The ISO 31000 standard in supply chain risk management

Oliveira, Uálison Rébula de; Marins, Fernando Augusto Silva; Rocha, Henrique; Salomon, Valério Antônio Pamplona

doi:10.1016/j.jclepro.2017.03.054

Cited by 109 publications

(73 citation statements)

References 67 publications

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“…The studies undertaken by Bhatnagar and Sohal [6] and by Oliveira et al [5] strengthen the idea that if not considered beforehand, "uncertainty has a significant negative effect on supply chain performance" [6]. It confirms the importance of considering it when planning supply chains.…”

Section: B Supply Chain Planning and Risk Management: A Decisive Commentioning

confidence: 75%

“…Therefore, this definition in the context of strategic supply chain planning can be adapted as the following: coordinated activities to direct and control supply chains with regard to risk on a long-term horizon. This definition in the overall context of supply chain management leads to the term Supply Chain Risk Management (SCRM) [5].…”

Section: A Risk Managementmentioning

confidence: 99%

See 1 more Smart Citation

Strategic Supply Chain Planning and Risk Management: Experiment of a Decision Support System Gathering Business Departments Around a Common Vision

Oger¹,

Lauras²,

Bénaben³

et al. 2019

2019 International Conference on Industrial Engineering and Systems Management (IESM)

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Strategic supply chain planning and supply chain risk management are two fields of supply chain management that are inseparable nowadays. The ability to consider risks is essential to maintain business performance. In addition, integrating the different business departments' visions in a common business vision is necessary to properly plan the future of a company. However, it is still a challenge for companies to design and maintain a decision-making process supporting strategic supply chain decisions that integrates risk management and unify business vision across departments. This paper relates an industrial experiment as an attempt to meet this challenge. This experiment was asked by a pharmaceutical company with the aim of supporting strategic decisions regarding its network of suppliers. It led to a decision-making process including the use of a computerized information system composed of a software for computations and a business intelligence software to easily make decisions. This process was put in practice on a pilot use case with two years old data. It resulted in the identification of several decisions that could have been made if the process was in operation two years ago, which is considered as a first validation of the approach. Finally, limitations have been identified regarding the data collection, opening avenues for future research on an innovative approach combining supply chain hyperconnectivity and event-driven principles.

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Section: B Supply Chain Planning and Risk Management: A Decisive Commentioning

confidence: 75%

Section: A Risk Managementmentioning

confidence: 99%

Strategic Supply Chain Planning and Risk Management: Experiment of a Decision Support System Gathering Business Departments Around a Common Vision

Oger¹,

Lauras²,

Bénaben³

et al. 2019

2019 International Conference on Industrial Engineering and Systems Management (IESM)

View full text Add to dashboard Cite

show abstract

“…Van Mieghem (2011) defined SCRM as an ongoing four-step process: identifying all potential hazards, assessing the risk level of all the hazards, making a tactical risk decision, and implementing strategic risk mitigation or hedging. The literature reviews of Ponis and Ntalla (2016) and de Oliveira et al (2017) have summarized the diverse understandings of the SCRM phases, which facilitated the establishment of a comprehensive SCRM procedure.…”

Section: Smarter Supply Chain Risk Managementmentioning

confidence: 99%

Smarter supply chain: a literature review and practices

Zhao

Feng

2020

J. of Data, Inf. and Manag.

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Globalization and growing supply chain interconnectivity have led to greater complexity, uncertainty, and vulnerability in supply chains. Concequently, supply chains must become smarter to confront these challenges. The smarter supply chain has shown great promise; however, the business, policy, and technical challenges must be addressed before changes can be made. A literature review was performed to synthesize the studies on smarter supply chain management. The proior literature has been categoried into four aspect, including information sharing and supply-demand forecasting, smarter supply chain process integration and smarter decision-making, smarter supply chain risk management, and smarter supply chain collaboration. The successful practices and existing solutions for smarter supply chain management are also presented, which could serve as references for enterprises. The review concludes with a discussion of several research topics for futher work on smarter supply chain management.

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“…An extensive study has been performed on the nature of general risks in the supply cha [28,29]. The most well-known supply chain risks are associated with supply disruptions caused by quality problems, liquidity problems, transportation delays, natural disasters, product design changes, stock market falls, or changes in the exchange rate [30,31].…”

Section: Bioenergy Supply Chain Social Sustainability Risksmentioning

confidence: 99%

Social Sustainability Dilemma: Escape or Communicate? Managing Social Risks Upstream of the Bioenergy Supply Chain

2020

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Supply chain risk management has been well researched over the years. However, management of social risks in bioenergy supply chains has been studied less in contemporary research. The ability of bioenergy companies to identify, properly address, and communicate social sustainability has become crucial for many global producers. In order to meet current EU’s energy and climate targets, the development of sustainable bioenergy production is vital. However, over last decade, research of bioenergy production supply chains has indicated that upstream areas of global bioenergy production systems are vulnerable in terms of social sustainability risks. The main objective of this research was to demonstrate how the socially sustainable supply chain practices in bioenergy supply chains can help a production company manage social risks and resources-use related conflicts upstream of the supply chain. These practices can be applied in the process of negotiation between bioenergy producers, local authorities, and communities for creating win-win situations for all parties while planning new bioenergy production systems. This study pays special attention to social sustainability risks at the upstream of the supply chain in countries of raw material origin. Use of social sustainability practices intends to help identify, assess, and address social risks of supply chain activities for bioenergy companies. Moreover, such practices aim at supporting companies and their stakeholders in making right choices and preparing effective strategies ahead of time. We based our research on empirical evidence and offer solutions to multi-national bioenergy production companies on how to manage social risks, allowing them to make the right decisions and necessary adjustments before entering potential markets. Our findings show that even avoidance of market entrance can carry sustainability-related social risks for both the company and the local communities. We suggest that although the financial element plays an important role in decision-making, the no-go decision often means missed opportunities for local communities to improve their respective sustainability states.

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The ISO 31000 standard in supply chain risk management

Cited by 109 publications

References 67 publications

Strategic Supply Chain Planning and Risk Management: Experiment of a Decision Support System Gathering Business Departments Around a Common Vision

Strategic Supply Chain Planning and Risk Management: Experiment of a Decision Support System Gathering Business Departments Around a Common Vision

Smarter supply chain: a literature review and practices

Social Sustainability Dilemma: Escape or Communicate? Managing Social Risks Upstream of the Bioenergy Supply Chain

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