Supply chain risk and resilience: theory building through structured experiments and simulation

Macdonald, John R.; Zobel, Christopher W.; Melnyk, Steven A.; Griffis, Stanley E.

doi:10.1080/00207543.2017.1421787

Cited by 176 publications

(103 citation statements)

References 68 publications

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“…Simulation studies allow adding additional, dynamic features to the optimization techniques which are widely used in SC risk analysis , Sadghiani et al, 2015, Cui et al, 2016, Ivanov et al, 2016 along with heuristic approaches (Meena and Sarmah, 2013, Zhang et al, 2015, Hasani and Khosrojerdi, 2016. Most of the existing studies utilize discrete-event simulation approach (Schmitt and Singh, 2012, Ivanov, 2017a, 2017b, Schmitt et al, 2017, Ivanov and Rozhkov, 2017, Macdonald et al, 2018, Ivanov, 2019, Tan et al, 2020 while some studies use agent-based (Li and Chan, 2013, Hou et al, 2018 and system dynamics (Wilson, 2007, Aboah et al, 2019 methods, too. A very few studies (e.g., Hackl and Dubernet, 2019) have incorporated the simulation and transportation disruptions during the epidemic crises.…”

Section: Simulation-based Sc Risk Modelingmentioning

confidence: 99%

Predicting the impacts of epidemic outbreaks on global supply chains: A simulation-based analysis on the coronavirus outbreak (COVID-19/SARS-CoV-2) case

Ivanov

2020

Transportation Research Part E: Logistics and Transportation Re

1,652

1,348

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Epidemic outbreaks are a special case of supply chain (SC) risks which is distinctively characterized by a long-term disruption existence, disruption propagations (i.e., the ripple effect), and high uncertainty. We present the results of a simulation study that opens some new research tensions on the impact of COVID-19 (SARS-CoV-2) on the global SCs. First, we articulate the specific features that frame epidemic outbreaks as a unique type of SC disruption risks. Second, we demonstrate how simulation-based methodology can be used to examine and predict the impacts of epidemic outbreaks on the SC performance using the example of coronavirus COVID-19 and anyLogistix simulation and optimization software. We offer an analysis for observing and predicting both short-term and long-term impacts of epidemic outbreaks on the SCs along with managerial insights. A set of sensitivity experiments for different scenarios allows illustrating the model's behavior and its value for decision-makers. The major observation from the simulation experiments is that the timing of the closing and opening of the facilities at different echelons might become a major factor that determines the epidemic outbreak impact on the SC performance rather than an upstream disruption duration or the speed of epidemic propagation. Other important factors are lead-time, speed of epidemic propagation, and the upstream and downstream disruption durations in the SC. The outcomes of this research can be used by decisionmakers to predict the operative and long-term impacts of epidemic outbreaks on the SCs and develop pandemic SC plans. Our approach can also help to identify the successful and wrong elements of risk mitigation/preparedness and recovery policies in case of epidemic outbreaks. The paper is concluded by summarizing the most important insights and outlining future research agenda.

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Section: Simulation-based Sc Risk Modelingmentioning

confidence: 99%

Predicting the impacts of epidemic outbreaks on global supply chains: A simulation-based analysis on the coronavirus outbreak (COVID-19/SARS-CoV-2) case

Ivanov

2020

Transportation Research Part E: Logistics and Transportation Re

1,652

1,348

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“…Another emerging theme is continued validation of resilience impacts on the performance of the firm and the overall supply chain (e.g., Macdonald et al. ). Other areas of resilience that have received attention include extending resilience beyond single firms or local markets (e.g., Pournader et al.…”

Section: The Current State Of Resilience Researchmentioning

confidence: 99%

“…; MacDonald et al. ) Systems dynamics simulations (Spiegler et al. ) Agent‐based simulations (Wu et al.…”

Section: The Current State Of Resilience Researchmentioning

confidence: 99%

“…Other recent works focus on the strategic aspects of resilience in supply chain management, with growing inclusion of sustainability considerations (e.g., Autry et al 2013). Another emerging theme is continued validation of resilience impacts on the performance of the firm and the overall supply chain (e.g., Macdonald et al 2018). Other areas of resilience that have received attention include extending resilience beyond single firms or local markets (e.g., Pournader et al 2016) to globalized supply chains (e.g., Azadegan and Jayaram 2018), using resilience to offset increasing complexity in supply chain networks (e.g., Golicic et al 2017), merging the traditional concepts of risk management with resilience (e.g., Linkov and Florin 2016), and balancing managerial philosophies of Lean Six Sigma with resilience (e.g., Govindan et al 2015).…”

