scholarly journals Risk Management: Rethinking Fashion Supply Chain Management for Multinational Corporations in Light of the COVID-19 Outbreak

2020 ◽  
Vol 13 (8) ◽  
pp. 173 ◽  
Author(s):  
May McMaster ◽  
Charlie Nettleton ◽  
Christeen Tom ◽  
Belanda Xu ◽  
Cheng Cao ◽  
...  
Keyword(s):  
Risk Management ◽  
Supply Chain ◽  
Supply Chain Management ◽  
Supply Chains ◽  
Multinational Corporations ◽  
Information Exchange ◽  
Risk Mitigation ◽  
Supply And Demand ◽  
Supplier Relationships ◽  
Chain Management

Through an international business risk management lens, the widespread and catalytic implications of the 2020 COVID-19 pandemic on the supply chains (SCs) of fashion multinational corporations (MNC) are analyzed to contribute to existing research on supply chain management (SCM). While a movement towards agile, networked supply chain models had been in consideration for many firms prior to the outbreak, the pandemic highlights issues inherent in supply chains that employ concentrated production. We examined the current state of fashion supply chains, risks that have arisen historically and recently, and existing risk mitigation methods. We found that while lean supply chain management is primarily favored for its cost and waste reduction advantages, the structure is limited by the lack of supply chain transparency that results as well as the increasing demand volatility observed even before the COVID-19 outbreak. Although this problem might exist in the agile supply chain, agile supply chains combat this by focusing on enhancing communication and buyer-supplier relationships to improve information exchange. However, this structure also entails an associated increase in inventory and inventory costs. The COVID-19 pandemic has caused supply and demand disruptions which have resonating effects on supply chain activities and management, indicating a need to build flexibility to mitigate epidemic and demand risks. To address this, several strategies that firms can adopt to control for such risks are outlined and key areas for further research are identified which consider parties both upstream and downstream of the fashion supply chain.

scholarly journals What is Happening in Supply Chain Management? From Push to Pull through Best Value Thinking

2011 ◽  
Vol 3 (1) ◽  
pp. 46
Author(s):  
Sicco Santema
Keyword(s):  
Risk Management ◽  
Supply Chain ◽  
Supply Chain Management ◽  
Supply Chains ◽  
The Other ◽  
Supply Management ◽  
Chain Management ◽  
Best Value ◽  
Pull Through ◽  
Main Change

In this paper we take a closer look at developments in supply management. The main change in this discipline seems to be (2011) that cooperation and risk management are taking over the classical silo based way of looking at business. Companies start to learn that transactions block the profits throughout the chain. Or, to put it the other way around, supply chain parties learn that sharing interests is earning much more money and that supply chains become ‘faster, cheaper and better’.

scholarly journals Supply Chain Management and the Covid-19 Outbreak: Optimizing its Role for Indonesia

2020 ◽  
Vol 3 (2) ◽  
pp. 196-202
Author(s):  
Siti Amalia ◽  
Dio Caisar Darma ◽  
Siti Maria
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Supply Chains ◽  
Supply And Demand ◽  
Chain Model ◽  
Chain Management ◽  
New Normal ◽  
Food Supply Chains ◽  
Long Time ◽  
Demand Patterns

At the beginning of the emergence of Covid-19, there was panic buying in Indonesia which caused an unusual situation in supply management. Although the handling of this epidemic has entered a "new normal", the availability of stocks of electronics, automotive, pharmaceuticals, food, and others is running low and out of control, so supply chain management is needed. The purpose of this article is to try to see the extent of the transformation in supply and demand in Indonesia. With this in-depth literature, the supply chain model is likely to transform globally, given that many companies are confused about management being unable to cope with drastic changes in the market. The demand patterns over the past period indicate a shift from offline to online storefronts. Even though it has now entered a transition to a new normal and shopping outlets are slowly opening up, online shopping or demand patterns are predicted to last a long time. Therefore, supply chain actors, especially farmers, logistics entrepreneurs, and shipping services, inevitably have to be able to quickly adapt to changing patterns in Indonesia. There is an imbalance between the demand and supply sides. Food supply chains tend to be unique in comparison to the supply chains of other products and services.

