Aligning supply chain design for boosting resilience

Many researchers have analyzed the effect of disruptive events, such as natural disasters and economic and market forces, on global supply chains. However, there is a lack of consensus on delineating a universal collection of supply chain risk management practices that will help companies operate in a global market with large-scale disruptions. In this article, we present an analysis, in conjunction with a worldwide online survey, based on successful global brands and their supply chains. We propose a framework that deploys the dynamics of building supply chain resilience, first linking the design of the supply chain portfolio (local versus global scope, as well as strategic responsiveness versus cost reduction) with supply chain vulnerabilities (external versus internal). We describe the transition between different supply chain structures as a way of coping with disruptions and thus proactively developing resilience. In this article, we introduce both a supply chain risk management approach and the reactive-by-deployment mode, as illustrated by successful global company examples.     

Supply chain disruption management: Global convergence vs national specificity

As the supply chain expands overseas, there is a growing need for managing supply chain disruptions from a cross-national perspective. This paper investigates whether or not supply chain disruption management (SCDM) can be universally applied. The universality of the SCDM framework is analyzed through the convergent versus divergent (national specificity) debate. On an empirical level, based on a unique sample of 1403 firms representing 69 countries all over the world and using the GLOBE framework, we compare the level of importance of the eight constructs of our framework and the patterns of relationship between the constructs, across eight country clusters. MANOVA analysis and multiple regression analysis were applied to obtain relevant empirical insights. Surprisingly, our findings suggest that while risk sources are different in the various countries, the implementation of SCDM practices is universal. These results support the existing tension between the convergence theory and the national specificity argument.     

Planned disruption and unintended consequences: Postponement by strategy vs. intervention in the U.S. beer supply chain

Supply chain strategies are used to increase efficiency, save money, or reduce uncertainty and disruption. Disruptions can be unexpected and potentially devastating for supply chains. However, sometimes supply disruptions are built into supply chains using a postponement strategy. When postponement is implemented as a supply chain strategy, it can smooth the flow of goods, provide cost savings, and improve customer experience. When postponement is forced on supply chains via government intervention it can break down the seamless flow of goods and information, causing them to work inefficiently. In this article, we show how intervention through postponement creates unintended consequences that negatively impact beer supply chains and make recommendations to help managers mitigate these consequences. We also address policymakers, who can decrease the likelihood of unintended consequences resulting from regulations they enact—including how to prevent legislating these regulations in the first place.     

ENSURING SUPPLY CHAIN RESILIENCE: DEVELOPMENT OF A CONCEPTUAL FRAMEWORK

The views expressed in this article are those of the authors and do not necessarily reflect the official policy or position of the Air Force, the Department of Defense, or the U.S. Government. In a world of turbulent change, resilience is a key competency since even the most carefully designed supply chain is susceptible to unforeseen events. This article presents a new Supply Chain Resilience Framework to help businesses deal with change. The conceptual framework is based on extant literature and refined through a focus group methodology. Our findings suggest that supply chain resilience can be assessed in terms of two dimensions: vulnerabilities and capabilities. The Zone of Resilience is defined as the desired balance between vulnerabilities and capabilities, where it is proposed that firms will be the most profitable in the long term. We identified seven vulnerability factors composed of 40 specific attributes and 14 capability factors from 71 attributes that facilitate the measurement of resilience. The article concludes with managerial implications and recommendations for future research.     

GLOBAL SUPPLY CHAIN RISK MANAGEMENT

Global supply chains face a multitude of risks. A review of the recent literature reveals a few structured and systematic approaches for assessing risks in supply chains. However, there is no conceptual framework that ties together this literature. The purpose of this paper is to integrate literature from several disciplines ‐ including logistics, supply chain management, operations management, strategy, and international business ‐ to develop a model of global supply chain risk management. The implications for stakeholders and how future research could bring more insights to the phenomenon of global supply chain risk management are also discussed.     

