Selection of supply portfolio under disruption risks

Supplier’s total cost of ownership evaluation: a data envelopment analysis approach

“…Unlike the traditional approach, which focuses primarily on price, more strategic frameworks for evaluating and selecting suppliers consider many factors other than price alone (Ho et al, 2011), thus making the process more complex due to possible conflicts and interactions among the criteria (Sarkis and Talluri, 2002). Frameworks that consider the overall value delivered by suppliers may justify opting for one with a higher purchase price on the grounds of other considerations such as quality, or lower total costs over the long run (Garfamy, 2006) or risk management considerations (RuizTorres and Mahmoodi, 2007;Sawik, 2011).…”

Selecting a supplier portfolio with value, development, and risk consideration

“…Research has been carried out to minimize the risk of supplier selection, by introducing stochastic measures into the supplier evaluation criteria, and selecting a robust supply portfolio. Works of Sawik (Sawik, 2010(Sawik, , 2011(Sawik, , 2013 in a make to order environment, Burke, Carrillo, andVakharia (2009), Federgruen andYang (2008), Liao and Rittscher (2007) and Awasthi, Chauhan, Goyal, and Proth (2009) are examples of such research. These methods however, mainly focus on selecting a supply portfolio that guarantees satisfying the buyer's needs, in times of fluctuating demand, or delivery.…”

Organizational implications of a comprehensive approach for cloud-storage sourcing

“…Supplier diversification is often used to combat potential disruptions due to uncertainties in delivery (Sawik 2011). Multi-sourcing improves up-stream order-volume flexibility that might be needed due to unforeseen demand surges (Ramasesh et al 1991).…”