外文原稿Perspectivesonriskmanagementinsupplychains.docx

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,