SUPPLY CHAIN RISK MANAGEMENT IN THE EVOLVING INDIAN SCENARIO: A CASE STUDY ON THE IMPACT OF DEMONETISATION, WANNACRY ATTACK AND GST IMPLEMENTATION

2018 ◽  
Vol 10 (10) ◽  
Author(s):  
C. R. Vishnu ◽  
R. Sridharan
Keyword(s):  
Risk Management ◽  
Supply Chain ◽  
Supply Chain Risk Management ◽  
Supply Chain Risk ◽  
The Impact ◽  
Indian Scenario

Bridging the gap between supply chain risk management and strategic technology partnering capabilities: insights from social capital theory

2018 ◽  
Vol 23 (4) ◽  
pp. 278-292 ◽  
Author(s):  
Irène Kilubi ◽  
Helen Rogers
Keyword(s):  
Social Capital ◽  
Risk Management ◽  
Supply Chain ◽  
Organizational Performance ◽  
Social Capital Theory ◽  
Supply Chain Risk Management ◽  
Supply Chain Risk ◽  
Capital Theory ◽  
Content Type ◽  
The Impact

Purpose As companies seek to continually innovate to remain globally competitive, they also need to be mindful of the impact of the potential associated supply chain risks. Hence, the purpose of this study is to explore the causal nexus of relationships linking supply chain risk management (SCRM) and strategic technology partnering (STP) capabilities (i.e. organizational capabilities, technological and innovative capabilities, learning and exploitation capabilities, complementary capabilities and network and partnership capabilities) as identified by Kilubi (2016). Design/methodology/approach The authors investigate STP capabilities that may positively influence SCRM and in turn foster organizational performance. By using conceptual theory building, the authors create a conceptual framework and use it to guide future investigation through research propositions. Social capital theory serves as the theoretical background. Findings Five STP capabilities have been identified as positive mediators for the relationship between SCRM and organizational performance, in particular flexibility and responsiveness. Originality/value This paper focuses on bridging the gap and identifying commonalities between two principal research disciplines, STP and SCRM, examining how these can be used to assist in the controlling and management of future risks. This study contributes to the ongoing development of SCRM and STP by integrating insights from social capital theory, supply chain management and strategic management.

scholarly journals Prioritization of the Best Sustainable Supply Chain Risk Management Practices Using a Structural Analysis Based-Approach

2021 ◽  
Vol 13 (9) ◽  
pp. 4608
Author(s):  
Manel Elmsalmi ◽  
Wafik Hachicha ◽  
Awad M. Aljuaid
Keyword(s):  
Risk Management ◽  
Supply Chain ◽  
Structural Analysis ◽  
Management Practices ◽  
Supply Chain Risk Management ◽  
Sustainable Supply Chain ◽  
Supply Chain Risk ◽  
Delayed Differentiation ◽  
Two Phases ◽  
The Impact

Companies attempt to improve the performance of their supply chain (SC) by distinguishing and presenting feasible sustainable development practices (SDP). Considering SDP without focusing on sustainability risks may disturb the company’s future. Very few studies in the extant literature have dealt with the impact of (SDP) on the supply chain risk management (SCRM). In fact, the aim of this paper is to classify and prioritize SDPs according to their priority for better risk management and effective SC performance. The proposed approach comprises two phases. First, 14 SDPs are identified and selected from the literature. Second, MICMAC (Matrice d’impacts croisés multiplication appliquée à un classement) method as a structural analysis method applies to identify and assess sustainable supply chain risk management (SSCRM) practices which reduce risk in the SC. The input data for each phase are based on Delphi technique, which is a process group used to collect the opinions of experts in the field. The aim of the proposed approach is to prioritize SSCRM practices and classify them into influential, non-influential, independent and dependent practices and their mutual relationships. The six key findings SSCRM practices from direct and indirect classification include the following elements: (1) Delayed differentiation, (2) Information sharing with upstream and/or downstream partners, (3) Simplification of product dismantling/anticipation of product end of life, (4) Supplier/subcontractor’s performance assessment, (5) establishing shared supply management and (6) establishment of contracts with transporters.

scholarly journals The Influence of Strategic Leadership, Business Continuity Planning and Supply Chain Resilience on Organizational Performance: Instrument Validation

