外文原稿Perspectivesonriskmanagementinsupplychains.docx
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外文原稿Perspectivesonriskmanagementinsupplychains.docx
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外文原稿Perspectivesonriskmanagementinsupplychains
Perspectivesonriskmanagementinsupplychains
Abstract
Managingriskinsupplychainsisanimportanttopicinsupplychainmanagement.Thetopic’simportanceisduetoseveralindustrytrendscurrentlyinplace:
increaseinstrategicoutsourcingbyfirms,globalizationsofmarkets,increasingrelianceonsuppliersforspecializedcapabilitiesandinnovation,relianceonsupplynetworksforcompetitiveadvantage,andemergenceofinformationtechnologiesthatmakeitpossibletocontrolandcoordinateextendedsupplychains.Thisarticleidentifiessomeimportantaspectsofriskmanagementinsupplychainsandsummarizesthefourarticlesthatareinthisspecialissue.Thisemergingareaofresearchinterestdeservesconsiderableattentionanditisourhopethatthearticlesinthisspecialissuewouldspuradditionalresearchonthisimportanttopic.
1Introduction
Managingriskinsupplychainshasemergedasanimportanttopicinsupplychainmanagement.Thetopicderivesitsimportanceduetoseveralindustrytrendscurrentlyinplace:
increaseinstrategicoutsourcingbyfirms,globalizationsofmarkets,increasingrelianceonsuppliersforspecializedcapabilitiesandinnovation,relianceonsupplynetworksforcompetitiveadvantage,andemergenceofinformationtechnologiesthatmakeitpossibletocontrolandcoordinateextendedsupplychains.Thesetrendshavemanifestedthemselvesinanincreaseinoutsourcingandoff-shoringofmanufacturingandR&Dactivities,lowcostcountry(LCC)sourcing,andcollaborationwithinternationalsupplierpartners(Fisher,1997;Lee,2002).Whiletheseincreasethestrategicoptionsforfirms,theyalsoincreasetheprobabilityofexperiencingadverseeventsinsupplychainsthatsignificantlythreatennormalbusinessoperationsoffirmsinthesupplychains.Alongwiththeincreaseintheseinitiatives,therehasbeenanincreaseinthepotentialandmagnitudeofsupplychainrisks(Blackhurstetal.,2005).Recenteventsinvolvingfoodsupplychains(forexample,MelamineininfantformulaandpowderedmilksourcedfromChina)underscorerisksofextendedsupplychains.Supplychaindisruptionscanalsoadverselyaffectthefinancialperformanceoffirms.ThestudybyHendricksandSinghal(2005)showedhowmediaannouncementsofsupplychaindisruptionscanaffectstockpriceandshareholdervalue.Supplychainrisks,theirimpactandmanagementarereceivingmuchattentionamongpractitionersandacademiciansalike.Theobjectivesofthisspecialissueareto:
(1)highlightsupplychainriskmanagementasanimportantareaofinvestigationinoperationsandsupplychainmanagement;and
(2)topresentacompendiumofarticlesthatbreaknewgroundinaddressingmethodologicalandtheoreticalissuesdealingwithsupplychainriskmanagement.
Supplychainriskmanagement(SCRM)canbeviewedasastrategicmanagementactivityinfirmsgiventhatitcanaffectoperational,marketandfinancialperformanceoffirms.Organizationalefficiencyandperformanceareenhancedwhenstrategytoreduceuncertaintytakesintoaccount‘‘context’’and‘‘environmentalrealities’’(Duncan,1972).InthecaseofSRCM,contextcanbeinterpretedtorefertosourcesofrisk,magnitudeofriskanditsrelationshiptobusinessobjectives,andthreatofdisruptioninsupplychains.Environmentalrealitiescanbeinterpretedtomeanthedegreeofexposuretoadverseevents,scopeofextendedsupplychains,suppliermanagementpractices,etc.Therefore,theessenceofSCRMistomakedecisionsthatoptimallyalignorganizationalprocessesanddecisionstoexploitopportunitieswhilesimultaneouslyminimizingrisk(MilesandSnow,1978;VenkatramanandCamillus,1984).Supplychaindisruptionscan‘‘materialize’’eitherinsideoroutsideasupplychain.AsWagnerandBode(2008)pointout,‘‘thefinancialdefaultofasupplierandanearthquakethatdestroysproductioncapacityaresituationswithcompletelydifferentattributesandthereforehavedifferenteffectsonthesupplychain’’.Thisobservationpointstotheneedforeffectivemethodologyforanticipating,identifying,classifyingandassessingrisksinsupplychains.Thepapersinthisissueseektoaddresstheseaspectsofsupplychainriskmanagement.Webrieflydiscussthefourpapersinthisspecialissuebywayofintroductiontothespecialissueandtomotivatetheissuesexaminedineach.
