Supply Chain Resilience - Book Chapter

2020

Organizations have worked over the years to develop efficiencies to their supply chains, which includes efforts to reduce waste, lower costs, consolidate suppliers and distributors, better manage costs of goods sold and inventory, develop efficiencies in packaging, storage, and shipping of product, as well as utilizing digital analytics to manage consumer choices and demands. These are all by-products of world-class manufacturing which have promoted systematic organizational and supply chain efficiencies. However, under economic shocks that are sustained over longer periods of time (e.g., Covid-19 Pandemic) and that affect supply chains from a variety of disruptions, a supply chain that is not prepared or adaptable may be broken or at a minimum weigh down the organization. Therefore, the ability to manage and control risk is a key aspect of effective supply chain management. However, the literature on pandemic risk mitigation is nascent. Thus, this paper offers a review of the extan...

2017

Disasters such as the Japanese tsunami and Thai floods in 2011 serve as a reminder about the extent to which a firm’s operations are vulnerable to disruptions. The resulting losses arise not only through direct damage but also from disruption to partners beyond the adjacent tiers. Indeed, as per recent survey-based evidence, nearly 40% of the disruptions originate in tier 2 and beyond. In this paper, we propose an analytical framework to study the cascading of disruptions in supply-chain networks. We formalise the notion of supplychain resilience as a measure of how quickly firms in the supply chain recover from a disruption. We also provide a comparative metric termed relative vulnerability to identify firms which are expected to suffer greater downtimes and consequently more losses due to disruptions. We illustrate these metrics on common supply-chain topologies and discuss the implications.

Cite as follows: Madzík, P., Falát, L., Copuš, L., Čarnogurský, K.: Resilience in supply chain risk management in disruptive world: rerouting research directions during and after pandemic. Annals of Operations Research, 2024

The pandemic and a series of subsequent disruptive events fully exposed the vulnerability of supply chains. Research in the field of resilience in supply chain risk management has recorded significant interest across a wide range of academic disciplines. Therefore, there is a need to synthesize, categorize and explain existing and newly emerging research directions, which may represent relevant platforms for developing supply chain concepts in the future. This study addresses this need by providing a bibliometric review of published papers on resilience in supply chain risk management. By analyzing more than 2500 published papers through bibliometric and machine-learning-based methods, we identified ten topics related to risk and resilience of supply chains: Pandemic impacts of food supply chain; Practices for capability and performance; Supplier-related modeling and optimization; System security and critical infrastructure; Production changes; IT in manufacturing process; Sustainability in global economy; Management and business approach; Modeling and design of complex networks; Operational strategies for risk mitigation. By analyzing articles published since 2020, we also identified a change in the direction of research dedicated to supply chain risk and resilience; we identified three other topics that were not recognized as distinct topics prior to 2020—Operational management; strategy; Sustainable production. The results of this study help in understanding the change in the direction of research in the area of risk and resilience of supply chains and thus provide up-to-date information for further research in this dynamically developing area.

Springer Series in Supply Chain Management

Supply Chain Management (SCM), long an integral part of Operations Management, focuses on all elements of creating a product or service, and delivering that product or service, at the optimal cost and within an optimal timeframe. It spans the movement and storage of raw materials, work-in-process inventory, and finished goods from point of origin to point of consumption. To facilitate physical flows in a time-efficient and cost-effective manner, the scope of SCM includes technologyenabled information flows and financial flows. The Springer Series in Supply Chain Management, under the guidance of founding Series Editor Christopher S. Tang, covers research of either theoretical or empirical nature, in both authored and edited volumes from leading scholars and practitioners in the fieldwith a specific focus on topics within the scope of SCM. This series has been accepted by Scopus.