2021 ◽  
Vol 12 (2) ◽  
pp. 228
Author(s):  
Mosaab A Habani ◽  
Suzilawati Kamaruddin
Keyword(s):  
Risk Management ◽  
Supply Chain ◽  
Business Performance ◽  
Business Continuity ◽  
Strategic Leadership ◽  
Supply Chain Risk Management ◽  
Supply Chain Risk ◽  
Business Continuity Planning ◽  
Continuity Planning ◽  
The Impact

Managing supply chain disruption needs to be considered an important activity for organizations. Supply chain risk management implies identifying, assessing, monitoring, and evaluating the potential risks across all supply chain members. The process of risk management emphasizes the improvement of supply chain performance through designing appropriate strategies. To be more precise, the chief responsibility in supply chain risk management is to ensure quality performance during crises and disruptions. Hence, identifying and validating risk-relevant factors that leads to superior business performance is necessary.  This study aims to validate the instrument to measure the impact of factors associated with business performance i.e., strategic leadership, business continuity planning, and resilience to disruption. This paper contributes to the literature by developing a comprehensive model that strengthens a firm’s resilience to disruption and leads to superior business performance.

scholarly journals The Effect of Top Management Involvement on Supply Chain Risk Management through Buyer-Supplier Relationship

2019 ◽  
Vol 20 (2) ◽  
pp. 105
Author(s):  
Hotlan Siagian ◽  
Zeplin Jiwahusada Tarigan ◽  
Han Tae Hee
Keyword(s):  
Risk Management ◽  
Supply Chain ◽  
Partial Least Square ◽  
Top Management ◽  
Supply Chain Risk Management ◽  
Manufacturing Companies ◽  
Supply Chain Risk ◽  
The Impact ◽  
Management Involvement ◽  
Supplier Relationship

This paper aims to examine the role of the buyer-supplier relationship in improving the impact of top management involvement in the supply chain risk management. The study used 55 export-oriented manufacturing companies domiciled in East Java of Indonesia, and three respondents from top management level represented each company. Of 55, 44 companies have completed the questionnaires which means the response rate of 80%. Data collection used a questionnaire designed with a five-item Likert scale. Data analysis used the partial least square technique with Smart-PLS software version 3.0 to examine the hypotheses. The finding revealed that top management involvement affects supply chain risk management, top management involvement affects the buyer-supplier relationship, and buyer-supplier relationship affects supply chain risk management. The last finding is that buyer-supplier relationship empirically the effect of top management involvement. This paper paves the way for the manager in improving supply chain risk management by practicing top management involvement and development of a relationship with the supplier.

scholarly journals Blood Supply Chain Risk Management using House of Risk Model

2018 ◽  
Vol 16 (8) ◽  
pp. 573-591
Author(s):  
Wijai BOONYANUSITH ◽  
Phongchai JITTAMAI
Keyword(s):  
Risk Management ◽  
Supply Chain ◽  
Information Sharing ◽  
Blood Supply ◽  
Supply Chain Risk Management ◽  
Supply Chain Risk ◽  
Demand And Supply ◽  
Management Actions ◽  
Blood Supply Chain

Managing blood supply chain has been an important task in the healthcare system because it has to confront not only blood demand and supply uncertainties but also complexities in blood inventory management. In order to overcome these challenges, it is essential to explore the possible risks that could occur in the blood supply chain and discover proper ways to manage these risks. Therefore, this research aims to investigate risks in blood supply chain by using a proactive risk management tool called ‘house of risk’ (HOR) model, in order to conduct risk assessment and evaluate risk management actions. A case study of blood supply chain risk management was analyzed, and the HOR model was incorporated to appraise the appropriate actions in the real situation. The results indicate that there are 30 risk events and 16 risk agents identified and assessed in the case study. The outcomes point out that lack of collaboration, insufficient information for decision-making, and limited information sharing are the top 3 risk agents that contribute to significant impact on blood supply chain management. Risk mitigation and management actions were evaluated and the results show that enhancing the collaboration is the most proactive action to manage risks in the blood service operations, followed by information sharing, and demand and supply statistical analysis. The study has recommended the outlines for improving collaboration between blood service organizations by using information system and technology to mitigate risks, complexities, as well as uncertainties in managing demand and supply in the blood supply chain.

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