Supply chain mapping can be a great tool to foster the understanding and from its results improve a supply chain network overall. Supply chain mapping can also be used to analyze the risks of a supply chain and improve its resilience (for an example in the blog follow this link).
Submitted by Daniel Dumke on Wed, 2011-11-23 11:22
Paper
Supplier risk assessment and monitoring for the automotive industry
Year:
2008
A typical supply chain risk management process consists of four steps: risk identification, assessment, management and monitoring. From those steps, one of the most neglected step is the risk monitoring.
Risk monitoring implies two different actions: Continuous risk assessment and actions, as soon as pre-defined limits are reached.
So this article sheds light on the risk monitoring, from an article by Blackhurst, Scheibe and Johnson (“Supplier risk assessment and monitoring for the automotive industry”).
Today I picked a special article on corporate risks. “How Risky is your Company?” by Robert Simons of the Harvard Business School. Its a more business oriented view on how companies should handle risks, internally. But since internal risk management can be seen as a part of supply chain risk management, I also include it here.
Today I present you only one chapter of a great book by Wu and Blackhurst: “Managing Supply Chain Risk and Vulnerability” (which can be bought on amazon.com here).
Sometimes I am really amazed by the research topics of others. Even though I already read much about simulation and its potential benefits, up to now I have never seen a analysis of supply chain simulation performance on a larger sample. So I would like to share those insights here.
Already some time ago I wrote about Systematic Review, a literature analysis approach that should lead to a well founded overview of a specific research field. Since I left out the history and some insights last time I wanted to extend on my last article here.
This article presents a comprehensive practice oriented framework for managing supply chain disruptions by Sunil Chopra and ManMohan S. Sodhi. The article has been published in the MIT Sloan Management Review in 2004. The framework covers everything from risk analysis to the selection of the risk mitigation strategy.
Today I would like to talk about a non-essential, but helpful part of supply chain management: Simulation.
Simulation can be used in a supply chain setting on many different levels. On a strategic level there are models to analyze scenarios for the optimal locations of one’s factory, on a tactical level inventory management and distribution policies are treated and on the operations side route-optimization is a generally used. Of course there are also non-simulation models for these tasks, but this article is not about the pros and cons of that.
Computer simulation has not been used on a professional scale until after World War II, and also then mostly for military uses like war games or simulations of atomic bomb explosions nowadays.
One of the first scientific papers on simulation has been published in the late 70s by Ören and Zeigler. They aggregate some fundamental knowledge about simulation and suggest an conceptual model for simulation, which I want to introduce today from the perspective of a supply chain
