The resilience of any system can be measured by two dimensions: robustness, the extent of system function that is maintained, and rapidity, the time required to return to full system operations and productivity. In essence, pre-disaster mitigation fosters robustness, and post-disaster adaptation fosters rapidity.
Maritime transport is a vital backbone of today’s global and complex supply chains. Unfortunately, the specific vulnerability of maritime supply chains has not been widely researched. Perhaps because it is such an obvious part of today’s supply chains that it is not looked at specifically, and just assumed to be part of the wider picture.
More than 400 papers out of thousands of documents were selected and narrowed down to 70 or so core papers, clearly showing the dominating trends within research into organisational resilience. What to read and what not to read?
Norwegian politicians invest more money in roads in regions overrepresented in the Parliament because the expected political return is higher. And that is why Norwegian roads always have been, currently are and forever will be, a patchwork of high-standard and sub-standard roads.
Essentially, risk management is all about mitigation, whereas adaptation lays the groundwork for resilience. Risk management is only about preparedness, response, and recovery. By adding adaptation to those three we also add resilience.
While carriers focus on the immediate and short-term impact and how to solve the situation, .i.e how to deliver on time if still possible, shippers focus more on the strategic and long-term impact and on how to avoid the situation, i.e. how to prevent this from happening again.
This paper presents a comprehensive review of the scholarly literature related to the field of network-disruption analysis. A number of methods have attempted to deal with the problem of isolating links in different ways, but none has been ubiquitously successful. Why is that so?
Here is a new model that links disruption risk to disruption source, that covers all flow-related disruption risks in the total supply chain from natural resources to delivered final product, and that is seen from the angle of an individual focal unit in the supply chain.
Supply Chain Risk Management is a area that has seen a significant growth in recent years. However, there is diverse perception of research in supply chain risk because these researchers have approached this area from different domains, thus creating three distinct research gaps.
What is risk, and how can it be expressed? Different international standards, such as the AS/NZS 3460 Risk Management Standard, the COSO ERM framework and the ISO 31000 Risk Management Standard do not provide adequate guidance for risk assessments and lack the necessary precision.
Are business schools bad for business? Are they to blame for the demise in good management practices because they have become obsessed with teaching maximizing shareholder value at the expense of everything else? Perhaps they are. If so, is there a way out?
Theory is important in supply chain research, by helping us make sense out of chaos, but what is theory, what constitutes a valuable theoretical contribution and how can theoretical deliberations produce richer explanations and practical applications in supply chain research?
What has been written during a decade of academic research in the Supply Chain Management (SCM) field? A lot, obviously, but despite the considerable number of academic contributions, the literature is still very fragmented, and only examines one link of the chain, not the entire network.
Supply chain disturbances and supply chain disruptions. Not the same and very different from each other. The former can be managed and solved within an established supply chain, the latter often requires establishing a new supply network. Understanding this difference is crucially important.
This is a well-researched and methodologically sound article, which brilliantly sums up the core topics and clusters of supply chain risk management of the past, the present, how they have developed since the early 1990s, and where SCRM may be headed to in the future. Maybe. Or maybe not.
Supply Chain Risk Management has emerged as an important source of competitive advantage and an effective method of reducing vulnerability in a supply chain. One vulnerability or risk that is often overlooked are product design changes to an already existing manufacturing process.
Obviously, selecting the right third-party logistics provider (3PL) for your supply chain is an important decision in supply chain risk management, but not every country decides in the same manner. While Americans focus on commitment, Germans appear to rely more on trust. Why is that?
Establishing the Northern Sea Route as an alternative shipping route to Suez and Cape of Good Hope could contribute to more flexible, agile and adaptable supply chains, because more route choices will result in a higher capacity, and may reduce chances for disruption and congestion.
Historically, third-party logistics providers, or 3PLs, provided traditional logistics services, such as transportation and warehouse management, and nothing more than that, but 3PLs have evolved to becoming orchestrators of supply chains that create and sustain a competitive advantage.
Outsourcing and relying on a third-party provider for logistics, or 3PL in short, can be quite a cost-saver, but is not without caveats. While there are significant benefits, there are also a number of challenges: current requirements, future growth, information exchange and security.