Supply Chain Risk Management Driven By Action Learning

2011 ◽  
pp. 212-229
Author(s):  
H.P. Borgman ◽  
Wilfred Rachan
Keyword(s):  
Risk Management ◽  
Supply Chain ◽  
Supply Chain Management ◽  
Risk Mitigation ◽  
Action Learning ◽  
Supply Chain Risk Management ◽  
Supply Chain Risk ◽  
Chain Management ◽  
Sustainable Improvement ◽  
The Difference

This chapter is the outcome of our consolidated learning on “Supply Chain Risk Management” and “Action Learning in Supply Chains” over a period from 2006 to 2010. We have also published several papers in this domain; please refer to the bibliography section. Although there is a substantial volume of literature on the topic of Supply Chain Management and no lack of coverage today on Risk Management, our motivation was guided by our desire to put into context, both from an academic and Industry perspective, a practical methodology for supply chain risk mitigation based on a proven theory of learning. This methodology will enable industry practitioners of supply chain management to comprehend and act upon risk i.e. identification, assessment, response, monitoring and evaluation. Risk Management in Supply Chain is not a “one-off” transaction but rather an ongoing practice of problem solving and organizational learning i.e. a continuous methodology for sustainable improvement. The methodology provides a means to structure past problems as knowledge to be used by the organization and increase preparedness for facing new challenges. In a global competitive market, successful management of risk in supply chain can be the difference between corporate success and failure.

scholarly journals E-Commerce Transaction Mechanisms And Buyer-Supplier Relationship

2011 ◽  
Vol 7 (2) ◽  
Author(s):  
Sungmin Ryu ◽  
Ken Hung
Keyword(s):  
Supply Chain ◽  
Information Systems ◽  
Supply Chain Management ◽  
Information Exchange ◽  
Font Size ◽  
Supplier Relationships ◽  
Relational Context ◽  
Chain Management ◽  
And Performance ◽  
Share Information

<p class="MsoBodyText" style="text-justify: inter-ideograph; text-align: justify; margin: 0in 0.5in 0pt;"><span style="font-family: Times New Roman;"><span style="font-size: 10pt;">Information exchange between the buyer and supplier is an important aspect of supply chain management. B2B e-commerce helps firms to share information, maintain relationships, and conduct transactions more efficiently. The choice of B2B e-commerce transactions will influence, and as well as affect, the relationships between exchange parties. </span><span style="font-size: 10pt; mso-fareast-language: KO; mso-bidi-font-weight: bold;">Thus, the choice of e-commerce transaction mechanisms has a relational context. An </span><span style="font-size: 10pt; mso-fareast-language: KO;">appropriate choice of a transaction mechanism can affect a firm&rsquo;s strategy, procurement decisions, and performance. It had been argued that </span><span style="font-size: 10pt;">e-commerce facilitates both discrete and relational exchanges, and it has a dual impact on business relationships. In this paper, we examine a collection of diverse studies on EDI and e-marketplace from marketing and information systems literatures. We assimilate these findings for managers considering choices on e-commerce transaction mechanisms. We hope that this will provide managers a more consistent understanding of buyer-supplier relationships in the B2B e-commerce context. </span></span></p>

scholarly journals Opportunities and limitations of public blockchain-based supply chain traceability

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Oliver Bischoff ◽  
Stefan Seuring
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Supply Chains ◽  
Information Exchange ◽  
Future Research ◽  
Chain Management ◽  
Content Type ◽  
The Public ◽  
Blockchain Technology ◽  
Privacy Model

PurposeBlockchain technology is provoking significant disruptions, thereby affecting supply chain management. This study endeavoured to advance research regarding blockchain-based supply chain traceability by identifying the opportunities and limitations that accompany the adoption of public blockchains. Therefore, the purpose of the study is to contribute to contemporary supply chain research by an assessment of blockchain technology and its linkages to traceability.Design/methodology/approachThis paper is conceptual. The authors summarised the relevant literature on the concepts of supply chain traceability, conceptualised key elements exclusive to the public blockchain and highlighted opportunities and limitations in implementing traceability using blockchains.FindingsIncompatibilities were identified between general traceability and the public blockchain. However, when embracing the blockchain's privacy model, the blockchains can support information exchange in supply chains where vulnerability towards third parties, the confidentiality of information, or the privacy of participants are concerns. Furthermore, the public blockchain can support areas of supply chains where institutional interest is lacking.Originality/valueThis is one of the first papers in an international supply chain management journal to critically analyse the intersection of specific blockchain characteristics and supply chain traceability requirements. The authors thereby add to the discussion of designs for a disintermediated, peer-to-peer models and guide researchers and practitioners alike in exploring the application of disruptive change from blockchain technologies. By setting focus on the privacy model, the paper identifies the potential application and future research approaches to exploit the elementary strength of the blockchain.

