供应链风险管理【外文翻译】.docx
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供应链风险管理【外文翻译】.docx
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毕业论文外文翻译
原文
SupplyChainRiskManagement
D.L.OlsonandD.Wu
Globalcompetition,technologicalchange,andcontinualsearchforcompetitiveadvantagehavemotivatedriskmanagementinsupplychains.1Supplychainsareoftencomplexsystemsofnetworks,reachinghundredsorthousandsofparticipantsfromaroundtheglobeinsomecases(Wal-MartorDell).Thetermhasbeenusedbothatthestrategiclevel(coordinationandcollaboration)andtacticallevel(management
oflogisticsacrossfunctionsandbetweenbusinesses).2Inthissense,riskmanagementcanfocusonidentificationofbetterwaysandmeansofaccomplishingorganizationalobjectivesratherthansimplypreservationofassetsorriskavoidance.
Supplychainriskmanagementisinterestedincoordinationandcollaborationofprocessesandactivitiesacrossfunctionswithinanetworkoforganizations.Tangprovidedaframeworkofriskmanagementperspectivesinsupplychains.3Supplychainsenablemanufacturingoutsourcingtotakeadvantagesofglobalrelative
advantages,aswellasincreaseproductvariety.Therearemanyrisksinherentinthismoreopen,dynamicsystem.
SupplyChainRiskManagementProcess
Oneviewofasupplychainriskmanagementprocessincludesstepsforriskidentification,
riskassessment,riskavoidance,andriskmitigation.4ThesestructuresforhandlingriskarecompatiblewithTang’slistgivenabove,butfocusonthebroaderaspectsoftheprocess.
RiskIdentification
Risksinsupplychainscanincludeoperationalrisksanddisruptions.Operationalrisksinvolveinherentuncertaintiesforsupplychainelementssuchascustomerdemand,supply,andcost.Disruptionriskscomefromdisasters(naturalintheformoffloods,hurricanes,etc.;man-madeintheformofterroristattacksorwars)andfromeconomiccrises(currencyreevaluations,strikes,shiftingmarketprices).Mostquantitativeanalysesandmethodsarefocusedonoperationalrisks.Disruptionsaremoredramatic,lesspredictable,andthusaremuchmoredifficulttomodel.Riskmanagementplanningandresponsefordisruptionareusuallyqualitative.
RiskAssessment
Theoretically,riskhasbeenviewedasapplyingtothosecaseswhereoddsareknown,anduncertaintytothosecaseswhereoddsarenotknown.Riskisapreferablebasisfordecisionmaking,butlifeoftenpresentsdecisionmakerswithcasesofuncertainty.Theissueisfurthercomplicatedinthatperfectlyrationaldecision
makersmayhaveradicallydifferentapproachestorisk.Qualitativeriskmanagementdependsagreatdealonmanagerialattitudetowardsrisk.Differentrationalindividualsarelikelytohavedifferentresponsetoriskavoidance,whichusuallyisinverselyrelatedtoreturn,thusleadingtoatradeoffdecision.Researchinto
cognitivepsychologyhasfoundthatmanagersareofteninsensitivetoprobabilityestimatesofpossibleoutcomes,andtendtoignorepossibleeventsthattheyconsider
tobeunlikely.5Furthermore,managerstendtopaylittleattentiontouncertaintyinvolvedwithpositiveoutcomes.6Theytendtofocusoncriticalperformancetargets,whichmakestheirresponsetoriskcontingentuponcontext.7Someapproachestotheoreticaldecisionmakingpreferobjectivetreatmentofriskthroughquantitativescientificmeasuresfollowingnormativeideasofhowhumansshouldmakedecisions.Businessinvolvesanuntheoreticalconstruct,however,withhighlevelsofuncertainty(datanotavailable)andconsiderationofmultiple(oftenconflicting)factors,makingqualitativeapproachesbaseduponperceivedmanagerialriskmoreappropriate.
Becauseaccuratemeasuresoffactorssuchasprobabilityareoftenlacking,robuststrategies(morelikelytoenableeffectiveresponseunderawiderangeofcircumstances)areoftenattractivetoriskmanagers.Strategiesareefficientiftheyenableafirmtodealwithoperationalrisksefficientlyregardlessofmajordisruptions.
Strategiesareresilientiftheyenableafirmtokeepoperatingdespitemajordisruptions.Supplychainriskcanarisefrommanysources,includingthefollowing:
8
●Politicalevents
●Productavailability
●Distancefromsource
●Industrycapacity
●Demandfluctuation
●Changesintechnology
●Changesinlabormarkets
●Financialinstability
●Managementturnover
RiskAvoidance
Theoldestformofriskavoidanceisprobablyinsurance,purchasingsomeleveloffinancialsecurityfromanunderwriter.Thisfocusesonthefinancialaspectsofrisk,andisreactive,providingsomerecoveryafteranegativeexperience.Insuranceisnottheonlyformofriskmanagementusedinsupplychains.DeltaAirlinesinsurancepremiumsforterrorismincreasedfrom$2millionin2001to$152millionin2002.9Insurancefocusesonfinancialrisks.Othermajorrisksincludelossofcustomersduetosupplychangedisruption.
Supplychainriskscanbebufferedb
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