Recovery Method of Supply Chain Under Ripple Effect: Supply Chain Event Management (SCEM) Application

  • Fanny PalmaEmail author
  • Jania A. Saucedo
  • José A. Marmolejo
Conference paper
Part of the Advances in Intelligent Systems and Computing book series (AISC, volume 866)


Facing the new challenges that arise in supply chains (SC) such as globalization itself, implies not only managing a geographical expansion across the planet, but also depending on third parties, whether these suppliers, partners, members, distributors or customers themselves, whether they are just around the corner or on the other side of the planet, managing a network dependent on third parties becomes increasingly complex and vulnerable to a ripple effect (RE) in the event of disruption, ensure good performance will depend on everyone working collaboratively. Therefore, it is important to look for methods or tools that reduce the vulnerability of the RE into a SC and, in turn, promote collaboration and visibility. Methodologies such as Supply Chain Event Management (SCEM) include processes and systems that alert to unplanned changes, also called disruptive events (DE), in supply lines or other processes in order to respond with alternatives, through its five functionalities: monitoring, notification, simulation, control and measurement of SC activities. This helps to ensure the good performance of a company, of its entire SC and to diminish the RE of global networks.


Supply chain Collaboration Ripple effect Simulation 


  1. 1.
    Hendricks, K.B., Singhal, V.R.: Association between supply chain glitches and operating performance. Manag. Sci. 695–711 (2005)CrossRefGoogle Scholar
  2. 2.
    Dolgui, A., Ivanov, D., Sokolov, Y.B.: Ripple effect in the supply chain: an analysis and recent literature. Int. J. Prod. Res. 56, 1–2, 414–430 (2018)Google Scholar
  3. 3.
    Council of Supply Chain Management Professionals. Supply Chain Management Terms and Glossary (2013).
  4. 4.
    Vanany, I., Zailani, S., Pujawan, N.: Supply chain risk management: literature review and future research. Int. J. Inf. Syst. Supply Chain Manag. 2(1), 16–33 (2009)CrossRefGoogle Scholar
  5. 5.
    Ijioui, R., Emmerich, H., Ceyp, M., Diercks, Y.W.: Supply Chain event management als strategisches Unternehmensführungskonzept, pp. 3–13. Physica Verlag (2007)Google Scholar
  6. 6.
    Zimmermann, R.: Agent-based Supply Network Event Management, 1st edn. Switzerland, Birkhäuser Basel (2006). Smith, T.F., Waterman, M.S.: Identification of common molecular subsequences. J. Mol. Biol. 147, 195–197 (1981)Google Scholar
  7. 7.
    Heusler, K., Stölzle, W., Bachmann, Y.H.: Supply chain event management. Grundlagen, Funktionen und potenzielle Akteure. WiSt Heft, pp. 19–24 (2006)CrossRefGoogle Scholar
  8. 8.
    Knickle, K., Kemmeter, Y.J.: Supply Chain Event Management in the Field: Success with Visibility. Garner (2002)Google Scholar
  9. 9.
    Yager, R.R., Zadeh, L.A.: An Introduction to Fuzzy Logic Applications in Intelligent Systems. USA, Springer Science and Business Media (2012)zbMATHGoogle Scholar
  10. 10.
    Nissen, V.: Supply Chain Event Management. Wirtschaftsinformatik 44(5), 477–480 (2002)CrossRefGoogle Scholar
  11. 11.
    Küppers, S., Ewers, C.: Supply Chain Event Management in der Pharmaindustrie: Status und Möglichkeiten, pp. 85–102. Physica-Verlag (2007)Google Scholar

Copyright information

© Springer Nature Switzerland AG 2019

Authors and Affiliations

  • Fanny Palma
    • 1
    Email author
  • Jania A. Saucedo
    • 1
  • José A. Marmolejo
    • 2
  1. 1.Universidad Autónoma de Nuevo LeónMonterreyMexico
  2. 2.Universidad PanamericanaCd de MéxicoMexico

Personalised recommendations