Supply Chain Risk Management

2011 ◽  
pp. 176-204 ◽  
Author(s):  
Ehsan Nikbakhsh
Keyword(s):  
Risk Management ◽  
Supply Chain ◽  
Supply Chain Management ◽  
Risk Mitigation ◽  
Mitigation Strategies ◽  
Supply Chain Risk Management ◽  
Supply Chain Risk ◽  
Negative Effects ◽  
Chain Management ◽  
Risk Mitigation Strategies

During the past two decades, environments surrounding supply chains (SC) have faced many changes, which require SC managers to deal proactively with unknown situations and new risks. Therefore, one of the most important issues in supply chain management is managing uncertainties of a SC and mitigating negative effects of SC risks. In this chapter, an overview of supply chain risk management (SCRM) is given. First, fundamental concepts in SCRM are introduced. Next, sources of SC risks, SCRM and its process, and some robust SC risk mitigation strategies are introduced. Finally, an introduction to several mathematical models for SCRM is given.

scholarly journals Usage of Data Analytics in Improving Sourcing of Supply Chain Inputs

2021 ◽  
Author(s):  
S M Nazmuz Sakib
Keyword(s):  
Supply Chain ◽  
Data Analysis ◽  
Supply Chain Management ◽  
Organizational Performance ◽  
Information Exchange ◽  
Data Analytics ◽  
Supply And Demand ◽  
Chain Management ◽  
Input Side

One of the most remarkable features in the 20th century was the digitalization of technical progress, which changed the output of companies worldwide and became a defining feature of the century. The growth of information technology systems and the implementation of new technical advances, which enhance the integrity, agility and long-term organizational performance of the supply chain, can distinguish a digital supply chain from other supply chains. For example, the Internet of Things (IoT)-enabled information exchange and Big Data analysis might be used to regulate the mismatch between supply and demand. In order to assess contemporary ideas and concepts in the field of data analysis in the context of supply chain management, this literary investigation has been decided. The research was conducted in the form of a comprehensive literature review. In the SLR investigation, a total of 71 papers from leading journals were used. SLR has found that data analytics integrate into supply chain management can have long-term benefits on supply chain management from the input side, i.e., improved strategic development, management and other areas.

Supply Chain Risk Management Driven By Action Learning

2011 ◽  
pp. 2493-2511
Author(s):  
H.P. Borgman ◽  
Wilfred Rachan
Keyword(s):  
Risk Management ◽  
Supply Chain ◽  
Supply Chain Management ◽  
Risk Mitigation ◽  
Action Learning ◽  
Supply Chain Risk Management ◽  
Supply Chain Risk ◽  
Chain Management ◽  
Sustainable Improvement ◽  
The Difference

This chapter is the outcome of our consolidated learning on “Supply Chain Risk Management” and “Action Learning in Supply Chains” over a period from 2006 to 2010. We have also published several papers in this domain; please refer to the bibliography section. Although there is a substantial volume of literature on the topic of Supply Chain Management and no lack of coverage today on Risk Management, our motivation was guided by our desire to put into context, both from an academic and Industry perspective, a practical methodology for supply chain risk mitigation based on a proven theory of learning. This methodology will enable industry practitioners of supply chain management to comprehend and act upon risk i.e. identification, assessment, response, monitoring and evaluation. Risk Management in Supply Chain is not a “one-off” transaction but rather an ongoing practice of problem solving and organizational learning i.e. a continuous methodology for sustainable improvement. The methodology provides a means to structure past problems as knowledge to be used by the organization and increase preparedness for facing new challenges. In a global competitive market, successful management of risk in supply chain can be the difference between corporate success and failure.

