Advertisement

Operational Risk and Supply Chain Risk Management

  • Antonio BorghesiEmail author
  • Barbara Gaudenzi
Chapter
Part of the Perspectives in Business Culture book series (PEPIBC)

Abstract

As described in the previous chapters, risks have been typically divided into four groups, which are strategic, financial, hazard, and operational risks. The consideration of the central role of business processes and the relevance of their effective and efficient management have led us to present operational risk and supply chain risk as explicit topic of this handbook. Risk management is the process devoted to protecting the organization and augmenting its capability to achieve its stated strategic objectives. Operational processes represent the core business of most companies, and therefore the proper assessment of operational and supply chain risks is critical to effective and efficient prevention and protection of an organization. In fact, the successful assessment of these risks can represent an important competitive advantage for the organization.

Keywords

Supply Chain Analytic Hierarchy Process Operational Risk Crisis Management Clean Room 
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.

References

  1. Bowersox DJ, Daugherty PJ (1995) Logistics paradigms: the impact of information technology. J Bus Logist 16(1):65–80Google Scholar
  2. Christopher M (1998) Logistics & supply chain management: strategies for reducing cost and improving services, 2nd edn. Financial Times Prentice-Hall, New YorkGoogle Scholar
  3. Christopher M (2003) Understanding supply chain risk. Cranfield University, CranfieldGoogle Scholar
  4. Christopher M (2004) Identifying and managing supply chain vulnerability. www.iolt.org.uk
  5. Croxton KL, Garcìa-Dastugue SJ, Lambert DM, Rogers DS (2001) The supply chain management processes. Int J Logist Manag 12(2):13–36CrossRefGoogle Scholar
  6. Gardner JT, Cooper MC (2003) Strategic supply chain mapping approaches. J Bus Logist. 24(2):37–64Google Scholar
  7. Gaudenzi B, Borghesi A (2006) Managing risks in the supply chain using the AHP method. Int J Logist Manag 17(1):114–136CrossRefGoogle Scholar
  8. Holfmann E (2010) Linking corporate strategy and supply chain management. Int J Phys Distrib Logist Manage 40(4):256–276Google Scholar
  9. Jüttner U, Peck H, Christopher M (2003) Supply chain risk management: outlining an agenda for future research. Int J Logist: Res Appl 6(4):197–210CrossRefGoogle Scholar
  10. Manuj I, Mentzer JT (2008) Global supply chain risk management. J Bus Logist 29(1):133–155CrossRefGoogle Scholar
  11. Mason-Jones R, Naylor B, Towill DR (1999) Engineering the leagile supply chain. Int J Agile Manag Syst 2(1):54–61CrossRefGoogle Scholar
  12. Miccolis J, Shah S (2001) Modelling the reality of risk: the cornerstone of ERM, expert commentary. www.irmi.com
  13. Russo I, Cardinali S (2012) Product returns and customer value. In: Jodlbauer H (ed) A footware industry case in modelling value, contributions to management science, Part 2, pp 79–97Google Scholar
  14. Saaty TL (1990) The analytic hierarchy process. RWS Publications, ShallowaterGoogle Scholar
  15. Zsidisin GA (2004) An analysis of supply chain risk assessment techniques. Int J Phys Distrib Logist Manag 34(5):397–413CrossRefGoogle Scholar

Copyright information

© Springer-Verlag Italia 2013

Authors and Affiliations

  1. 1.Department of Business AdministrationUniversity of VeronaVeronaItaly

Personalised recommendations