Interested readers are referred to Chapters 7 and 8 in Supply Chain Engineering: Models and Applications by Ravindran and Warsing for a comprehensive discussion of managing risks in global supply chains. The airport closure, earthquake, and floods discussed earlier are well-known examples of external risk to supply chain networks. However, these risks are not the only factors influencing supply chain disruptions.
However, the monsoon season caused unusual heavy rains in many areas. Seven industrial estates built on low-lying lands were severely inundated with water, creating profound losses at several companies.
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Even companies whose facilities were not damaged had to suspend production due to difficulties in obtaining parts from suppliers that had been directly impacted by the floods. Risk Assessment : Evaluation of the risk occurrence and impact to the supply chain operations. Risk Management Practice : The existence of risk monitoring and risk mitigation activities to cope with a hazard.
Hazard : A possible disruptive event that affects the operation of a facility or a transportation link. Disruption Risk : Disruptive events due to man-made and natural disasters that can affect the supply chain performances. Disruption Risk Score : A risk number based on hazard, vulnerability, and risk management practice.
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Risk Monitoring : Activities to examine the company performances in order to alert for potential problems or disruptions. Risk Mitigation : Activities or business strategies to reduce or eliminate risks that could disrupt supply chains. Vulnerability : The condition of a facility or a transportation link that is susceptible to disruption.
Risk Identification : Indication of possible risk events, both internal and external, to supply chains. Daskin, M. New York: John Wiley and Sons. Drezner, Z. Hamacher, eds. Facility Location: Applications and Theory. New York: Springer-Verlag. Eppen, G. Effects of centralization on expected costs in a multi-location newsboy problem. Management Science 25 5 : — Finnegan, W.
Watching the waterfront. New Yorker, June 19, , pp. Gupta, D. The Q,r inventory system with an unreliable supplier. INFOR 34 2 : 59— Hendricks, K. The effect of supply chain glitches on shareholder wealth. Journal of Operations Management 21 5 : — Association between supply chain glitches and operating performance.
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Management Science 51 5 : — An empirical analysis of the effect of supply chain disruptions on long-run stock price performance and equity risk of the firm. Production and Operations Management 14 1 : 35— Hopp, W. Jeon, H. Snyder, and Z.
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Working paper, Lehigh University, Bethlehem, Pennsylvania. Kembel, R. Tucson, Ariz. Kim, H. Lu, and P. Working paper, Georgia Institute of Technology, Atlanta. Leonard, D. Lewis, B. Erera, and C. Lynn, B. New York: Doubleday.
Nahmias, S. Production and Operations Analysis. Parlar, M. Continuous-review inventory problem with random supply interruptions. European Journal of Operational Research — Future supply uncertainty in EOQ models. Patterson, D. Berkeley, Calif. Shen, Z. Coullard, and M. A joint location-inventory model.
Transportation Science 37 1 : 40— Snyder, L. Reliability models for facility location: the expected failure cost case. Transportation Science 39 3 : — Submitted for publication. Scaparra, M.
Daskin, and R. Planning for Disruptions in Supply Chain Networks. Baltimore, Md. Tomlin, B. On the value of mitigation and contingency strategies for managing supply chain disruption risks. Management Science 52 5 : — Inventory Management with Advanced Warning of Disruptions. Zipkin, P. Foundations of Inventory Management. This volume includes 15 papers from the National Academy of Engineering's U.
USFOE meetings bring together outstanding engineers ages 30 to 45 to exchange information about leading-edge technologies in a range of engineering fields. A paper by dinner speaker Dr.
Dale Compton, Lillian M. The papers describe leading-edge research on commercializing auditory neuroscience, future developments in bionanotechnology, sustainable urban transportation, and managing disruptions to supply chains, among other topics. Appendixes include information about contributors, the symposium program, and a list of meeting participants. Based on feedback from you, our users, we've made some improvements that make it easier than ever to read thousands of publications on our website.
Jump up to the previous page or down to the next one. Also, you can type in a page number and press Enter to go directly to that page in the book. Early identification and diagnosis then facilitate smooth recovery. Study context: This study examined supplier-induced disruption incidents from Chinese manufacturers, including delivery delays, delivery shortages, and major quality defects.
Findings: Buyers were most likely to maintain relationships with suppliers that actively involved themselves in managing recovery from the disruption. By contrast, simply encouraging buyers to support the suppliers conserve supplier benevolence did not help maintain a relationship. Supply chain disruptions can spill down the value chain far beyond the initial problems. Both parties in a buyer-supplier relationship need active processes for identifying problems quickly, diagnosing the causes of the disruptions, and addressing the root causes.
Macdonald, J. Journal of Business Logistics , 34 4 , pages — Wang, Q. Justice served: Mitigating damaged trust stemming from supply chain disruptions.
Related Supply Chain Disruptions: Theory and Practice of Managing Risk
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