Supply chain risk identification with value‐focused process engineering

Abstract

Together with numerous benefits that were brought about by the transition from the silo enterprise perspective towards the process-based supply chain view of contemporary business, new sources of risk appeared due to the complex systemic nature of the supply chains. The need to reduce the increased level of supply chain vulnerability has been identified as a key research issue in the domain of supply chain management. In this paper, a novel value-focused process engineering methodology for process-based supply chain risk identification is proposed with the aim to increase value to supply chain members and supply chain as a whole. The proposed methodology is illustrated with a generic supply chain scenario example. #

Supply-chain uncertainty: a review and theoretical foundation for future research

“…However, the process by which strategic decisions are made in an organisational setting (the process variable) is beyond the scope of this review, but nonetheless included in Figure 5 for completeness. To pursue research in this topic, the reader is referred to Neiger et al (2009) andHult et al (2010) for recent papers looking at the process of identifying supply chain risks and of assessing risks in practice, respectively.…”

“…However, in the intervening years, whilst there has been much research into specific sources of supply chain uncertainty, either relevant to internal manufacturing processes, supply-side processes, or demand-side issues (usually end-customer demand); there are many other distinct sources of uncertainty which have received insufficient attention (Prater, 2005). In addition, there is much recent interest in the related area of supply chain risk (Ritchie and Brindley, 2007;Braunscheidel and Suresh, 2009;Neiger et al, 2009). Such authors have claimed that the repercussions of inadequate risk management policies can have a severe impact on company performance; for example, Hult et al, (2010) list resultant losses for major companies including Cisco, Pfizer and Boeing.…”

Developing lean and responsive supply chains: A robust model for alternative risk mitigation strategies in supply chain designs

“…and external (in the external environment in which the SC operates such as flood, earthquake, supplier bankruptcy, fire, war, terrorist attacks, etc.) vulnerabilities that can potentially delay, disrupt or impair the quality of the material or information flowing through the chain (Chopra and Sodhi, 2004;Neiger et al, 2009). For example:…”

Mitigating risk in global supplies to the maritime industry

“…Commonly supply risk is conceived in line with Zsidin's (2003) definition as "the probability of an incident associated with inbound supply from individual supply failures or the supply market occurring, in which its outcomes result in the inability of the purchasing firm to meet customer demand or cause threats to consumer life and safety" (Choi and Krause, 2006;Cooper et al, 2006;Kull and Closs, 2008;Neiger et al, 2009). Managing supply risk involves accordingly continuously probing into the future of integrated product manufacturing and logistics processes to increase procurement readiness in handling emergent supply variations.…”