Keep Your Friends Close? Supply Chain Design and Disruption Risk

Habermann, Marco; Blackhurst, Jennifer; Metcalf, Ashley Y.

doi:10.1111/deci.12138

Cited by 111 publications

(76 citation statements)

References 75 publications

(114 reference statements)

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Even recently, Habermann et al (2015) investigated supply chain disturbances in co-located and dispersed supply chain designs and found that co-location with suppliers is related to shorter duration of disruptions. However, the study of the effect of disturbances on supply chain design, and supply chain re-configuration as a disturbance mitigating strategy is relatively unexplored.…”

Section: Discussionmentioning

confidence: 99%

Supply chain configuration conundrum: how does the pharmaceutical industry mitigate disturbance factors?

Huq

Pawar

Rogers³

2016

Production Planning & Control

View full text Add to dashboard Cite

How a supply chain (SC) is configured can have a significant impact on the performance of global firms. More specifically, disturbance factors (i.e. those factors associated with uncertainty and risk) are increasingly important considerations. This paper focuses on endogenous, exogenous and environment-related SC disturbance factors and their relative importance when configuring global SCs. Three alternative scenarios of SC configurations for European-based pharmaceutical firms are identified -insource nearshore, outsource nearshore and outsource offshore. Through a multi-phase, mixed-method approach we find that the top five disturbance factors managers should be aware of while configuring their SCs are quality defects, unforeseen and random interruptions in manufacturing processes, order processing difficulties, untimely delivery of products, and a mismatch between market demand and supplier responsiveness. This study is able to provide insights into the impact of disturbance factors on the SC configuration strategy for Big Pharmas. We show that SC disturbances influenced the decision to bring production back home (reshoring) or to a closer location (near-shoring). To mitigate the effects of disturbances many Big Pharmas recalibrated their SC configurations by insourcing core products, outsourcing non-core products offshore and developing offshore insourcing capabilities through 'captives'.

show abstract

Section: Discussionmentioning

confidence: 99%

Supply chain configuration conundrum: how does the pharmaceutical industry mitigate disturbance factors?

Huq

Pawar

Rogers³

2016

Production Planning & Control

View full text Add to dashboard Cite

show abstract

“…However, there should be other reasons that have not yet been investigated in detail. Examples include, but are not limited to, a firm's readiness (Macdonald & Corsi, 2013), relationships with suppliers (Grewal, Johnson, & Sarker, 2007), and supply chain complexity (Bode & Wagner, 2015;Habermann, Blackhurst, & Metcalf, 2015).…”

Section: Introductionmentioning

confidence: 99%

Stages of Supply Chain Disruption Response: Direct, Constraining, and Mediating Factors for Impact Mitigation

2016

View full text Add to dashboard Cite

It is well established that supply chain disruptions can have a severe negative impact on firms and general wisdom suggests that this impact can be mitigated by quick responses. Aside from a few anecdotes, however, little is known about the decision‐making process that leads to speedy responses and about its impeding and supporting antecedents. Using the organizational information‐processing perspective, this empirical study unravels the disruption management process along a sequence of four stages—disruption recognition, disruption diagnosis, response development, and response implementation—and hypothesizes constraining and mediating effects of these stages. The findings contribute to an improved understanding of the role that the decision stages play in mitigating supply chain disruptions, and confirm the prediction that the speed with which information is processed and the stages are worked through positively affects supply chain performance. In addition, the findings suggest that one of the stages, diagnosis, acts as a constraining factor to the other stages. The stages also play a mediating role between the impact that the disruption has and a firm's readiness (prior to a disruption), dependence on a key supplier, and supply chain complexity. This provides guidance to decision makers in the application of resources both prior to a negative event and during a disruption recovery.

show abstract

“…The response rate must have been a little higher but some of the e-mail addresses or contact information of respondents were either outdated or incorrect reducing the sample size less than 205. There are also research studies conducted with lower response rate but with valid justifications (Habermann et al 2015). Hence, 35% response rate is considered as a valid rate for evaluating survey data.…”

Section: Survey Findings and Discussionmentioning

confidence: 99%

Identifying Barriers in Lean Implementation in the Construction Industry

Demirkesen¹,

Wachter²,

Oprach³

et al. 2019

Annual Conference of the International Group for Lean Construction

View full text Add to dashboard Cite

With the rising attention on the topic of Lean construction and its benefits, more and more companies aim to implement the Lean philosophy in their culture. Together with changing the companies' culture multiple challenges occur. Hence, it is of utmost importance to identify factors, which lead to poor management in Lean construction activities. Therefore, this paper intends to identify and categorize barriers leading to poor implementation of the Lean philosophy. In this respect, a set of barrier groups comprising a total of twenty-seven components were identified. A questionnaire was designed and administered to Lean construction professionals in order to rank the importance level of the selected barriers. The paper proposes that lack of 'top management support', 'misperception about Lean practices', 'lack of information sharing and integrated change control' are the top three barriers for Lean implementation. The findings of the study indicate that Lean implementation might be conducted with higher efficiency and productivity by removing the barriers for implementation. This study might guide Lean professionals to align their strategies with Lean practices by knowing and recognizing the main barriers.

show abstract

Keep Your Friends Close? Supply Chain Design and Disruption Risk

Cited by 111 publications

References 75 publications

Supply chain configuration conundrum: how does the pharmaceutical industry mitigate disturbance factors?

Supply chain configuration conundrum: how does the pharmaceutical industry mitigate disturbance factors?

Stages of Supply Chain Disruption Response: Direct, Constraining, and Mediating Factors for Impact Mitigation

Identifying Barriers in Lean Implementation in the Construction Industry

Contact Info

Product

Resources

About