SCRM and Performance – Issues and Challenges

  • Bob Ritchie
  • Clare Brindley
Part of the International Series in Operations Research & Management Science book series (ISOR, volume 124)

There is little doubt that risk, or at least our perception of risk, is becoming more prevalent in almost every dimension of our lives. Not only do we perceive greater exposure, increased likelihood and more severe consequences, we also become aware of risks previously unknown. As with individuals, organizations are continuously receiving information inputs suggesting new risks, enhanced exposure to existing risks and escalating costs associated with compensation should such risks materialize. A study of the views of 500 financial executives in Europe and America (FM Global 2007) concluded that they perceived an increase in overall business risks in the foreseeable future, with supply chain related risks featuring as one of the top three risks alongside competition and property-related risks. Several authors (e.g., Smallman 1996; Giannakis et al. 2004) have evidenced the emergence of risk management as an important contributor to most fields of management decision and control, including Supply Chain Risk Management (SCRM).


Supply Chain Risk Management Capital Asset Price Model Balance Scorecard Risk Source 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.


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Copyright information

© Springer Science+Business Media, LLC 2009

Authors and Affiliations

  • Bob Ritchie
    • 1
  • Clare Brindley
  1. 1.Lancashire Business SchoolUniversity of Central LancashireUK

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