Supply risk management: model development and empirical analysis

Abstract

Access to this document was granted through an Emerald subscription provided by University of South Australia For Authors: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.comWith over forty years' experience, Emerald Group Publishing is a leading independent publisher of global research with impact in business, society, public policy and education. In total, Emerald publishes over 275 journals and more than 130 book series, as well as an extensive range of online products and services. Emerald is both COUNTER 3 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 -The purpose of this paper is to develop a model for upstream supply chain risk management linking risk identification, risk assessment and risk mitigation to risk performance and validate the model empirically. The effect of a continuous improvement process on identification, assessment, and mitigation is also included in the model. Design/methodology/approach -A literature review is undertaken to derive the hypotheses and operationalize the included constructs. The paper then tests the path analytical model using partial least squares analyses on survey data from 162 large and mid-sized manufacturing companies located in Germany. Findings -All items load high on their respective constructs and the data provides robust support to all hypothesized relationships. Superior risk identification supports the subsequent risk assessment and this in turn leads to better risk mitigation. The model explains 46 percent of the variance observed in risk performance. Research limitations/implications -This study empirically validates the sequential effect of the three risk management steps on risk performance as well as the influence of continuous improvement activities. Limitations of this study can be seen in the use of perceptional data from single informants and the focus on manufacturing firms in a single country. Practical implications -The detailed operationalization of the constructs sheds further light on the problem of measuring risk management efforts. Clear evidence of the performance effect of risk management provides managers with a business case to invest in such initiatives. Originality/value -This is one of the first large-scale, empirical studies on the process dimensions of upstream supply chain risk management.

Coping with uncertainties via resilient supply chain framework

“…This is analogous with the observation by Christopher and Holweg (2011) that managers consistently recognise their business environment as inherently unstable and find supply chains to experience the 'age of turbulence' (Wieland and Wallenburg, 2013). To manage with such turbulences and the inherent changes in today's supply chains, enormous deliberation, has been given to strategies that minimise supply chain risks (Bakshi and Kleindorfer, 2009;Hendricks et al, 2009;Kern et al, 2012;Sodhi et al, 2012;Wieland and Wallenburg, 2013).…”

Business continuity management systems BS 25999-2 in Poland: empirical studies

“…That interest is also positively correlated with threats to business continuity, such as the number of external suppliers and subcontractors. " The number of suppliers was built into the hypothesis because the supply chain is the source of many risks [Richey 2009;Kern et al 2012].…”

An Empirical Risk Analysis of the Brazilian Shipbuilding Industry

“…In the literature, the SCRM process is described in similar ways, which can vary from risk identification and/or measurement, risk assessment and/or risk evaluation to mitigation plans and control and/or monitoring (Hallikas et al, 2002;Neiger et al, 2003;Jüttner et al 2005;Kleindorfer and Saad 2005;Tse et al, 2005;Cucchiella and Gastaldi, 2006;Ritchie and Brindley, 2007;Adhitya et al, 2008;Knemeyer et al, 2009;Giannakis and Louis, 2011;Tummala and Schoenherr, 2011;Kern et al, 2012;Ghadge et al, 2013;Ceryno et al, 2014;Elleuch et al, 2014). Different systems have been put forward but most approaches for SCRM process tend to follow the generic process shown in Figure 4.…”

“…This involves a comprehensive and structured determination of potential SC risks associated with the given problem. The main focus of supply chain risk identification is to recognize SC uncertainties in order to enable an efficient risk management (Hallikas et al, 2000;Norrman and Jansson, 2004;Kleindorfer and Saad, 2005;Cucchiella and Gastaldi, 2006;Ritchie and Brindley, 2007;Pujawan and Geraldin, 2009;Blome and Schoenherr, 2011;Kern et al, 2012;Ghadge et al, 2013;Ceryno et al, 2014).…”

“…Moreover, the identification of risks can also be viewed as the trigger for SCRM and could serve as a guide for practitioners to start the SCRM processes (Kern et al, 2012;Ceryno et al, 2014). The SCRM process helps to access, analyze and treat areas of vulnerability and risk in supply chains (Nieger et al, 2009;Ceryno et al, 2014).…”