2005
DOI: 10.1016/j.intman.2005.09.008
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Assurance of security in maritime supply chains: Conceptual issues of vulnerability and crisis management

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Cited by 145 publications
(97 citation statements)
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“…According Gould et al (2010) is the lack of transparency in the logistics sector one of the driving forces behind the vulnerabilities in the supply chain. These vulnerabilities refers to the lack weaknesses in the supply chain to actually do something to prevent losses in general (Barnes and Oloruntoba 2005;Wagner and Bode 2006) but also to deter antagonistic threats from attacking the supply chain. The first step to take in this direction is to share information (as in SCM) about losses, threats and preventions methods.…”
Section: Discussionmentioning
confidence: 99%
“…According Gould et al (2010) is the lack of transparency in the logistics sector one of the driving forces behind the vulnerabilities in the supply chain. These vulnerabilities refers to the lack weaknesses in the supply chain to actually do something to prevent losses in general (Barnes and Oloruntoba 2005;Wagner and Bode 2006) but also to deter antagonistic threats from attacking the supply chain. The first step to take in this direction is to share information (as in SCM) about losses, threats and preventions methods.…”
Section: Discussionmentioning
confidence: 99%
“…This systems becomes vulnerable to a broad variety of crimes against both people and property, and from a broader perspective, it may be damaged or disrupted by natural hazards such as earthquakes and hurricanes (Helmick, 2008). Therefore, beyond structural requirements (i.e: International Ship and Port Security Code), these vulnerabilities could in turn cause management challenges, which require the improvement of crisis management capabilities (Barnes and Oloruntoba, 2005).…”
Section: The Changing Role Of Ports and Integration Of Ports To Supplmentioning
confidence: 99%
“…Ports, as a part of maritime transportation, operate in a continuously changing environment. Moreover, as mentioned above, the integration may create management challenges, which require the improvement of some capabilities, such as crisis management capabilities (Barnes and Oloruntoba, 2005). Dynamic capabilities approach aims to explain the reason of how some companies gaining competitive advantage in continuously changing environments (Eisenhardt and Martin, 2000), and in that sense, dynamic capabilities are described as "the capacity of an organization to purposefully create, extend or modify its knowledgerelated resources, capabilities or routines to pursue improved effectiveness" (Salunke et al 2011).…”
Section: Suggestions For Further Researchmentioning
confidence: 99%
“…Measures to reduce the chance that an event will result in disruptions in demand include 9 See, for example, discussion of building adaptive resilience in maritime supply chains in Barnes and Oloruntoba (2005).…”
Section: Robustness and Resilience Measuresmentioning
confidence: 99%