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

Simangunsong, Eliot; Hendry, Linda; Stevenson, Mark

doi:10.1080/00207543.2011.613864

Cited by 352 publications

(366 citation statements)

References 99 publications

(131 reference statements)

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“…Despite this the topic has so far received limited research attention (Bode et al, 2011;Simangunsong et al, 2012). Decisions on where to locate have primarily been based on cost measures, neglecting other factors such as internal and external supply chain-related disturbances (MacCarthy and Atthirawong, 2003;Tate et al, 2009).…”

Section: Supply Chain Disturbances In the Pharmaceutical Industrymentioning

confidence: 99%

“…Although many authors have sought to categorise risk and uncertainty in the supply chain context (Davis, 1993;Mason-Jones and Towill, 1998;Jüttner et al, 2003;Spekman and Davis, 2004;Jüttner, 2005;Peck, 2005;Rogers et al, 2012;Simangunsong et al, 2012), the two terms are still often used interchangeably (Pawar and Rogers, 2013). Despite the similarities, and even though both are forms of organisational disturbances, Rogers et al (2012) preferred to distinguish between them by pointing out that risk has a probabilistic factor associated with it (Spekman and Davis, 2004) while uncertainty is a condition in which it becomes difficult to predict the likelihood of various future events (Srinivasan et al, 2011).…”

Section: Supply Chain Disturbances In the Pharmaceutical Industrymentioning

confidence: 99%

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

Huq

Pawar

Rogers³

2016

Production Planning & Control

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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'.

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Section: Supply Chain Disturbances In the Pharmaceutical Industrymentioning

confidence: 99%

Section: Supply Chain Disturbances In the Pharmaceutical Industrymentioning

confidence: 99%

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

Huq

Pawar

Rogers³

2016

Production Planning & Control

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“…Yet another is to understand when each strategy should be used, drawing on contingency theory (c.f. Micheli et al, 2014;Grötsch et al, 2013;and Simangunsong et al, 2012). Nooraie and Parast (2016) modelled trade-offs in the commercial context between increased investment in supply chain capabilities and reduced supply chain risks.…”

Section: Concluding Remarks and Further Researchmentioning

confidence: 99%

“…SCRM frameworks suggest categorising strategies by different dimensions, including redundancy vs. flexibility (Chang et al 2015;Kleindorfer and Saad, 2005;); reducing vs. coping (Ghadge et al 2012;Knemeyer et al 2009;Simangunsong et al 2012), such as sharing and transferring (Ghadge et al 2013); monitoring vs. collaboration (Hajmohammad and Vachon 2016); and depending on what risks they are to handle (Chopra and Sodhi, 2004;Ghadge et al 2013;Ho et. al 2015;Lavastre et.…”

Section: "Where Is the Crisis Management Component Of [Humanitarian Omentioning

confidence: 99%

Humanitarian supply chain strategies – a review of how actors mitigate supply chain risks

Jahre

2017

JHLSCM

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Purpose of this paper This paper links humanitarian logistics (HL) and supply chain risk management (SCRM) to provide an understanding of risk mitigation strategies that humanitarian organizations use, or could use, to improve their logistics preparedness. Design/methodology/approachBased on systematic reviews of strategies in SCRM and supply chain strategies (SCS) in HL literature, a framework is developed and used to review published case studies in HL. FindingsThe study finds that humanitarian actors use a number of the strategies proposed in the framework, particularly those related to strategic stocks, postponement, and collaboration. Strategies related to sourcing and procurement, however, especially those on supplier relationships, seem to be lacking in both research and practice. Research limitationsThe study is based on secondary data and could be further developed through case studies based on primary data. Future studies should explore the generalizability of the findings. Practical implicationsPractitioners can use the framework to identify potential new SCS and how strategies can be combined. Findings can help them to understand the abnormal risks of main concern, how they may impact normal risks, and provide ideas on how to tackle trade-offs between different risks. Societal implicationsThe results can support improvements in humanitarian supply chains, which will provide affected people with rapid, cost-efficient, and better-adapted responses.What is original/value of paper The paper connects SCRM and HL to develop a framework and suggest propositions on how humanitarian actors can mitigate supply chain risks. Questioning the focus on strategic stock it suggests complementary or alternative strategies for improving logistics preparedness.

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“…Today's business environment is characterised by economic, political and ecological uncertainties (Simangunsong et al, 2012), by technology life cycles getting shorter and with more (product) innovations evolving [Chopra and Meindl, (2010), pp.55-56; Nyhuis et al, 2010). Radical innovations are particularly challenging for a company's supply chain as a high number of new products and services fail to survive long after market introduction [Garcia and Calantone, 2002;Dell'Era et al, (2013), p.133].…”

Section: Introductionmentioning

confidence: 99%

A framework for aligning the supply chain throughout a radical product innovation life cycle

Parlings

Klingebiel

2017

IJMTM

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Abstract:Existing recommendations for the management of supply chains in terms of product innovation primarily address the needs of companies in innovative sectors, and are predominantly based on a snapshot classification of product and market characteristics. As technology cycles become shorter and product innovations more radical, it is argued that supply chains have to be realigned step by step to fit the degree of maturity for a product innovation. This aspect has not yet been discussed in research or practice to a large degree, though product and technology life cycle discussions may clearly contribute to the debate. This paper introduces a framework for aligning supply chains based on radical product innovation life cycles: after presenting the state-of-the-art in terms of literature, technological innovation is classified and product innovation life cycle phases are systematised. The applicability and significance of this supply chain design innovation framework is demonstrated based on the example of e-mobility.Keywords: supply chain design; SCD; supply chain management; SCM; radical product innovation; innovation life cycle; supply chain strategy; electric vehicles. Reference 38 M. Parlings and K. KlingebielKatja Klingebiel holds the Chair for Business Mathematics and Logistics at the University of Applied Sciences and Arts, Dortmund. She has studied business mathematics and received her doctorate at the Faculty of Mechanical Engineering at the Technical University Dortmund in 2008. Following, she was head of an interdisciplinary research group at the Fraunhofer Institute Material Flow and Logistics. She has managed numerous research projects in national and international programs. Her current research focuses on model-based design of logistics systems, variant management, supply chain risk management and on IT tools for logistics.

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

Cited by 352 publications

References 99 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?

Humanitarian supply chain strategies – a review of how actors mitigate supply chain risks

A framework for aligning the supply chain throughout a radical product innovation life cycle

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