2Valuefocusedprocessengineering
Supplychainriskscontributetotheoverallbusinessrisks.Anexamplethatillustratesthisarisesinstrategicoutsourcingengagements.Firmsoutsourceforavarietyofreasons—costreduction,needforstrategicagility,innovationandtoincreasetheirabilitytorespondtorapidlychangingcustomerdemands.Inthecaseofinnovationbasedoutsourcingengagement,achievingbusinessobjectivesrequireseffectiveuseofintegrativesupplymanagementpractices.Theseincludeinformationintegration,knowledgeintegrationanddesignintegration.Itisapparentthatintheseengagements,thereisriskofknowledgeleak,sincethefirmscannothavecompletecontroloverknowledgeinflowsandknowledgeoutflows.Inthissituation,whilethefirmmightachieveitsinnovationobjective,itmightruntheriskofdisclosingproprietaryknowledgethatmightreduceitscompetitivenessinthefutureorthefirmmightfinditselfina‘‘lock-in’’situationwiththesupplier.Thesesupplymanagementrisksmustbecarefullyidentifiedandevaluatedvis-a`-visthebusinessobjectives.Someoftheseissueshavebeenconsideredintheliterature(ChristopherandPeck,2004;Narasimhanetal.,2008;GaudenziandBorghesi,2006).Thestrategicoutsourcingcontextisbutoneinstancewheretheneedtoidentifyandrelateriskstosupplychainactivitiesismanifested.
Inthearticle‘‘SupplyChainRiskIdentificationwithValue-FocusedProcessEngineering’’,theauthorsexplicateanovelmethodologyforidentifyingprocess-basedsupplychainrisk.Theimportanceofsupplychainriskidentificationmethodologyhasbeenrecognizedintheliterature.Astheauthorscomment,itisimportanttohaveacoherentrepresentationofsupplychainstructureanduseittoexpresshowdifferentrisksarerelatedtothevariouscomponentsofthesupplychainstructure.Itisalsoessentialtoclassifythenatureoftherisksbeforeembarkingonfullblownriskassessmentanddevelopingriskmitigationstrategies.Thepaperaddressessupplychainriskmanagementundertherubricofmanagingorganizationaluncertainty.
Muchoftheliteratureonsupplychainriskhasdealtwithvarioustypesofriskandsourcesofsuchrisk(NorrmanandLindroth,2004;SpeckmanandDavis,2004).Theyhavenottakenamultidimensionalviewofriskthatencompassessupplymanagementprocesses,objectivesandrisksource.Itisrecognizedintheliteraturethatriskcanbestudiedasa‘‘mathematicalconstruct’’(Cachon,2004;Tomlin,2006),‘‘conceptualconstruct’’(Svensson,2004;ZsidisinandSmith,2005)oracombinationofthetwoapproaches(WuandKnott,2006).Aspointedoutbytheauthors,theconceptualviewofriskmightbeveryusefulintheriskidentificationstage.
Thegeneralapproachtoriskmanagementshouldstartwiththeidentificationofbusinessobjectivesandperformancegoalsandassociatedrisks.Identifyingrisk,thusincreasingitsvisibilityintheperformanceevaluationprocess,leadstoriskminimizationstrategiesthatcancontributetoperformancegains(seeforexample,RitchieandBrindley,2004).Inthisanalysisstage,understandingthehierarchyofbusinessrisksisessential.
Extantliteraturehasfocusedonidentifyingsourcesofuncertaintyandtherisksthatemanatefromthem.Todothiseffectively,itisnecessarytodevelopaconsistentmethodologyforriskidentification.Severalauthorshaveaddressedthisissue(see,forexample,ChopraandSodhi,2004;WuandKnott,2006).Riskidentificationissucceededbyquantificationofrisksthatcanbeusedinderivingriskmitigationstrategies(Cachon,2004;Sodhi,2005).Anotheraspectofsupplychainriskmanagementisthatsupplychainrisksmanifestthemselvesinthedisruptionofsupplychainflows.Thesecanbedisruptionstomaterialflows,informationflows,knowledgeflows,andcontrolandcoordinationflows.Thisperspectiveofsupplychainrisksrequiresthatsourcesandtypesofriskberelatedtotheflowsthatoccurwithinthesupplychain.Theliteratureonthisaspectofriskidentificationisnotextensive(Juttner,2005;Paulson,2004).TheValue-FocusedProcessEngineering(VFPE)methodologyseekstofillthisgapintheliterature.VFPEisbasedonthe‘‘extended-event-drivenProcessChain(e-EPC)representationofbusinessactivitiesandprocesses(Scheer,1999).VFPEmethodologyintegratesvalue-focusedthinking(VFT)developedbyKeeney(1992)ande-EPC(Scheer,2000).Nieger,RotaruandChurilov,intheirarticle,defineafive-stepprocessforriskidentificationinsupplychains.Theseare:
(1)Activitydrivenidentificationofriskobjectives;
(2)Objectivedrivenidentificationofriskobjectives;(3)Synchronizeddecomposition;(4)e-EPCtaxonomyofrisksources,and(5)combiningeventsstructuretotheobjectivestructure.TheauthorsillustratethesefivestepsoftheVFPEmethodologybyconsideringagenericsupplychainfromScheer(1999).
AfterexplicatingthefivestepsoftheVFPEprocess,theauthorsidentifyhowtheproposedmethodologyconformstothe‘‘properties’’ofsupplychainriskidentificationprocess.Theyarguethatthesuggestedapproachconformstothefollowingproperties:
objectivedrivenidentificationandassessmentofrisk,risksincludedaspartofobjectivestructure,riskslinkedtosupplychainactivities,riskslinkedtoindividualsources,
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