Kern et al, 2012). Finally, the risk mitigation phase consists of the impact of the risks that bring about negative consequences for the enterprises and the reduction of the probability of occurrence.…”

Section: Supply Chain Risk Managementmentioning

confidence: 99%

“…(Kırılmaz & Erol, 2017). For each relevant risk, an appropriate mitigation strategy requires to be developed and performed in order to cope with these risks (Kern et al, 2012).…”

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confidence: 99%

See 2 more Smart Citations

Collaborative Mitigation Strategies And Supply Chain Risk Management: Information Processing Theory Perspective

Saglam¹

2019

The European Proceedings of Social and Behavioural Sciences

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Value first, cost later: Total value contribution as a new approach to sourcing decisions

Gray

Helper

Osborn

2020

J of Ops Management

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Firms compete on value, not cost alone. However, sourcing decisions are often heavily weighted towards minimizing costs, even though these decisions also can affect revenue, risk, and other stakeholder values. To address this disconnect, we introduce a new approach to strategic sourcing, “total value contribution” (TVC). The TVC name by itself promotes attention to value. TVC's structured approach begins with the question: “what do our customers, current and future, value about our products?” The TVC approach builds on insights from the literature on individual and group decision‐making to offset human biases and organizational incentives that emphasize cost reduction. TVC builds on gains already achieved by “total cost of ownership” (TCO) sourcing methods, which broadened the list of factors considered in sourcing. We provide examples of TVC‐like thinking in real organizations and argue that such thinking would be more common with the dissemination of TVC. We also provide access to a version of this JOM Forum piece suitable to assign to students, and discuss a new teaching note which describes how to implement TVC in a popular strategic sourcing teaching case. We believe widespread implementation of TVC would improve both organizational and social outcomes.

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Supply Risk Management: Model Development and Empirical Analysis

Cited by 40 publications

References 49 publications

Supply chain risk mitigation competency: an individual-level knowledge-based perspective

Supply chain risk mitigation competency: an individual-level knowledge-based perspective

Collaborative Mitigation Strategies And Supply Chain Risk Management: Information Processing Theory Perspective

Value first, cost later: Total value contribution as a new approach to sourcing decisions

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