Supply Chain Risk Management

2018 ◽  
Vol 11 (3) ◽  
pp. 87-104 ◽  
Author(s):  
K. Madhu Kishore Raghunath ◽  
S. Lakshmi Tulasi Devi
Keyword(s):  
Risk Factors ◽  
Risk Management ◽  
Supply Chain ◽  
Supply Chain Management ◽  
Supply Chains ◽  
Supply Chain Risk Management ◽  
Supply Chain Risk ◽  
Chain Management ◽  
Modern Methods ◽  
Supply Chain Risks

This article describes how as mankind has been ever-evolving, so are their needs, growing in leaps and bounds. Risk management in supply chains have become a prerequisite as it involves a series of steps like procuring, processing, and distribution, where risk has to be managed. Given the advent of technology and transformation of supply chain management from traditional to modern methods, a lot has changed, and of course with ever-evolving technology, the organisations have become adept at handling risks associated with many factors within the organisation and outside the organisation. In this article, the authors will analyse the percentage impact of external and internal supply chain risk factors on various supply chain decisions, and also project various tools available to mitigate Supply chain risks.

scholarly journals Meminimasi Risiko pada Rantai Pasok Menggunakan Kerangka Kerja Suplly Chain Risk Management di PT. Adhi Chandra Dwiutama

2019 ◽  
Vol 3 (1) ◽  
Author(s):  
Arief Irfan Syah Tjaja ◽  
Dio Rizcki Sekartyasto ◽  
Arif Imran
Keyword(s):  
Risk Management ◽  
Supply Chain ◽  
Supply Chain Management ◽  
Business Processes ◽  
Risk Mitigation ◽  
Risk Identification ◽  
Supply Chain Risk Management ◽  
Supply Chain Risk ◽  
Chain Management ◽  
Risk Management Process

ABSTRAKRantai Pasok merupakan jaringan dari perusahaan- perusahaan yang bekerja secara bersama untuk menciptakan dan mengantarkan suatu produk ke konsumen akhir. Perusahaan - perusahaan tersebut bergerak di bidang supplier, manufaktur, distributor, ritel/toko dan perusahaan jasa logistik. Didalam rantai pasok terdiri dari berbagai aliran informasi yang harus dikelola oleh perusahaan. Oleh karena itu, untuk menciptakan rantai pasok yang terintegritas dan unggul perusahaan perlu mengelola rantai pasok dengan menggunakan supply chain management. Dalam proses rantai pasok, manajemen risiko rantai pasok dibutuhkan untuk mengendalikan risiko-risiko yang mungkin muncul agar tidak menggangu berjalannya rantai pasok. Proses manajemen risiko rantai pasok dimulai dengan identifikasi proses bisnis dalam rantai pasok, lalu mengidentifikasi risiko dalam proses bisnis. Kemudian dilakukan penilaian nilai konsekuensi dan probabilitas melalui kuesioner. Identifikasi risiko menghasilkan 64 risiko, 33 risiko dengan tingkat rendah, 21 dengan tingkat menengah, dan 10 tingkat tinggi. Setelah mendapatkan risiko berdasarkan tingkatannya, dilakukan perancangan mitigasi terhadap risiko yang paling tinggi.Kata kunci: Rantai Pasok, Manajemen Risiko Rantai Pasok, MitigasiABSTRACTSupply Chain is a network of companies that work together to create and deliver a product into the hands of the end user. These companies usually include suppliers, manufactur, distributors, retail / stores and logistic service companies. In the supply chain consists of various streams of information that must be managed by the company. Therefore, to create an integrated and superior supply chain, companies need to manage supply chains using supply chain management. In the supply chain, supply chain risk management is needed to control the risks that may happen in order not to disrupt supply chain. Supply chain risk management process begins with the identification of business processes in the supply chain, then identify risks in the business process. After that, a risk assessment is performed to assess the risk probability and consequences through the questionnaires. Risk identification brings out 64 risks, 33 lowrisk, 21 to medium-risk, and 10-high risk. After obtaining the risk based on its level,then do some design risk mitigation to the high-risk.Keywords: Supply chain, supply chain risk management, mitigation

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