Khojasteh Supply Chain Risk Management

Advanced Tools, Models, and Developments
1. Auflage 2018
ISBN: 978-981-10-4106-8
Verlag: Springer Nature Singapore
Format: PDF
Kopierschutz: 1 - PDF Watermark

E-Book, Englisch, 335 Seiten

This book covers important issues related to managing supply chain risks from various perspectives. Supply chains today are vulnerable to disruptions with a significant impact on firms' business and performance. The aim of supply chain risk management is to identify the potential sources of risks and implement appropriate actions in order to mitigate supply chain disruptions. This book presents a set of models, frameworks, strategies, and analyses that are essential for managing supply chain risks. As a comprehensive collection of the latest research and most recent cutting-edge developments on supply chain risk and its management, the book is structured into three main parts: 1) Supply Chain Risk Management; 2) Supply Chain Vulnerability and Disruptions Management; and 3) Toward a Resilient Supply Chain. Leading academic researchers as well as practitioners have contributed chapters, combining theoretical findings and research results with a practical and contemporary view on how companies can manage the supply chain risks and disruptions, as well as how to create a resilient supply chain. This book can serve as an essential source for students and scholars who are interested in pursuing research or teaching courses in the rapidly growing area of supply chain risk management. It can also provide an interesting and informative read for managers and practitioners who need to deepen their knowledge of effective supply chain risk management.

Dr. Yacob Khojasteh is an Associate Professor of Operations Management at the Graduate Program in Business and Development Studies, Sophia University, Tokyo, Japan. He received his Ph.D. in Engineering from the University of Tsukuba, Japan. He also received his M.Sc. in Policy and Planning Sciences, and in Industrial Engineering from the University of Tsukuba, and Tarbiat Modares University, respectively. He has several years of professional experience in industry and consulting. His first book entitled 'Production Control Systems: A Guide to Enhance Performance of Pull Systems' was published by Springer in 2016. His research interests include production and operations management, supply chain management, systems modeling and optimization, and lean production systems.

Autoren/Hrsg.

Khojasteh, Yacob

Inhaltsverzeichnis

1;Preface;5
2;Contents;9
3;About the Editor;11
4;Supply Chain Risk Management;12
5;1 Supply Chain Risk Management: A Comprehensive Review;13
5.1;Abstract;13
5.2;1.1 Introduction;13
5.3;1.2 Literature Review;14
5.4;1.3 Supply Chain Risk Management (SCRM);17
5.4.1;1.3.1 Supply Chain Management;17
5.4.2;1.3.2 Risk Management;17
5.4.3;1.3.3 Definition of Supply Chain Risk Management;18
5.5;1.4 Research Methodology and Findings;19
5.5.1;1.4.1 Mathematical Programming and Game Theory Methods;19
5.5.2;1.4.2 Modeling Approach;20
5.5.3;1.4.3 Risk Quantification;20
5.5.4;1.4.4 Economic Evaluation Placement;23
5.5.5;1.4.5 Risk Placement;23
5.5.6;1.4.6 Decision Variables;26
5.5.7;1.4.7 Solution Method;28
