Impact of Cloud-Based Mechanism on Supply Chain Performance with Supply Disruption Risk

Purpose This paper aims to examine the relationship of supply chain disruption risk drivers to supply chain performance and firm performance outcomes. Design/methodology/approach Four disruption risk drivers for a supply chain are identified, namely, demand disruption risk, supply disruption risk, process disruption risk and environment disruption risk. A cross-sectional survey was developed and data was collected from 315 Chinese firms to determine the relationship of supply chain disruption risks to supply chain performance and firm performance. Findings The empirical findings show that supply disruption risks and process disruption risks have a significant impact on supply chain performance. In addition, this paper shows that supply disruptions, demand disruptions and process disruptions are significantly related to firm performance. This paper shows that supply chain disruption risks have different effects on supply chain performance and firm performance. Managers should be aware that disruption risk drivers can have an impact on firm performance that is different from their impact on supply chain performance. An important finding of the study is that the magnitude of the impact of disruption risks on supply chain performance is greater on the upstream side of the supply chain than on the downstream side of the supply chain. Originality/value This is one of the early studies to examine the effect of supply chain disruption risk drivers on both firm performance and supply chain performance. An important finding of the study is that the magnitude of the impact of disruption risks on supply chain performance is greater on the upstream side of the supply chain than on the downstream side of the supply chain.

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Contract Coordination in Dual Sourcing Supply Chain under Supply Disruption Risk

Mathematical Problems in Engineering ◽

10.1155/2015/473212 ◽

2015 ◽

Vol 2015 ◽

pp. 1-10 ◽

Cited By ~ 1

Author(s):

Tong Shu ◽

Fang Yang ◽

Shou Chen ◽

Shouyang Wang ◽

Kin Keung Lai ◽

...

Keyword(s):

Supply Chain ◽

Supply Chain Coordination ◽

Wholesale Price ◽

Order Quantity ◽

Product Price ◽

Strike Price ◽

Supply Disruption ◽

Dual Sourcing ◽

Coordination Model ◽

Disruption Risk

This paper explores a coordination model for a three-echelon supply chain including two different manufacturers, one distributer and one retailer via the combined option and back contracts. And one manufacturer provides the high wholesale price with low supply disruption risk and the other is completely the opposite. This differs from the previous supply chain coordination model. Firstly, supply disruption is added to the three-echelon supply chain. Secondly, considering the coordination of the supply chain, we deploy the combined option and back contracts which are seldom used in the previous study. Furthermore, it is interesting that supply disruption risk and buyback factor do not affect the distributor’s order quantity from the manufacturer who has low product price and unreliable operating ability, while the order quantity increases with the rise of option premium and option strike price. The distributor’s order quantity from the manufacturer, which has high product price and reliable operating ability, increases with the rise of supply disruption risk but decreases when the buyback factor, option premium, and option strike price decrease.

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Managers' risk perception of supply chain uncertainties

Industrial Management & Data Systems ◽

10.1108/imds-01-2020-0049 ◽

2020 ◽

Vol 120 (9) ◽

pp. 1617-1634 ◽

Cited By ~ 1

Author(s):

Yuji Sato ◽

Ying Kei Tse ◽

Kim Hua Tan

Keyword(s):

Supply Chain ◽

Risk Perception ◽

Comparative Studies ◽

Risk Perceptions ◽

Structural Model ◽

Comparative Case Study ◽

Sustainable Supply Chain ◽

Supply Disruption ◽

Content Type ◽

Disruption Risk

PurposeThis paper provides a practical framework for managers to develop a sustainable supply chain. Given that rapid globalization has increased supply disruption risk, managers have been forced to establish efficient and responsive supply chain strategies. Nevertheless, diverse uncertainty factors, such as risk perception of strategies, have made practical management difficult. Quantifying managers' risk perceptions and applying them to supply chain strategies allows the authors to propose a structural and practical model for managing supply disruption.Design/methodology/approachThe existing structural model is refined by taking subjective factors into account using the analytic hierarchy process. The applicability of the refined model is demonstrated through a comparative case study.FindingsManagers' risk perceptions vary not only among companies but also between managing divisions within a company, which necessitates possible changes in strategy due to environmental turbulence. The principal component analysis (PCA) characterizes managers' risk perceptions that illustrate companies' emphases on disruption risk.Practical implicationsThe proposed approach quantifies risk perception, which enables practitioners to deal with subjective information in quantitative form. Comparative studies clarify differences in perception given different business backgrounds. The results provide managers with in-depth insights for establishing supply chain strategies reflecting their risk perception.Originality/valueQuantification of managers' subjective risk perception clarifies both the trend and the individual features for uncertainties. The results allow the authors to conduct the PCA, which characterizes companies. Comparative studies generalize the results of extant work, shedding light on cross-sectional differences given different business backgrounds. The effectiveness of the approach is confirmed through retrospective interviews with practitioners.

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Sourcing and Pricing Strategy Research of Supply Chain Network under Supply Disruption Risk

INTERNATIONAL JOURNAL ON Advances in Information Sciences and Service Sciences ◽

10.4156/aiss.vol5.issue9.85 ◽

2013 ◽

Vol 5 (9) ◽

pp. 723-732

Author(s):

Ling HOU ◽

Dongyan CHEN ◽

Chunxian TENG

Keyword(s):

Supply Chain ◽

Pricing Strategy ◽

Supply Chain Network ◽

Strategy Research ◽

Supply Disruption ◽

Disruption Risk

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Pricing Decisions of a Dual-Channel Supply Chain considering Supply Disruption Risk

Discrete Dynamics in Nature and Society ◽

10.1155/2018/6841519 ◽

2018 ◽

Vol 2018 ◽

pp. 1-16 ◽

Cited By ~ 3

Author(s):

Yancong Zhou ◽

Jin Feng ◽

Jie Wei ◽

Xiaochen Sun

Keyword(s):

Supply Chain ◽

Supply Disruption ◽

Direct Sales ◽

Pricing Decisions ◽

Optimal Decisions ◽

Dual Channel ◽

Dual Channels ◽

Disruption Risk ◽

Retail Prices ◽

Dual Channel Supply Chain

Supply disruption may cause strong complaints of customers, which is a cost loss for the firms in the supply chain. Obviously, if realizing that there is the disruption risk, the members in a supply chain will adjust their decisions. For analyzing the influence, we consider a popular supply chain mode with dual channels, where one manufacturer has its direct sales channel and one traditional retailer channel. The manufacturer may suffer a supply disruption so that all ordered products by the retailer or the direct retail channel will be lost, and the members in supply chain will bear the corresponding disruption penalty from the customers. By considering four structures with different market power relations, the closed-form optimal price decisions of the four models are given. We found that the disruption factor improves the sales prices for any member structure as compared to the supply chain without the disruption. And the direct retail prices in the different modes are the same as each other, but the price of the traditional channel is influenced by the market share. And the sorts of the sales prices under different structures are given. We also conduct some extensive numerical analysis and compare the results under different structures. We observe that the expected optimal profits of considering the external penalty are smaller than those of no external penalty, and we give a sort of the optimal expected profits. And we also provide the effects of some parameters on the optimal decisions and the optimal expected profits.

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