Joint supply chain risk management: An agency and collaboration perspective

Li, Gang; Fan, Huan; Lee, Peter K.C.; Cheng, T.C.E.

doi:10.1016/j.ijpe.2015.02.021

Cited by 218 publications

(200 citation statements)

References 94 publications

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“…Meanwhile, researchers had used many ways to measure the effects of risk sources and supply chain practices with different means like firm or organizational performance (Cook et al, 2011;Shukla et al, 2013), product performance, operational performance (Kauppi et al, 2016;Sukati et al, 2013), logistic performance (Effendi, 2015), financial performance (Li et al, 2015) or operational performance (Ahmad and Saifudin, 2014;Chen, 2012;Sukati et al, 2012;Sundram et al, 2016). Nevertheless, indicators to measure above mention performance are alike.…”

Section: Operational Performancementioning

confidence: 99%

The impact of supply chain collaboration on operational performance: Empirical evidence from manufacturing of Malaysia

Shahbaz¹,

Rasi²,

Ahmad³

et al. 2018

Int. j. adv. appl. sci.

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Indeed due to global advancement, rapid technological innovation, and enhancing regional influence, supply chain (SC) has become an essential element. Now, competition has shifted from organization to industry level; any disruption can not only disturb organization but also effect whole industry. Although Malaysia is known from palm oil and rubber but manufacturing sector has highest growth rate (7.1%) and second contributor to GDP and employer. Due to regional and economic shift toward China and India this sector is facing numerous problems. Supply chain collaboration has dogged the performance in various industries and in various regions. The aim of this study is to explore the potential benefits of supply chain collaboration toward achieving operational performance. This is an empirical investigation conducting among manufacturing industries in Malaysia. Factor analysis and multiple regressions through SPSS have been used for data analysis. The finding of this study reveals that two supply chain management approaches information sharing (IS), joint decision making (JDM) significantly effect, while Electronic Data Interchange (EDI) does not have a significant effect on operational performance.

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Section: Operational Performancementioning

confidence: 99%

The impact of supply chain collaboration on operational performance: Empirical evidence from manufacturing of Malaysia

Shahbaz¹,

Rasi²,

Ahmad³

et al. 2018

Int. j. adv. appl. sci.

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“…Millions of dollars' worth of merchandise sat on vessels seized on behalf of creditors, denied entry to ports or left unable to dock, while firms tried to make alternative arrangements to meet contractual obligations with their clients and minimize the financial impact of supply chain disruptions. According to empirical evidence, firms experience, on average, a 40 percent decline in their stock price after a disruption, while shareholder value can decrease by 11 percent (Li et al, 2015).…”

Section: Table 1 Supply Chain Risksmentioning

confidence: 99%

“…Second, it helps prevent the occurrence of events that could become risks if no action is taken (Yu and Goh, 2014). Third, since it provides real-time information on events in the supply chain, it enables rapid implementation of risk management measures, minimizing the risk of disruptions (Li et al, 2015). Empirical evidence shows that the more information is shared along the supply chain, the better the risk management and the financial performance of the supply chain (Li et al, 2015).…”

Section: Information Systems Connectivitymentioning

confidence: 99%

“…Third, since it provides real-time information on events in the supply chain, it enables rapid implementation of risk management measures, minimizing the risk of disruptions (Li et al, 2015). Empirical evidence shows that the more information is shared along the supply chain, the better the risk management and the financial performance of the supply chain (Li et al, 2015). It is not surprising that about 80 percent of large companies cite lack of information sharing as their top concern, especially in a context of increased complexity and uncertainty, which requires improved flexibility and responsiveness (Yu and Goh, 2014).…”

Section: Information Systems Connectivitymentioning

confidence: 99%

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The Connected Supply Chain: Enhancing Risk Management in a Changing World

Calatayud¹

2017

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work is licensed under a Creative Commons IGO 3.0 Attribution-NonCommercial-NoDerivatives (CC-IGO BY-NC-ND 3.0 IGO) license (http://creativecommons.org/ licenses/by-nc-nd/3.0/igo/legalcode) and may be reproduced with attribution to the IDB and for any noncommercial purpose. No derivative work is allowed.Any dispute related to the use of the works of the IDB that cannot be settled amicably shall be submitted to arbitration pursuant to the UNCITRAL rules. The use of the IDB's name for any purpose other than for attribution, and the use of IDB's logo shall be subject to a separate written license agreement between the IDB and the user and is not authorized as part of this CC-IGO license.Note that link provided above includes additional terms and conditions of the license.The opinions expressed in this publication are those of the authors and do not necessarily reflect the views of the Inter-American Development Bank, its Board of Directors, or the countries they represent.http://www.iadb.org 2017 Abstract * Not since the end of World War II have supply chains been as highly exposed to risks as they are now. The Fourth Industrial Revolution poses unprecedented challenges for production and distribution systems. It also creates important opportunities, particularly in risk management. Indeed, new digital technologies will foster the emergence of the connected supply chain as a critical element for risk management. Supply chain connectivity is defined as the seamless flow of materials, information, and financial resources along the supply chain, enabled by two factors: information systems connectivity and physical connectivity. This paper analyzes both factors and how new technologies can improve them. It also discusses the barriers that prevent the achievement of a connected supply chain and, with it, improved risk management. Finally, it discusses the role that the public sector can play in overcoming these barriers.JEL Codes: G20, G21, G28, L25, L16

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“…However not only the structural characteristics of SC networks could affect risk management approach and strategy selection. [38], [39] and [40] have proved through their studies, that relationship dimensions between SC actors could influence the decision process and even the risk level and SCRM efficiency ( [45]). According to [5], the success of any SCRM strategy relies on the "SCRM culture" shared between SC entities.…”

Section: Supply Chain Risk Integrated Modelmentioning

confidence: 99%