Purpose -Global sourcing can bring many benefits to organisations, but it can also expose them to a number of risks. The purpose of this study is to understand how managers assess global sourcing risks across the entire supply chain and what actions they take to mitigate those risks. Design/methodology/approach -A multiple case study approach was used, involving 15 cases in seven different industries. Each case consisted of interviews with managers directly involved in the global sourcing decision, supported by documentary evidence. A cross-case analysis was conducted to analyse patterns across different industries.Findings -The study revealed that most companies do not have a structured supply chain risk management and mitigation system. Nevertheless they do use a number of informal approaches to cope with risk. The paper proposes that a multidisciplinary approach is required when dealing with global sourcing risks. It presents a classification of risks covering four categories: supply risk, process and control risks, environmental and sustainability risks, and demand risks. Originality/value -The paper addresses a research gap concerning managers' approaches to assessing and mitigating supply chain risk in a global context. In this context, this study proposes a new categorisation for global sourcing risks and offers a characterisation of global sourcing risk mitigation strategies applicable to different industries.

Purpose - The aim of this paper is to develop a research agenda for risk and supply chain management. This is achieved by reviewing the literature on supply chain risk and locating it within the general literature on risk. Design/methodology/approach - A review of the general literature on risk and the specific literature on supply chain risk was undertaken. Findings - The paper shows that there are a number of key debates in the general literature on risk, especially in terms of qualitative versus quantitative approaches, which need to be recognised by those seeking to apply risk theory and risk management approaches to supply chains. In addition, the paper shows that the application of risk theory to supply chain management is still in its early stages and that the models of supply chain risk which have been proposed need to be tested empirically. Research limitations/implications - This is a literature review and, therefore, is based on secondary rather than primary sources. Practical implications - The paper proposes a research agenda aimed at developing models of supply chain risk management based on combining the wider theory and practice of risk management with the needs and practices of supply chain management. Originality/value - This paper brings together the literatures on general risk and supply chain risk; and identifies key issues and research questions which need to be addressed in applying risk management to supply chains

PurposeThe purpose of this paper is to investigate the alignment between product design and the supply chain and to identify how this alignment impacts on a firm's supply chain responsiveness and resilience.Design/methodology/approachAn in‐depth case study methodology was adopted to uncover the strategies undertaken by one of the UK's fastest growing fashion retailers to create a competitive advantage through its management of the product design/supply chain alignment.FindingsThe findings of this case illustrate that not only is the alignment of product design with the supply chain important in improving competitive advantage for the focal company, but it also has a significant impact in improving supply chain resilience and supply chain responsiveness. This case illustrates how fundamental shifts in the organisation, particularly in integrating product design and supply chain have enabled the repositioning of the company from a low priced fashion store to becoming a leading global fast fashion retailer.Practical ImplicationsThe paper provides guidance for companies seeking to improve supply chain costs and performance by a higher alignment of product design and the supply chain.Originality/valueThis case study highlights the importance of the product design/supply chain alignment and highlights the benefits of adopting a “design centric” approach. The findings from this paper also contribute to the growing debate on supply chain risk management.

Purpose -The purpose of this paper is to address the increasingly important issue of the impact of product design on supply chain risk management in an era of global supply arrangements. The need to include product design considerations in the development of global supply chain strategies is highlighted. Design/methodology/approach -The research methodology is based on an in-depth longitudinal case study of a major UK retailer. Data collection tools included observation of supplier meetings/workshops, semi-structured interviews and access to key company documentation and archives. Findings -This paper provides a framework for design-led supply chain risk management and thus presents a case for recognising design as more than a creative function but as a platform to manage risk in supply chains.Research limitations/implications -The empirical research reported in this paper is specific to the clothing manufacturing and fashion retail industry. Though the findings will most likely apply to all industries and supply chains where design has an integral role and plays an important part in the competitiveness of the final product, there would be benefit in extending the research into other sectors. Practical implications -The increased trends to outsourcing and offshore sourcing and the elimination of trade barriers have added to the competitive pressures faced by clothing retailers, hence frameworks to manage supply chain risks are significant to the survival of companies from this sector. Originality/value -Whilst there is a growing literature in the field of supply chain risk there is less empirical evidence providing practical examples of the impact of product design on risk. Design-led risk management offers a novel approach to mitigating supply chain risk.

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