Section: The Current State Of Resilience Researchmentioning

confidence: 99%

See 1 more Smart Citation

The Evolution of Resilience in Supply Chain Management: A Retrospective on Ensuring Supply Chain Resilience

Pettit¹,

Croxton

Fiksel

2019

J of Business Logistics

502

370

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We opened our 2010 paper in the Journal of Business Logistics with a 6th century quote by Heraclitus – “The only constant is change.” This immutable law certainly holds in today's volatile business world, especially for supply chain management, and has been the driving factor behind the interest in resilience. Since the seminal works of the mid‐to‐late 1990s and early 2000s, the supply chain discipline has progressed toward a common understanding of resilience. But we're not there yet. This paper reflects on the impact of our 2010 paper, and envisions future opportunities for advances in resilience that will improve both day‐to‐day business continuity and long‐term sustainability. We are honored to be selected for this 40th Anniversary Issue of the Journal of Business Logistics, and proud that our paper has been recognized as the most cited of the decade.

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“…;Wilson (2007);Cutter et al (2008); Ponomarovand Holcomb (2009);Das, (2015);Liu et al (2016);Rajesh (2016);Chen et al (2017);Macdonald, Zobel, Melnyk, and Griffis (2018);Ramezankhani, Torabi, and Vahidi (2018) 3Customer service level Sheffiand Rice(2005); Datta et al (2007);LodreeandTaskin (2008); Wilson (2007); Spiegler et al (2012); Cardoso et al (2015); Manning and Soon (2016); Rajesh (2016) 4 Minimum total Cost Ratick, Mecham, and Aoyama (2008); Carvalho et al (2012); Macdonald and Corsi (2013); Cardoso et al (2015); Das (2015); Liu et al (2016); Manning and Soon ((2004); Jüttner andMaklan (2011); Brandon-Jones et al (2014); Soni et al (2014); Fiksel et al (2015); Chowdhury and Quaddus (2016); Rajesh (2016) 7 Inventory gap Tomlin (2006); LodreeandTaskin (2008); Wilson (2007); Spiegler et al (2012); Das (2015) Kamalahmadi and Parast (2016); Sodhiand Lee (2007) 8 Maximum on-time deliveries Schmitt and Singh (2012); Spiegleret al (2012); Chowdhury and Quaddus (2016); KamalahmadiandParast (2016); Manning and Soon (2016); Spiegler, Potter, Naim, and Towill (2016) 9 Supply flexibility Tang and Tomlin (2008); Skipper and Hanna (2009); Soni et al (2014); Das, (2015Cabral et al (2012); Carvalho et al (2012); Spiegler et al (2012); Chowdhury and Quaddus (2016); Ramezankhani et al (2018) 14 Transportation flexibility Glickman and White (2006); Ishfaq (2012); Azadehet al (2014); Fiksel et al (2015)15 Redundancy rateChristopher and Lee (2004); Ponomarovand Holcomb(2009); Spiegleret al (2012); Ivanov et al (2014); Rajesh (2016) 16 Risk-sharing rate Soni et al (2014); Fiksel et al (2015); Chowdhury and Quaddus (2016for preparation that exceeds demand (holding cost) Lodree andTaskin(2008)28Per unit cost for preparation that falls short of demand (shortage cost) LodreeandTaskin (2008);Namdar et al (2018) …”

mentioning

confidence: 99%

Managing supply chain resilience to pursue business and environmental strategies

et al. 2019

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Resilience has become a crucial topic in the field of strategic management as it requires companies to design resilient business models to tackle managerial and environmental disruptions of individual firms and supply chains. However, extant research still lacks deep insights into how companies design and manage supply chains according to the resilience principles. With this premise, this paper aims at conducting a state of the art review on supply chain resilience (SCR) considering 125 relevant papers collected from Scopus and Web of Science academic search engine. Starting from the results of the literature review, this study proposes a systemic framework of SCR assessment and contributes to improve the understanding of the impact of different empirically tested constructs on the development of the resilience concept. Further, the findings are summarized in several areas including barriers in developing resilience, metrics to measure the resilience performance, and effective strategies to foster the SCR. Finally, this study outlines promising future research directions for scholars and practitioners.

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Supply chain risk and resilience: theory building through structured experiments and simulation

Cited by 176 publications

References 68 publications

Predicting the impacts of epidemic outbreaks on global supply chains: A simulation-based analysis on the coronavirus outbreak (COVID-19/SARS-CoV-2) case

Predicting the impacts of epidemic outbreaks on global supply chains: A simulation-based analysis on the coronavirus outbreak (COVID-19/SARS-CoV-2) case

The Evolution of Resilience in Supply Chain Management: A Retrospective on Ensuring Supply Chain Resilience

Managing supply chain resilience to pursue business and environmental strategies

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