Supply chain risk management: models and methods

Chalavadi, Vishnu; Sridharan, R.; Kumar, P.N. Ram

doi:10.1504/ijmdm.2019.096689

Cited by 34 publications

(21 citation statements)

References 92 publications

(111 reference statements)

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“…The urgency of implementing SCRM practices for retail and other business areas has received widespread attention from large companies, especially in connection with the improvement and implementation of environmentally friendly logistics mechanisms and sustainable chain management (Fahimnia et al 2015;Heckmann et al 2015;Ho et al 2015;Fahimnia et al 2015;Vishnu et al 2019).…”

Section: Literature Reviewmentioning

confidence: 99%

Supply Chain Management and Risk Management in an Environment of Stochastic Uncertainty (Retail)

Lochan

Rozanova

Bezpalov

et al. 2021

Risks

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In the context of stochastic uncertainty and the increasing complexity of logistics processes in the retail sector, managers face a problem in obtaining accurate forecasts for the dynamics of changes in key business performance indicators. The purpose of the present work is to assess the impact of risk events and unstable conditions on the level of quality of supply chain services and economic indicators of the retail trade network. Using the anyLogistix software tool, a simulation model was constructed that allows assessing operational risks and their impact on key indicators of the supply chain using the bullwhip effect. Besides, a statistical model of the impact of the ripple effect in the event of failures caused by the occurrence of a man-made risk event and the shutdown of production of one of the suppliers on the financial, customer, and operational performance indicators of the supply chain of grocery retail. The results obtained show that the main factors of changes in the supply chain are operational risks associated with fluctuations in demand and order execution time by the distribution center. With a sufficiently high level of occurrence, their impact on productivity and quality of service is low because they can be eliminated in a short time. The simulation results show that the most tangible risks for the food retail supply chain are supply chain failures, whose consequences require significant coordinating efforts and longer recovery times, as well as additional investments. For example, events, such as a fire in one distribution center and the shutdown of production for 1 week of one of the suppliers of dairy products will lead to the loss of USD 181.75 million by the grocery retailer, which is 3% of the expected revenue. We believe that risk management in supply chains is becoming increasingly complex, and to make effective managerial decisions, it is necessary to constantly improve the tools that combine analytical and optimization methods, as well as simulation modeling.

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Section: Literature Reviewmentioning

confidence: 99%

Supply Chain Management and Risk Management in an Environment of Stochastic Uncertainty (Retail)

Lochan

Rozanova

Bezpalov

et al. 2021

Risks

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“…Viewing from this point, supply chain risks can be classified into operational level risk, tactical level risk, strategic level risk. This classification will enable the decision makers to visualise the impact of various risks more precisely and thus to frame mitigation strategies more effectively [13].…”

Section: 3mentioning

confidence: 99%

Supply Chain Risk Assessment and Mitigation Approaches for Small-Sized Road Construction Projects

2021

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“…Asterisk operator (*) is used at the end of root words to locate all papers that used its linguistic morphemes. The list of strategic capabilities reported by Vishnu et al (2019) is utilized as the base paper. These disjunctive terms are combined with the Boolean operator “OR” to ensure completeness in a single search.…”

Section: Bibliometric Analysismentioning

confidence: 99%

“…These circumstances have pushed the firms into unprecedented operational crisis, and hence, the adoption of smart strategic capabilities such as flexibility, reliability, resilience, agility, adaptability, responsiveness and robustness is inevitable for the organizations to remain in the business (Vishnu et al , 2019; Aslam et al , 2018). Among these capabilities, reliability, flexibility and responsiveness are listed in supply chain operations reference (SCOR) model as customer facing performance attributes.…”

Section: Introductionmentioning

confidence: 99%

Strategic capabilities for managing risks in supply chains: current state and research futurities

Chalavadi

Sridharan

Gunasekaran

et al. 2019

JAMR

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Purpose The purpose of this paper is to investigate the distinction and relationships between the significant strategic capabilities for managing risks in supply chains. This intersectional review exposes a substantial conceptual contradiction between the perspectives reported by various researchers. Further, the current paper classifies the literature into four categories according to the broad objectives investigated by the research papers. Design/methodology/approach Initially, a bibliometric analysis aligned with the concepts of a systematic literature review is conducted followed by a descriptive review focusing on models and methods. The software called BibExcel is utilized to extract and analyze the bibliographic information in a textual form from the research articles associated with strategic capabilities of the logistics sector. The results are exported to the software known as Gephi to visualize keyword co-occurrence analysis as networks. A well-structured descriptive review is also conducted to identify avenues for future research. Findings Despite conventional supply chain capabilities like efficiency and effectiveness, eight significant strategic capabilities of supply chains for managing risks are identified from the literature. These capabilities with positive connotations include flexibility, reliability, resilience, robustness, agility, adaptability, alignment and responsiveness. Considering the vast literature on flexibility/reliability along with its numerous dimensions and scope, the authors found that resilience, robustness, agility, adaptability, alignment and effectiveness are achievable through flexibility/reliability. Accordingly, it is appropriate to state reliability and flexibility as supply chain capabilities to achieve the other six supply chain competencies. Furthermore, the entire literature in this domain can be classified into four genres according to the addressed objectives, namely, concept development/validation, capability assessment, network design and performance evaluation. Research limitations/implications The information revealed from the keyword co-occurrence analysis along with the research implications provided in the penultimate section will assist budding researchers in framing novel and promising research objectives. Supply chain administrators and policymakers can utilize the literature classification and the notable references provided in this review for locating potential methods for assessing supply chain strategic capabilities, designing the supply chain and evaluating the performance of the supply chain. Originality/value An integrated bibliometric and descriptive literature review procedure is utilized in this paper. Furthermore, this critical review is the first work on comprehensively mapping the research relationships among various strategic capabilities required for mitigating supply chain risks.

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Supply chain risk management: models and methods

Cited by 34 publications

References 92 publications

Supply Chain Management and Risk Management in an Environment of Stochastic Uncertainty (Retail)

Supply Chain Management and Risk Management in an Environment of Stochastic Uncertainty (Retail)

Supply Chain Risk Assessment and Mitigation Approaches for Small-Sized Road Construction Projects

Strategic capabilities for managing risks in supply chains: current state and research futurities

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