In light of the number of severe, and well publicized, supply disruptions over the past decade, it is not surprising that firms are instituting risk assessment programs to gauge their vulnerability. Using both formal quantitative methods and informal qualitative ones, risk assessment programs attempt to systematically uncover and estimate supply chain risks. What is surprising, perhaps, is that there has not been a concomitant investment in risk reduction programs. While the exact reasons for this are not known, a number of researchers, e.g., Rice and Caniato (2004), Zsidisin et al. (2001) and Zsidisin et al. (2004), have offered the following as potential explanations for why risk reduction efforts are less widespread: (1) Some firms are not familiar with the different approaches for managing supply chain risks; (2) Lacking credible estimates for the probability of a major disruption, many firms cannot perform the formal cost/benefit or return on investment (ROI) analyses to justify risk reduction investments.
The rest of the chapter is organized as follows. In the next section, we discuss some key supply chain risks and the role that flexibility can play in mitigating the risks. In Sect. 10.3, we introduce a flexibility measure and review some stylized models intended to illustrate the power of flexibility. Based on our models, we show that only a small amount of flexibility is required to mitigate risk. Section 10.4 concludes this chapter. We note that this chapter is based on research presented in Tang and Tomlin (2007).
Access this chapter
Tax calculation will be finalised at checkout
Purchases are for personal use only
Preview
Unable to display preview. Download preview PDF.
References
AMR (2006) AMR Research Report on Managing Supply Chain Risk. AMR Research, Inc.
Billington C (2002) HP Cuts Risk with Portfolio Approach. Purchasing Magazine Online, February 21.
Brown D (2004) How U.S. Got Down to Two Makers of Flu Vaccine. Washington Post, October 16.
Boyabatli O, Tokay B (2004) Operational Hedging: A Review with Discussion. INSEAD working paper.
Chandler C, Fung A (2006) Not Exactly Counterfeit. Fortune, May 1, pp. 108-116.
Chopra S, Sodhi M (2004) Avoiding Supply Chain Breakdown. Sloan Management Review, vol. 46, pp. 53-62.
Christopher M, Lee H (2004) Mitigating Supply Chain Risk Through Improved Confidence. Cranfield School of Management working paper.
Feitzinger E, Lee H (1997) Mass Customization at Hewlett Packard: The Power of Postponement. Harvard Business Review, vol. 75, pp. 116-121.
Ferdows, K, Lewis M, Machuca J (2004) Rapid Fire Fulfillment. Harvard Business Review, vol. 82, pp. 104-117.
Gumbel P (2006) Trying to Untangle Wires. Time Europe Magazine, October, (http://www.time.com/time/europe/magazine/printout/0,13155,1543879,00.html).
Hammond J, Raman A (1995) Sport Obermeyer, Ltd. Harvard Business School Case # 5-696-012.
Hendricks K, Singhal V (2005) Association Between Supply Chain Glitches and Operating Performance. Management Science, vol. 51, pp. 695-711.
Huchzermeier A, Cohen M (1996) Valuing Operational Flexibility Under Exchange Rate Risk. Operations Research, vol. 44, pp. 100-113.
Jordan W, Graves SC (1995) Principles on the Benefits of Manufacturing Process Flexibility. Management Science, vol. 41, pp. 577-594.
Kopczak L, Lee H (1993) Hewlett-Packard: DeskJet Printer Supply Chain. Stanford Graduate School of Business Case.
Kouvelis P, Dong L, Su P (2006) Operational Hedging Strategies and Competitive Exposure to Exchange Rates. Olin School of Business, (Washington University) working paper.
Krazit T (2004) Trouble in East Fishkill? IBM chip group struggles. InfoWorld.com, April 21.
Lee H (2004) The Triple-A Supply Chain. Harvard Business Review, vol. 19, pp. 102-112.
Lee H, Tang CS (1997) Modeling the Costs and Benefits of Delayed Product Differentiation. Management Science, vol. 43, pp. 40-53.
Lee H, Whang S (1998) Value of Postponement. In Produce Variety Management: Research Advances, eds. T.H. Ho and C.S. Tang, Kluwer Publishers.
Lee H, Wolfe M (2003) Supply Chain Security Without Tears. Supply Chain Management Review, January/February issue, pp.12-20.
Lee H, Peleg B, Whang S (2005) Toyota: Demand Chain Management. Stanford Business School Case #GS42.
Martha J, Subbakrishna S (2002) Targeting a Just-in-Case Supply Chain for the Inevitable Next Disaster. Supply Chain Management Review, September issue.
Reuters (2006) Ford Shuts Down Truck Plants for Part Problem. April 27. Reuters.com.
Rice B, Caniato F (2004) Supply Chain Response to Terrorism: Creating Resilient and Secure Supply Chains. Supply Chain Response to Terrorism Project Interim Report, MIT Center for Transportation and Logistics, MIT, Massachusetts.
Sheffi Y (2001) Supply Chain Management under the Threat of International Terrorism. International Journal of Logistics Management, vol. 12, pp. 1-11.
Sheffi Y (2005) Building a Resilient Supply Chain. Harvard Business Review, vol. 10, pp. 3-5.
So K, Tang CS, Zavala R (2003) Model for Improving Team Productivity at the Federal Reserve Bank. Interfaces, vol. 33, pp. 25-36.
St. George A (1998) Li and Fung: Beyond ‘Filling in the Mosaic’. Harvard Business School Case # 9-398-092.
Stalk G, Hout T (1990) Competing Against Time. The Free Press, New York.
Tang CS (1999) Supplier Relationship Map. International Journal of Logistics: Research and Applications, vol. 2, pp. 39-56.
Tang CS (2006a) Robust Strategies for Mitigating Supply Chain Disruptions. International Journal of Logistics: Research and Applications, vol. 9, pp. 33-45, 2006a.
Tang CS (2006b) Perspectives in Supply Chain Risk Management. International Journal of Production Economics, vol. 103, pp. 451-488.
Tang CS, Tomlin B (2007) The Power of Flexibility for Mitigating Supply Chain Risks. Anderson School (UCLA) working paper.
Tsay AA, Lovejoy WS (1999) Quantity Flexible Contracts and Supply Chain Performance. Manufacturing & Service Operations Management, vol. 1, pp.89-111.
van Mieghem J, Dada M (1999) Price Versus Production Postponement: Capacity and Competition. Management Science, vol. 45, pp. 1631-1649.
Zsidisin G, Panelli A, Upton R (2001) Purchasing Organization Involvement in Risk Assessments, Contingency Plans, and Risk Management: An Exploratory Study. Supply Chain Management: An International Journal, pp. 187-197.
Zsidisin G, Ellram L, Carter J, Cavinato J (2004) An Analysis of Supply Risk Assessment Techniques. International Journal of Physical Distribution and Logistics Management, vol. 34, pp. 397-413.
Author information
Authors and Affiliations
Editor information
Editors and Affiliations
Rights and permissions
Copyright information
© 2009 Springer Science+Business Media, LLC
About this chapter
Cite this chapter
Tang, C., Tomlin, B. (2009). How Much Flexibility Does It Take to Mitigate Supply Chain Risks?. In: Zsidisin, G.A., Ritchie, B. (eds) Supply Chain Risk. International Series in Operations Research & Management Science, vol 124. Springer, Boston, MA. https://doi.org/10.1007/978-0-387-79934-6_10
Download citation
DOI: https://doi.org/10.1007/978-0-387-79934-6_10
Publisher Name: Springer, Boston, MA
Print ISBN: 978-0-387-79933-9
Online ISBN: 978-0-387-79934-6
eBook Packages: Business and EconomicsBusiness and Management (R0)