5.5.8;1.4.8 Case Studies;28
5.6;1.5 Conclusions;29
5.7;References;29
6;2 Cost-Effectiveness and Manageability Based Prioritisation of Supply Chain Risk Mitigation Strategies;33
6.1;Abstract;33
6.2;2.1 Introduction;33
6.3;2.2 Literature Review;34
6.4;2.3 Proposed Modelling Approach;36
6.4.1;2.3.1 BBNs;36
6.4.1.1;2.3.1.1 Chain Rule for BBNs;37
6.4.2;2.3.2 Assumptions;37
6.4.3;2.3.3 Supply Chain Risk Network;37
6.4.3.1;2.3.3.1 An Illustrative Example of a Simple BBN;38
6.4.4;2.3.4 Problem Statement;40
6.4.5;2.3.5 Objective Function;40
6.4.6;2.3.6 Modelling Process;41
6.5;2.4 Simulation Study;42
6.5.1;2.4.1 Results and Analysis;43
6.5.1.1;2.4.1.1 Cost-Effectiveness Based Prioritisation of Strategies;45
6.5.1.2;2.4.1.2 Manageability and Cost-Effectiveness Based Prioritisation of Strategies;47
6.5.2;2.4.2 Managerial Implications;50
6.6;2.5 Conclusions;50
6.7;References;51
7;3 Modeling Risk Emergence and Propagation in Buyer-Supplier-Customer Relationships;53
7.1;Abstract;53
7.2;3.1 Introduction;54
7.3;3.2 Background;56
7.4;3.3 Research Method;58
7.4.1;3.3.1 Design Science Research Approach;58
7.4.2;3.3.2 Graph Theory: A Modeling Methodology for Designing RaSTs;59
7.5;3.4 RaST Typology: Groupings and Types of RaSTs and their Risk Ratings;62
7.5.1;3.4.1 Group 1 (1 Risk Trigger/1 Risk Taker/1 Risk Neutral) of Buyer-Supplier-Customer RaSTs;65
7.5.2;3.4.2 Group 2 (2 Risk Triggers/1 Risk Taker) of Buyer-Supplier-Customer RaSTs;65
7.5.3;3.4.3 Group 3 (1 Risk Trigger/2 Risk Takers) of Buyer-Supplier-Customer RaSTs;66
7.5.4;3.4.4 Further Instructions on the Application of the RaSTs;67
7.5.5;3.4.5 Justification of RaST Typology and an Illustrative Example of its Use;68
7.6;3.5 Conclusions and Future Research;70
7.7;Appendix A;71
7.8;References;71
8;4 Managing Reputational Risks in Supply Chains;74
8.1;Abstract;74
8.2;4.1 Introduction;74
8.3;4.2 Corporate Reputation;75
8.4;4.3 Reputational Risks;76
8.5;4.4 Reputation, Spillover and the Ripple Effect in the Supply Chain;77
8.5.1;4.4.1 Supply Chain Reputation;77
8.5.2;4.4.2 The Mechanics of Reputational Spillover and the Ripple Effect;78
8.5.3;4.4.3 The Tool to Detect and Capture Reputational Spillover;83
8.6;4.5 Reputational Risk Management;85
8.7;4.6 Corporate Social Responsibility in the Supply Chain;87
8.8;4.7 Discussion and Conclusions;89
8.9;References;90
9;5 Managing IT and Cyber Risks in Supply Chains;94
9.1;Abstract;94
9.2;5.1 IT Risks and Cyber Risks: Real Threats for All Supply Chains;94
9.3;5.2 How External Cyberspace and IT Tools Generate Risks;95
9.4;5.3 Managing IT and Cyber Risks in Supply Chains: A Practical Framework;96
9.5;5.4 Practical Evidence from a European Sample of Companies;98
9.6;5.5 Conclusions;102
9.7;References;103
10;6 Developing Supply Chain Risk Mitigation Strategies;106
10.1;Abstract;106
10.2;6.1 Introduction;106
10.3;6.2 Supply Chain Risks;107
10.3.1;6.2.1 Internal Risks;107
10.3.2;6.2.2 External Risks;108
10.4;6.3 Natural Disasters and Supply Chain Disruption;108
10.5;6.4 Developing Risk Mitigation Strategies;109
10.6;6.5 A Supply Chain Risk Management Software;110
10.7;Acknowledgements;111
10.8;References;112
11;Supply Chain Vulnerability and Disruptions Management;113
12;7 Analyzing Supply Chain Vulnerability Through Simulation;114
