Using risk sharing contracts for supply chain risk mitigation: A buyer-supplier power and dependence perspective

Ghadge, Abhijeet; Dani, Samir; Ojha, Ritesh; Caldwell, Nigel

doi:10.1016/j.cie.2016.11.034

Cited by 56 publications

(32 citation statements)

References 75 publications

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“…There are various alternative SCRM strategies and techniques (Er Kara & Oktay Fırat, 2016;Ghadge, Dani, Ojha, & Caldwell, 2017). Alternative supply chain strategies should be evaluated by domain experts by considering associated costs and benefits.…”

Section: Anomaly Detectionmentioning

confidence: 99%

A data mining-based framework for supply chain risk management

Kara

Fırat

Ghadge

2020

Computers & Industrial Engineering

Self Cite

107

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Increased risk exposure levels, technological developments and the growing information overload in supply chain networks drive organizations to embrace data-driven approaches in Supply Chain Risk Management (SCRM). Data Mining (DM) employs multiple analytical techniques for intelligent and timely decision making; however, its potential is not entirely explored for SCRM. The paper aims to develop a DM-based framework for the identification, assessment and mitigation of different type of risks in supply chains. A holistic approach integrates DM and risk management activities in a unique framework for effective risk management. The framework is validated with a case study based on a series of semi-structured interviews, discussions and a focus group study. The study showcases how DM supports in discovering hidden and useful information from unstructured risk data for making intelligent risk management decisions.

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Section: Anomaly Detectionmentioning

confidence: 99%

A data mining-based framework for supply chain risk management

Kara

Fırat

Ghadge

2020

Computers & Industrial Engineering

Self Cite

107

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“…Ortaklarla risk paylaşımı, tedarik zinciri ağı için önemli faydalar sağlayabilir [41]. Bunlar arasında arz ve talepteki belirsizliklerin, siyasi karışıklıkların, döviz kuru dalgalanmalarının ve fiyat dalgalanmalarının olumsuz etkilerini ve maliyetlerini azaltmak sayılabilir [42].…”

Section: A Tedari̇k Zi̇nci̇ri̇ Ri̇sk Azaltma Strateji̇leri̇unclassified

Savunma Sanayindeki Bir İşletmede Tedarik Zinciri Risk Azaltma Stratejilerinin Bulanık DEMATEL Yöntemiyle Analizi

Çıkmak

Üstündağ

Ungan

2020

Düzce Üniversitesi Bilim Ve Teknoloji Dergisi

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Belirsizliğin yüksek olduğu günümüz iş dünyasında işletmeler tedarik zincirlerindeki riskleri azaltmak için doğru stratejiler kullanmalıdırlar. İşletmelerin kendileri için uygun olan stratejileri seçerken bu stratejilerin birbirlerine olan etkilerini de göz önünde bulundurmaları gerekmektedir. Bu çalışmanın amacı Türk savunma sanayinde en yaygın olarak kullanılan risk azaltma stratejilerini ve bunların arasındaki nedensellik ilişkilerini tespit etmektir. Savunma sanayinde faaliyet gösteren bir işletmeden toplanan veriler bulanık DEMATEL yöntemi kullanılarak analiz edilmiştir. Karşılıklı ilişki ve bağımlılıkların analiz edilmesinde en uygun yöntem olması nedeniyle DEMATEL tercih edilmiştir. Ayrıca uzman yargılarının sayısal değerlere dönüştürülebilmesi amacıyla bulanık teoriden faydalanılmıştır. Elde edilen sonuçlar sırasıyla en önemli risk azaltma stratejilerinin çeviklik, iş birliği, risk paylaşımı, tedarikçi seçme ve geliştirme olduğunu göstermiştir. Diğer stratejileri en fazla etkileyen stratejilerin ise standartlaştırma/ortak parça kullanımı, doğru talep tahmini ve bilgi paylaşımı olduğu görülmektedir. Diğer stratejilerden en fazla etkilenen stratejilerin ise sırasıyla stok bulundurma, çeviklik, risk paylaşımı ve esnek taşımacılık olduğu bulunmuştur. Savunma sanayisinin hassas üretim teknikleri kullanıyor olması, özel kalite standartlarına gereksinim duyması ve çok sayıda alt parçadan oluşan karmaşık ürün yapıları tedarik zincircilerinin risklere karşı hassasiyetini arttırmaktadır. Bu nedenle savunma sanayisindeki işletmelerin uygun risk azaltma stratejilerini belirlemesi önem taşımaktadır. Bu çalışma için yapılan bir literatür taraması savunma sanayi tedarik zincirinde risk azaltma stratejileri ile ilgili bir çalışmanın bulunmadığını göstermiştir. Bu nedenle bu çalışmanın literatüre önemli bir katkı sağlayacağı düşünülmektedir. Ayrıca, çalışmanın sonuçlarının uygulamacılara daha doğru kararlar vermede yardımcı olacağı umulmaktadır.

