The impact of digitalisation and Industry 4.0 on the ripple effect and disruption risk control analytics in the supply chain (SC) is studied. The research framework combines the results from two is...

The impact of digital technology and Industry 4.0 on the ripple effect and supply chain risk analytics

Economic systems are increasingly prone to complexity and uncertainty. Therefore, making well-informed decisions requires risk analysis, control and mitigation. In some areas such as finance, insurance, crisis management and health care, the importance of considering risk is largely acknowledged and well-elaborated, yet rather heterogeneous concepts and approaches for risk management have been developed. The increased frequency and the severe consequences of past supply chain disruptions have resulted in an increasing interest in risk. This development has led to the adoption of the risk concepts, terminologies and methods from related fields. In this paper, existing approaches for quantitative supply chain risk management are reviewed by setting the focus on the definition of supply chain risk and related concepts.

/pdf/a-critical-review-on-supply-chain-risk-definition-measure-fqpdp1tneu.pdf

A critical review on supply chain risk – Definition, measure and modeling ☆

Supply chain resilience (SCR) manifests when the network is capable to withstand, adapt, and recover from disruptions to meet customer demand and ensure performance. This paper conceptualizes and comprehensively presents a systematic review of the recent literature on quantitative modeling the SCR while distinctively pertaining it to the original concept of resilience capacity. Decision-makers and researchers can benefit from our survey since it introduces a structured analysis and recommendations as to which quantitative methods can be used at different levels of capacity resilience. Finally, the gaps and limitations of existing SCR literature are identified and future research opportunities are suggested.

Review of quantitative methods for supply chain resilience analysis

We review the OR/MS literature on supply chain disruptions in order to take stock of the research to date and to provide an overview of the research questions that have been addressed. We first place disruptions in the context of other forms of supply uncertainty and discuss common modeling approaches. We then discuss nearly 150 scholarly works on the topic, organized into six categories: evaluating supply disruptions; strategic decisions; sourcing decisions; contracts and incentives; inventory; and facility location. We conclude with a discussion of future research directions.

https://papers.ssrn.com/sol3/Delivery.cfm?abstractid=1689882

OR/MS Models for Supply Chain Disruptions: A Review

Viability is the ability of a supply chain (SC) to maintain itself and survive in a changing environment through a redesign of structures and replanning of performance with long-term impacts. In this paper, we theorize a new notion-the viable supply chain (VSC). In our approach, viability is considered as an underlying SC property spanning three perspectives, i.e., agility, resilience, and sustainability. The principal ideas of the VSC model are adaptable structural SC designs for supply-demand allocations and, most importantly, establishment and control of adaptive mechanisms for transitions between the structural designs. Further, we demonstrate how the VSC components can be categorized across organizational, informational, process-functional, technological, and financial structures. Moreover, our study offers a VSC framework within an SC ecosystem. We discuss the relations between resilience and viability. Through the lens and guidance of dynamic systems theory, we illustrate the VSC model at the technical level. The VSC model can be of value for decision-makers to design SCs that can react adaptively to both positive changes (i.e., the agility angle) and be able to absorb negative disturbances, recover and survive during short-term disruptions and long-term, global shocks with societal and economical transformations (i.e., the resilience and sustainability angles). The VSC model can help firms in guiding their decisions on recovery and re-building of their SCs after global, long-term crises such as the COVID-19 pandemic. We emphasize that resilience is the central perspective in the VSC guaranteeing viability of the SCs of the future. Emerging directions in VSC research are discussed.

/pdf/viable-supply-chain-model-integrating-agility-resilience-and-3a64nqwkq5.pdf

Viable supply chain model: integrating agility, resilience and sustainability perspectives-lessons from and thinking beyond the COVID-19 pandemic.

We review the Operations Research/Management Science (OR/MS) literature on supply chain disruptions in order to take stock of the research to date and to provide an overview of the research questio...

OR/MS models for supply chain disruptions: a review

https://pure.tue.nl/ws/files/59724451/1_s2.0_S0377221717301510_main.pdf

Assemble-to-order systems: A review

Disruptions in supply chains occur routinely—both large ones, due to natural disasters, labor strikes, or terrorist attacks, and small ones, due to machine breakdowns, supplier stockouts, or quality problems (to name a few examples). Companies whose supply processes are affected by disruptions may experience delays in transportation and dysfunction in some of their facilities, which may result in inventory shortages. Although firms can take measures to prevent them, some disruptions are inevitable. Hence, in order to avoid the drastic impact of these disruptions, firms need to protect against them. There are multiple tactics that companies can choose from for managing the risk of disruptions. One of the most common tactics is to use inventory to buffer against the additional uncertainty. The main concern in inventory management problems is to find the optimal replenishment policy that tells when, from whom and how much to order.

Inventory strategies to manage supply disruptions

We study an assembly system with a number of parallel multistage processes feeding a multistage final assembly process. Each stage has a stochastic throughput time. We assume that the system is controlled by planned leadtimes at each stage. From these planned leadtimes the start and due times of all stages can be derived. If a job finishes at a particular stage and has to wait before the start of the next job(s), a holding cost proportional to the waiting time is incurred. A penalty cost proportional to the lateness is incurred when the last stage of the final assembly process finishes after its due time. The objective is to determine planned leadtimes for each individual stage, such that the expected cost of a customer order is minimized. We derive the recursive equations for the tardiness and earliness at all stages and an exact expression for the expected cost. We discuss the similarity between these expressions and those for serial inventory systems. Based on this observation and a conjecture related to the generalized Newsvendor equations, we develop an iterative heuristic procedure. Comparison with a numerical optimization method confirms the accuracy of the heuristic. Finally, we discuss an application of the model to a real-life case, showing the added value of a system-wide optimization of planned leadtimes compared to current practice.

/pdf/setting-planned-leadtimes-in-customer-order-driven-assembly-25s5vtkvgp.pdf

Zümbül Atan

Papers

OR/MS Models for Supply Chain Disruptions: A Review

OR/MS models for supply chain disruptions: a review

Assemble-to-order systems: A review

Inventory strategies to manage supply disruptions

Setting Planned Leadtimes in Customer-Order-Driven Assembly Systems