12.1;Abstract;114
12.2;7.1 Introduction;114
12.3;7.2 Literature Review;116
12.3.1;7.2.1 Supply Chain Vulnerability;116
12.3.2;7.2.2 Simulation of Supply Chain Vulnerability;117
12.4;7.3 Research Process;122
12.5;7.4 Vulnerability Simulation;123
12.5.1;7.4.1 Case Description;123
12.5.2;7.4.2 Disruptions in the Model;125
12.5.3;7.4.3 Results;126
12.6;7.5 Discussion and Conclusions;127
12.7;References;127
13;8 Supply Chain Disruptions Preparedness Measures Using a Dynamic Model;130
13.1;Abstract;130
13.2;8.1 Introduction;130
13.3;8.2 Literature Review;131
13.4;8.3 Supply Chain Model and Illustrative Example;132
13.4.1;8.3.1 The Model;132
13.4.2;8.3.2 No Disruptions;133
13.4.3;8.3.3 Supplier Disruption;135
13.4.4;8.3.4 Firm Disruption;136
13.4.5;8.3.5 Main Warehouse Disruption;136
13.4.6;8.3.6 Disruption Occurs in Different Periods;138
13.5;8.4 Unknown Disruption and Period;140
13.6;8.5 Discussions and Conclusions;142
13.7;References;143
14;9 A Quantitative Model for Analyzing Market Response During Supply Chain Disruptions;145
14.1;Abstract;145
14.2;9.1 Introduction;145
14.3;9.2 Literature Review;147
14.4;9.3 The Model;148
14.4.1;9.3.1 Model Framework;148
14.4.2;9.3.2 Calculating the Firm’s Post-impact Revenue;149
14.4.3;9.3.3 Production Capacity Considerations;151
14.5;9.4 Illustrative Example;152
14.5.1;9.4.1 Lost Revenue with Backorders;152
14.5.2;9.4.2 Lost Revenue Without Backorders;153
14.5.3;9.4.3 Customers with Varying Demand;154
14.5.4;9.4.4 Risk Management Insights;155
14.6;9.5 Conclusions;157
14.7;References;158
15;10 Supply Chain Risk Management in the Transmission and Amplification of Disruptions;160
15.1;Abstract;160
15.2;10.1 Introduction;160
15.3;10.2 The Phenomenon of the Transmission and Amplification of Disruptions in Supply Chains;161
15.4;10.3 The Concept of Risk Management in the Transmission and Amplification of Disruptions;163
15.4.1;10.3.1 Conceptual Framework of the Risk Management Concept;163
15.4.2;10.3.2 Formulation of the Goals of Risk Management;164
15.4.3;10.3.3 Identification of Potential and Actual Disruptions;166
15.4.4;10.3.4 Estimation of Disruptions;167
15.4.5;10.3.5 Evaluation of the Most Appropriate Approach to Deal with the Identified and Estimated Disruptions;169
15.4.6;10.3.6 Application of the Mitigating Strategy;170
15.5;10.4 Methodology;171
15.5.1;10.4.1 Sample and Measures;171
15.5.2;10.4.2 Partial Least Square (PLS) Path Model;171
15.6;10.5 Results;172
15.6.1;10.5.1 Outer Path Model;172
15.6.2;10.5.2 Inner Path Model;174
15.7;10.6 Discussion of the Results and Managerial Implications;178
15.7.1;10.6.1 Steps of Supply Chain Risk Management in the Transmission and Amplification of Disruptions;178
15.7.2;10.6.2 The Relationships Between the Subsequent Steps of Supply Chain Risk Management;180
15.8;Acknowledgements;181
15.9;References;181
16;11 Strategic Sourcing Under Supply Disruption Risk;184
16.1;Abstract;184
16.2;11.1 Introduction;184
16.3;11.2 Overview of PSO and GA;188
16.3.1;11.2.1 Particle Swarm Optimization (PSO);188
16.3.2;11.2.2 Genetic Algorithm (GA);189
16.4;11.3 Problem Description and Model Formulation;189
16.5;11.4 Proposed PSO;194
16.6;11.5 Illustrative Example;195
16.7;11.6 Results and Discussion;196