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“…Actually, the earliest idea about the M-S mode was founded in the paper related to feed manufacturing [5]. In later contributions, researchers explored various aspects in the application of the M-S mode, including technology-related industry [6][7][8], textile and clothing industry [9], environmental sustainability [10,11], and complex product R&D [12,13]. Our work is related to the specific stream of literature on the complex product R&D. In the M-S mode of complex product R&D, both the manufacturer and the supplier not only share the payoff brought by the product, but also share the risk and the cost brought during the process of the R&D [14].…”

Section: Literature Reviewmentioning

confidence: 99%

Evolutionary Game Analysis on Strategies in “Main Manufacturer–Supplier” Mode Considering Technology Docking and Price Concluding under Competition Condition

et al. 2019

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This paper analyses the strategies of the substitutable suppliers competing to collaborate with a main manufacturer in "main manufacturer-supplier" (M-S) mode. In the research and development (R&D) of complex products, only one supplier can be chosen for one kind of part as a long-term collaboration partner with the manufacturer. The competition between substitutable suppliers focuses on the technology docking and price-concluding strategies. In this paper, one original supplier as the first-mover and one new supplier as the second-mover chose between the two strategies sequentially to compete for the collaborative preference of the manufacturer. We also took the delay cost brought by strategy changing into the consideration of the risks, which the suppliers and the manufacturer should prepare to share. With evolutionary game theory applied, we can conclude that the initial costs have little impact on suppliers' making decisions, while the initial prices are correlated with both suppliers' decision making. Results also show that hesitation and fluctuation periods exist in suppliers' decision making, which have a relationship with existing strategy conditions, initial prices, and the cost caused by modifying the part. These results provide practical and reasonable managerial implications for M-S collaboration.Mathematics 2019, 7, 1184 2 of 25 in the whole R&D process of the product, work together when problems arise in the production process, and share the risk [3]. For example, for Airbus 380, Airbus designed the drawings of spare parts, formulated technical specifications, and detailed interfaces between modules, while suppliers processed according to these drawings. Then, Airbus purchased spare parts and assembled them into the whole product without the knowledge of how the spare parts were made. Airbus only has to make sure that the spare parts fit the design parameters of the end product. How to manage the suppliers is a big challenge for the manufacturer. Besides, due to the complexity of the complex product itself as well as the R&D process, the collaboration risk and payoff, which should be shared by both the manufacturer and its suppliers, are very difficult, but practical, to quantitatively depict.Traditionally, due to the characteristic of single or small batch customization of complex products, the manufacturer chooses one supplier for one part of the product as a long-term partnership. Enhancing long-term strategic cooperative positions with suppliers is the best choice for the manufacturer of a complex product. However, increasing competition between alternative suppliers may arise for the manufacturer of a complex product. With the development of economy and society, material demand is developing towards multihabitation. Complex products are gradually developing towards more kinds of service needs. Manufacturers may gain more payoffs from services and support by changing their relationships with suppliers. For example, in order to ensure the reliability of the product and meet the high production sp...

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Using risk sharing contracts for supply chain risk mitigation: A buyer-supplier power and dependence perspective

Cited by 56 publications

References 75 publications

A data mining-based framework for supply chain risk management

A data mining-based framework for supply chain risk management

Savunma Sanayindeki Bir İşletmede Tedarik Zinciri Risk Azaltma Stratejilerinin Bulanık DEMATEL Yöntemiyle Analizi

Evolutionary Game Analysis on Strategies in “Main Manufacturer–Supplier” Mode Considering Technology Docking and Price Concluding under Competition Condition

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