http://library.um.ac.id/free-contents/downloadpdf.php/buku/focus-groups-as-qualitative-research-by-morgan-david-l-11476.pdf

Focus groups as qualitative research / by Morgan, David L.

Epidemic outbreaks are a special case of supply chain (SC) risks which is distinctively characterized by a long-term disruption existence, disruption propagations (i.e., the ripple effect), and high uncertainty. We present the results of a simulation study that opens some new research tensions on the impact of COVID-19 (SARS-CoV-2) on the global SCs. First, we articulate the specific features that frame epidemic outbreaks as a unique type of SC disruption risks. Second, we demonstrate how simulation-based methodology can be used to examine and predict the impacts of epidemic outbreaks on the SC performance using the example of coronavirus COVID-19 and anyLogistix simulation and optimization software. We offer an analysis for observing and predicting both short-term and long-term impacts of epidemic outbreaks on the SCs along with managerial insights. A set of sensitivity experiments for different scenarios allows illustrating the model's behavior and its value for decision-makers. The major observation from the simulation experiments is that the timing of the closing and opening of the facilities at different echelons might become a major factor that determines the epidemic outbreak impact on the SC performance rather than an upstream disruption duration or the speed of epidemic propagation. Other important factors are lead-time, speed of epidemic propagation, and the upstream and downstream disruption durations in the SC. The outcomes of this research can be used by decision-makers to predict the operative and long-term impacts of epidemic outbreaks on the SCs and develop pandemic SC plans. Our approach can also help to identify the successful and wrong elements of risk mitigation/preparedness and recovery policies in case of epidemic outbreaks. The paper is concluded by summarizing the most important insights and outlining future research agenda.

/pdf/predicting-the-impacts-of-epidemic-outbreaks-on-global-1nyswc5jve.pdf

Predicting the impacts of epidemic outbreaks on global supply chains: A simulation-based analysis on the coronavirus outbreak (COVID-19/SARS-CoV-2) case

https://epublications.marquette.edu/cgi/viewcontent.cgi?article=1270&context=mgmt_fac

Qualitative case studies in operations management: Trends, research outcomes, and future research implications

The organizational antecedents of a firm’s supply chain agility for risk mitigation and response

An intertwined supply network (ISN) is an entirety of interconnected supply chains (SC) which, in their integrity secure the provision of society and markets with goods and services. The ISNs are o...

https://hal.archives-ouvertes.fr/hal-02568319/document

Viability of intertwined supply networks: extending the supply chain resilience angles towards survivability. A position paper motivated by COVID-19 outbreak

Supply chain disruptions and the associated operational and financial risks represent the most pressing concern facing firms that compete in today's global marketplace. Extant research has not only confirmed the costly nature of supply chain disruptions but has also contributed relevant insights on such related issues as supply chain risks, vulnerability, resilience, and continuity. In this conceptual note, we focus on a relatively unexplored issue, asking and answering the question of how and why one supply chain disruption would be more severe than another. In doing so, we argue, de facto, that supply chain disruptions are unavoidable and, as a consequence, that all supply chains are inherently risky. Employing a multiple-method, multiple-source empirical research design, we derive novel insights, presented as six propositions that relate the severity of supply chain disruptions (i) to the three supply chain design characteristics of density, complexity, and node criticality and (ii) to the two supply chain mitigation capabilities of recovery and warning. These findings not only augment existing knowledge related to supply chain risk, vulnerability, resilience, and business continuity planning but also call into question the wisdom of pursuing such practices as supply base reduction, global sourcing, and sourcing from supply clusters.

The severity of supply chain disruptions: Design characteristics and mitigation capabilities

Supplier–supplier relationships in buyer–supplier–supplier triads: Implications for supplier performance

The following sections are included:IntroductionAssertion 1: Reshoring is Fundamentally a Location DecisionAssertion 2: A Firm Cannot Pursue Reshoring Unless it had Previously Pursued Offshoring or Offshore Outsourcing — this Path of Location Decisions has not been the Subject of StudyAssertion 3: There is Reason to Believe that Both the Original Offshoring Decisions and the Subsequent Reshoring Decisions were/are Often FlawedAssertion 4: As Environmental Regulations Become More Synchronized and Standardized Across Global Supply Chains, the Pendulum Should Swing in Favor of ReshoringAssertion 5: In the Long Run, the Logic that is Leading Firms to Reshore May Cause a Loss of Jobs in the U.S. and Other Developed NationsConclusionsReferences

The Reshoring Phenomenon: What Supply Chain Academics Ought to Know and Should Do

The popular press has begun to pay attention to the phenomenon of “reshoring”. The task of supply chain management researchers with regard to this phenomenon should be to clarify what it is; to explore whether it is really a new phenomenon; and, paraphrasing (Simon, 1967; p. 1), to conduct research into the reshoring phenomenon so as to contribute not only to the science but also to the practice of reshoring. This essay is a starting point for our efforts in that direction. We make a number of informed assertions about reshoring—assertions that are juxtaposed in relevant literature and that aim to (a) define what reshoring is and is not; (b) explain why the reshoring phenomenon should not be examined in isolation but rather as a reversion of a prior offshoring decision; (c) describe how the reshoring phenomenon might evolve as societies, worldwide, place increasing emphasis on the environmental impact of business decisions; and (d) articulate a plausible scenario in which reshoring eventually hampers employment in Western nations. We hope these assertions will, in turn, jumpstart an intellectual discourse, through scientific research, into the what, how, when, where, and why of the reshoring phenomenon.

M. Johnny Rungtusanatham

Papers

The severity of supply chain disruptions: Design characteristics and mitigation capabilities

Supplier–supplier relationships in buyer–supplier–supplier triads: Implications for supplier performance

The Reshoring Phenomenon: What Supply Chain Academics Ought to Know and Should Do

The Reshoring Phenomenon: What Supply Chain Academics Ought to know and Should Do

Why in the world did they reshore? Examining small to medium-sized manufacturer decisions