16.7.1;11.6.1 Comparison of PSO and GA Results;200
16.8;11.7 Conclusions;203
16.9;Acknowledgements;203
16.10;References;204
17;12 Design and Evaluation of Global Supply Chain Considering Disruption Risk;206
17.1;Abstract;206
17.2;12.1 Introduction;206
17.3;12.2 Literature Review;207
17.4;12.3 The Model;210
17.4.1;12.3.1 Model Design;210
17.4.2;12.3.2 Notations;210
17.4.3;12.3.3 Formulation;211
17.5;12.4 Numerical Experiments;213
17.5.1;12.4.1 Disruption Occurrence;213
17.5.2;12.4.2 Recovery from Disruption;213
17.5.3;12.4.3 Establishment of Parameters;213
17.6;12.5 Experimental Results and Observations;215
17.7;12.6 Conclusions;217
17.8;References;217
18;Toward a Resilient Supply Chain;218
19;13 Supply Chain Resiliency: A Review;219
19.1;Abstract;219
19.2;13.1 Introduction;219
19.3;13.2 Definition of Resiliency;220
19.3.1;13.2.1 Resiliency from a Supply Chain Perspective;220
19.3.2;13.2.2 Supply Chain Risk and Vulnerability;221
19.3.3;13.2.3 Supply Chain Resilience;222
19.4;13.3 Components of a Resilient Supply Chain;223
19.4.1;13.3.1 Supply Chain Flexibility;224
19.4.2;13.3.2 Supply Chain Velocity;224
19.4.3;13.3.3 Supply Chain Visibility;225
19.4.4;13.3.4 Supply Chain Collaboration;225
19.5;13.4 Building Supply Chain Resiliency (SCR);226
19.5.1;13.4.1 Flexibility in Sourcing;227
19.5.2;13.4.2 Supply Chain Capacity;228
19.5.3;13.4.3 Supply Chain Efficiency;228
19.5.4;13.4.4 Supply Chain Visibility;229
19.5.5;13.4.5 Supply Chain Adaptability;229
19.5.6;13.4.6 Supply Chain Anticipation;230
19.5.7;13.4.7 Supply Chain Recovery;230
19.5.8;13.4.8 Supply Chain Dispersion;231
19.5.9;13.4.9 Supply Chain Collaboration;231
19.5.10;13.4.10 Supply Chain Organization;232
19.5.11;13.4.11 Supply Chain Market Position;233
19.5.12;13.4.12 Supply Chain Security;233
19.5.13;13.4.13 Supply Chain Financial Strength;233
19.6;13.5 Conclusions;235
19.7;Acknowledgements;235
19.8;References;235
20;14 The Role of Resiliency in Managing Supply Chains Disruptions;240
20.1;Abstract;240
20.2;14.1 Introduction;241
20.3;14.2 Definition and Characteristics of a Resilient Supply Chain;242
20.4;14.3 Building a Resilient Supply Chain to Combat Disruptions;245
20.4.1;14.3.1 Making the Supply Chain Flexible/Agile in Nature;247
20.4.2;14.3.2 Increasing the Redundancy of the Supply Chain;248
20.4.3;14.3.3 Increasing the Visibility of the Supply Chain;248
20.4.4;14.3.4 Effective Knowledge Management and Collaboration Among the Supply Chain Entities;249
20.4.5;14.3.5 Inventory Management and Control;249
20.4.6;14.3.6 Changing the Corporate Culture;250
20.5;14.4 Conclusions;251
20.6;References;252
21;15 Designing Resilience into Service Supply Chains: A Conceptual Methodology;255
21.1;Abstract;255
21.2;15.1 Introduction;255
21.3;15.2 Theoretical Foundations for the Methodology;256
21.4;15.3 Concepts and Definitions;257
21.5;15.4 A Methodology for Resilient Service Supply Chain Design;259
21.5.1;15.4.1 Overview of the Conceptual Methodology;259
21.5.2;15.4.2 Step 1: Operation and System Definition;260
21.5.3;15.4.3 Step 2: Failure Mode Investigation;262
21.5.4;15.4.4 Step 3: Design Action Proposal;263
21.5.5;15.4.5 Step 4: Design Action Evaluation;265
21.6;15.5 Summary;266
21.7;References;269