MANAGING CHANGE IN SUPPLY CHAINS: A PROCESS COMPARISON

The coordination required to successfully implement supply chain initiatives suggest that supply chain management change processes may possess some unique characteristics. Yet, empirical studies are scarce to support this logic. Using an empirical design and data obtained from managers, and drawing largely from Lewin's change process conceptualization, this study compares the process of supply chain management change to non‐supply chain management change. Further investigation into monitoring and control of supply chain management change is advised.     

AN EMPIRICAL EXAMINATION OF SUPPLY CHAIN PERFORMANCE ALONG SEVERAL DIMENSIONS OF RISK

This research operationalizes several supply chain risk sources and investigates their relationships with supply chain performance. The responses of 760 executives from firms operating in Germany reveal that demand side and supply side risks do have a negative impact on performance whereas regulatory, legal and bureaucratic risks, infrastructure risks, as well as catastrophic risks do not. The analysis and results augment previous research regarding the impact of supply chain risks on the operational performance of firms and shareholder value and provide a detailed analysis of supply chain risk sources as contextual variables in strategic decision‐making.     

RESPONDING TO DISRUPTIONS IN THE SUPPLY NETWORK‐FROM DORMANT TO ACTION

Managing risks in supply networks is a complex task; more so in those supply networks where the core competence lies in dealing with natural disasters, complex emergencies, and large‐scale attacks—namely those of humanitarian, and military organizations where the price of failure can be counted in terms of the loss of life rather than, simply, reduced profits. This conceptual article examines the capabilities of these supply networks to manage such disruptions, based on their resource configuration in a dormant preparation state. The article concludes by presenting how different types of supply networks can manage large‐scale disruptions.     

应对供应链突发事件风险的企业协作应急策略

供应链突发事件风险不同于普通运营风险,属于低概率-高后果（LP-HC）型风险。根据供应链风险发生的来源,突发事件风险可以划分为三种类型：供应中断、运营中断和需求突变。文章讨论了企业间纵向协调和横向协作两种应急协作机制,并在三种不同类型的突发事件情况下,分别探讨了企业应急策略问题。通过对独立应急模式和企业间协作应急机制的对比和分析,提出了一种合理的供应链突发事件应急策略选择框架：对于供应或运营中断风险,企业横向协作应急策略更加有效;对于需求突变风险,企业纵向协调应急策略更加有效。     

DO PERCEPTIONS BECOME REALITY? THE MODERATING ROLE OF SUPPLY CHAIN RESILIENCY ON DISRUPTION OCCURRENCE

The concern and study of supply risk and supply continuity has recently come to the forefront in managing business and conducting research. This empirical study of U.S. and German firms investigates the relationship between perceived supply risk sources and supply disruption occurrence, as well as the use of supply chain resiliency practices to reduce disruption frequency. We demonstrate that supply managers' concerns with risk emanating from suppliers and the supply market are positively related to supply disruption occurrence. We further show how and when implementing flexibility and redundancy may reduce the effects of supply disruptions.     

Perceived Risks in Supply Chain Management E-Collaboration

ABSTRACT

Supply chain management is an accepted concept involving a process-oriented, integrated approach to procuring, producing, and delivering products and services to customers. The boom in applying Internet-based applications is driven by corporate desires to use wireless access, extranets, Internet-based EDI, e-marketplaces, web services and other remote networks for supply chain activities. This paper reports the findings of a study that aims to examine perceived risks of e-commerce in supply chain activities. The conceptual model developed from previous research identifies four types of risks, namely technological, organizational, implementation, and relational risks. The model is tested via in-depth multiple case studies in seven firms from a cross-section of different industries who applied e-technologies in their supply chain activities. The findings highlight factors that contribute to risks and the related undesirable consequences that the firms experienced.     

