Toward a resilient Supply Chain with supply disturbances

Abstract

The Supply Chain (SC) environment is changing. The SC entities exhibit ever increasing levels of complexity and are adopting new philosophies and management practices with the objective of increasing levels of competitiveness. In recent years there has been an increase in the likelihood of disturbances that affect the normal operation of the SCs. These disturbances can negatively affect the SCs, making them vulnerable and reducing their competitiveness, which is a critical factor to the success of organizations/SCs. Therefore, it is fundamental that SCs become resilient to disturbances. Managers must identify the likelihood of the occurrence and severity of disturbances, and take appropriate measures (implement management strategies) to respond to each disturbance, thereby reducing the negative effects of such disturbances on the SC. In this paper we will discuss proactive and reactive management strategies that can be adopted by the SC to make it resilient to disturbances at the supply side.

Desafios e estratégias implementadas na adoção de crianças maiores e adolescentes

“…Foi possível observar, no presente estudo, grande preocupação dos adotantes em sanar com urgência as dificuldades apresentadas inicialmente pelos filhos. Isso pode se dar devido ao fato de que se espera dos pais a socialização da criança, os cuidados com a saúde, assim como toda atenção necessária para proporcionar equilíbrio e bem-estar aos seus filhos (Barroso & Machado, 2010). Assim, quando uma adoção acontece, é função da família adotiva buscar meios para o atendimento necessário da criança ou adolescente visando ao restabelecimento de sua saúde.…”

Interactive Fuzzy Multi Criteria Decision Making Approach for Supplier Selection and Order Allocation in a Resilient Supply Chain

“…Also, it controls the flow between the supplier and the buyer through a binary variable. Constraint (8) ensures that purchase quantity from the selected supplier will be more than its acceptable order quantity limit. Constraint (9) restricts the maximum allowable supplier to be selected for the required material.…”

“…Ford Motor Co. and General Motor Co. faced shortages of auto parts and stop production due to the shutdown of two Hitachi Ltd.'s plants. These historical events suggest that the supplier selection criteria should be extended to new resilience capabilities [8]. Thus it crucial to provide a reliable level of resilience to the supply side to protect such shortages especially during HILP events [9].Several studies have been conducted to consider resilience in the supply chain [8,10,11].…”

“…These historical events suggest that the supplier selection criteria should be extended to new resilience capabilities [8]. Thus it crucial to provide a reliable level of resilience to the supply side to protect such shortages especially during HILP events [9].Several studies have been conducted to consider resilience in the supply chain [8,10,11]. The concept of resilience in specific to the supplier selection problem has also been discussed by several authors [12][13][14][15][16][17][18][19][20][21][22][23][24][25].…”

A Tool for Utility Disturbance Management

“…Here the terms reactive and proactive disturbance management are used. These terms are also used in Barroso et al (2010), where they are defined for the supply chain, and in Monostori et al (1998), where they are used in the context of scheduling. The formal definitions of reactive and proactive disturbance management that are used in this paper are given below.…”