22;16 Resiliency in Supply Chain Systems: A Triadic Framework Using Family Resilience Model;271
22.1;Abstract;271
22.2;16.1 Introduction;271
22.3;16.2 Resilience, Systems Theory and Family Resilience Model;275
22.3.1;16.2.1 Parallels Between Families and Supply Chains?;276
22.3.2;16.2.2 Supply Chain Resilience—A Review;277
22.4;16.3 Family Resilience Model and Supply Chains;278
22.4.1;16.3.1 Inherent Resilience (System Strengths);278
22.4.2;16.3.2 Anticipative Resilience (Preparatory Capabilities);279
22.4.3;16.3.3 Adaptive Resilience (Adaptation and Coping);280
22.5;16.4 Differentiating the Three Forms of Resilience and Significance of Adaptive Resilience;281
22.6;16.5 System Balance and Trade-off Among Forms of Resilience;284
22.7;16.6 Operating Context and System Boundaries;286
22.8;16.7 Discussion;286
22.9;16.8 Future Research;287
22.10;References;288
23;17 Cultivating Supply Chain Agility: Managerial Actions Derived from Established Antecedents;291
23.1;Abstract;291
23.2;17.1 Introduction;291
23.3;17.2 Literature Review and Updated Perspectives;292
23.4;17.3 Direct and Indirect Antecedents of Supply Chain Agility;295
23.4.1;17.3.1 Direct Antecedents;295
23.4.2;17.3.2 Indirect Antecedents: The Cultural Drivers;297
23.5;17.4 Managerial Actions Required for Enhancing Agility;299
23.5.1;17.4.1 Supply Chain Initiatives for Agility;303
23.5.1.1;17.4.1.1 Supply Chain Configuration Initiatives for Agility;303
23.5.1.2;17.4.1.2 Internal Integration;304
23.5.1.3;17.4.1.3 External Integration with Suppliers and Upstream Partners;305
23.5.1.4;17.4.1.4 External Integration for Customers and Downstream Partners;305
23.5.1.5;17.4.1.5 Cultivation of Mix, Volume and Other Types of Flexibility;306
23.5.1.6;17.4.1.6 Implementation of Lean Manufacturing;306
23.5.2;17.4.2 Cultural Initiatives for Agility;307
23.6;17.5 Conclusions;308
23.7;References;309
24;18 Assessing Supply Chain Resilience upon Critical Infrastructure Disruptions: A Multilevel Simulation Modelling Approach;312
24.1;Abstract;312
24.2;18.1 Introduction;313
24.3;18.2 Mutual Dependencies Between SC and CI Systems;314
24.3.1;18.2.1 Critical Infrastructure Disruption and Supply Chain Risk;314
24.3.2;18.2.2 Supply Chain Resilience;315
24.3.3;18.2.3 Review of Relevant SC Risk and CI Disruption Cases;315
24.4;18.3 Simulation Modelling Approaches in SCRM and CI;317
24.4.1;18.3.1 Simulation Modelling in SCRM;318
24.4.2;18.3.2 Modelling Approaches in CIP-R Literature;319
24.5;18.4 A Multilevel Modelling Approach;320
24.5.1;18.4.1 The First Level: Critical Infrastructure;321
24.5.2;18.4.2 The Second Level: Service and Resource Availability;322
24.5.3;18.4.3 The Third Level: KRSC Model;322
24.5.4;18.4.4 Multilevel Model Assumptions;322
24.6;18.5 Pilot Application: The Italian Fast Moving Consumer Goods Supply Chain;323
24.6.1;18.5.1 Resilience Strategies and Capacities;324
24.6.2;18.5.2 Data Specification and Collection;325
24.6.3;18.5.3 Simulation Plan;326
24.7;18.6 Results of Numerical Experiments;327
24.7.1;18.6.1 Reference Scenario (No Disruption);327
24.7.2;18.6.2 Full Disruption (Worst Case) Scenarios;327
24.7.3;18.6.3 Disruption of CI with Different Levels of Resilience Capacity;327
24.8;18.7 Discussion;331
24.9;18.8 Conclusions;332
24.10;References;334