基于层次分析法的食品供应链风险影响因素评价研究——以生鲜食品为例

食品供应链可分为原料采集阶段,加工制造阶段与分级销售阶段。在供应链的各个不同的阶段中,都会面临来自供应链自身以及外部的诸多风险,概括起来主要有原材料采购风险,物流运输储存风险,市场需求风险。它们直接或间接的受到诸多因素的影响,各影响因素的不断变化决定着供应链风险的高低。本文总结出了4大主要影响因素,即自然条件,信息因素,物流技术及设备,市场需求因素,并应用层次分析法对这四大影响因子进行重要性排序,结果表明,这四个因素对于生鲜食品供应链风险的影响程度排序为:物流技术和设备,信息因素,市场需求环境,自然条件。本文以上述排序为基础,提炼出了相应的解决方案和措施,为如何规避当前我国生鲜食品供应链存在的风险提供合适的建议。     

DEVELOPING SOCIAL IDENTITY AND SOCIAL CAPITAL FOR SUPPLY CHAIN MANAGEMENT

Competition involves not firm against firm but rather supply chain against supply chain, but few studies explain theoretically the subsistence of a supply chain as a social entity or the operating mechanisms through which firms socialize to obtain better business performance. On the bases of social identity theory and social capital theory, the authors suggest that the salience of supply chain identity accumulates social capital in a supply chain, which then facilitates supply chain management and improves business performance.     

基于知识管理框架的军事供应链综合集成研讨厅体系研究

与信息化战争相对应的军事后勤体系必然是军事供应链理论。而在信息经济和知识军事时代,军事后勤领域也呼唤“知识管理革命”。因此,将知识管理系统导入军事供应链系统,研究其新的特点和规律是非常有必要的。构建了军事供应链的知识管理链模型、军事供应链网络结构模型以及军事供应链知识集成三层结构模型,并用综合集成研讨厅体系来分析军事供应链知识管理复杂系统。     

供应链风险管理体系构建中黑天鹅理念的应用

伴随着供应链精益化和全球化的发展趋势,意料之外却又影响巨大的黑天鹅事件时有发生,侵扰着供应链的正常运行。本文在总结黑天鹅理念的基础上,将黑天鹅理念引入到供应链风险管理中,从风险意识、风险识别、风险评估和风险决策几个方面探讨了基于黑天鹅理念的供应链风险管理体系的构建,以期为供应链管理者更好的迎击黑天鹅事件提供建议。     

基于价值的供应链结构分析

本文从股东价值出发,研究了构成供应链价值增值的结构性因素,即供应链库存、运输与配送、设施、信息和组织形式,并进一步分析了这些价值驱动要素在实现供应链目标中的管理杠杆作用,为供应链设计、运营和管理提供了一个基本框架。     

基于供应链柔性的供应链风险控制研究

社会竞争日益激烈,供应链管理中风险的控制对于企业来讲越来越重要。本文从供应链柔性的角度来分析供应链的控制问题,首先分析了供应链风险的来源,供应链风险一般来自外部风险、内部风险以及资源流风险,然后从供应链柔性的角度来控制供应链风险。     

国外国防工业SCR管理研究现状及启示

随着全球化的深入,国防工业供应链向全球延伸的同时,也凸显了SCR,需要采取有效措施进行管理与防范。本文对国外国防工业SCR管理研究的现状和关注领域进行了评述,得出了一些有益的启示。     

基于频繁子树挖掘的供应链优化方法

对绝大多数厂商来说,其成败的关键在于其产品是否能通过自身的营销渠道和供应链系统得到有效和快速的销售。因此,营销渠道的供应链管理对市场竞争来说至关重要。由于企业的供应链系统可以近似地用树结构来表示,本文提出了一种新的基于频繁子树挖掘的供应链管理优化策略,并以鄂尔多斯集团的真实销售与物流数据为例,说明了本文提出的方法。     

供应链评价体系构架的研究

通过对供应链评价的分类,厘清了供应链绩效评价、供应链竞争力评价、供应链风险评价、供应商评价、供应链可靠性评价等多种评价的关系,并采用评价量纲性质和评价范围结合起来的办法,建立了供应链评价体系构架并提出了相应指标。