Supply Chain Forum: An International Journal

Risk Management Treatise for Engineering Practitioners, 2018

In the wake of a number of catastrophic events, construction supply chain (CSC) vulnerability has become a major issue in the industry. Construction organisations today focus on strategies to minimise the impact of catastrophic events and manage risk by creating more resilient supply chains. However, there is lack of a mechanism to minimise the impact of catastrophic event on CSC. Therefore, this chapter focuses on the impact of catastrophic events on CSC and proposes a strategic framework to minimise their ultimate impact on the construction organisations. This aim is achieved through a comprehensive literature review, preliminary investigation and structured questionnaire survey. According to findings, most likely catastrophes that disrupt CSC are non-terrorist events and in fact are not always the most severe catastrophes. The aggregate effect of likelihood and severity revealed that disruption to transportation has the extreme risk level on CSC, while the most significant impact of catastrophic events is business failure and least significant impact is loss of focus to work. Thus, the catastrophic event risk minimisation strategic framework presented in this chapter will assist construction organisations to identify most suitable strategic actions to minimise the impact of catastrophic events on CSC in order to create resilient construction industry.

IAEME PUBLICATION, 2021

Supply chain network is one component that has a direct effect on the organizational success or failure. Companies have huge number of moneys tied up in their supply chain. This in turn influences the working capital cycle and the overall profitability. Increasing competition and customer awareness demands that goods and services be made available as and when they are needed. Failing to do so might result in a situation when even the loyal customers or brand patrons switch to other available options and alternatives. As it is with customers, once they are dissatisfied with the company, there is no looking back. When the business loses a customer, it also loses thousands of other prospective customers that this loyal customer would have brought. Besides this, with every passing day the cost of finance is increasing speedily and the only way to keep up with the desired profit levels is to reduce these money costs. A highly efficient supply network addresses both these issues. Goods are made available to the customers before or just in time of need and the costs tied up in inventory is also minimized to a great extent. In this paper I want to focus specifically on supply chain network, during and after a pandemic (here COVID-19). Proper analysis of challenges that the pandemic has thrown would be discussed along with the steps corporates and sellers are taking to overcome this obstacle. I shall be evaluating the vulnerabilities that COVID-19 has exposed supply chains to. Thereafter assessment will be done about how companies are responding to the changed dynamics. In the paucity of available literature, instead of literature review fact, figures and statistical findings will be analysed to obtain a clear picture. Viewpoints from industry leaders shall also be considered, to come up with a broad framework of how to deal with turbulent times in the future

Today’s global supply chain has achieved cost savings through reduced inventories, shortened transit cycles, and streamlined production processes. However, it may be more susceptible to risks related to natural hazards.

Materials Management Review, 2015

Supply Chain Resilience is currently considered a critical component of Supply Chain Risk Management (Ponomarov & Holcomb 2009), and a relatively new and yet underexplored research area of management as a whole as mentioned by Ponis & Koronis (2012). From an organizational point of view, resilience refers to “the capacity for continuous reconstruction” (Hollnagel et al. 2009). In the area of SCM, resilience is a new concept that has emerged in this field in recent years.

Springer Series in Supply Chain Management, 2018

While supply chain resilience has been touched upon frequently, research remains (with the exception of often repeated anecdotal examples) relatively disparate on what disruptions actually are. This research aims to advance theoretical and managerial understandings around the management of supply chain disruptions. A two-stage research process is used which focuses first on polling academic experts. This stage is followed by the extraction of insights from practitioners in the automotive, electronics and food industries. Our findings coalesce around: (1) the types of disruptions that respondents are most concerned about; (2) the associated strategies suggested to cope with disruptions; and, (3) how resilience can be measured. It is apparent that there are some areas where academics and practitioners agree and others where they agree to a lesser extent. Both sets of actors tend to agree on how resilience can be quantified, with recovery time the preferred indicator. However, there is a discrepancy around how resilience is achieved within the supply chain. Academics emphasise the importance of redundancy while practitioners refer more to flexibility. Also, they disagree around what constitutes 'key 2 disruptions': academics suggested high-profile events while practitioners are more concerned with day-today problems.