- Consulting Editors
- The Oxford Handbook of Managerial Economics
- Managerial Economics: Introduction and Overview
- Managerial Economics: Present And Future
- Market Power: How Does it Arise? How is it Measured?
- Advances in Cost Frontier Analysis of the Firm
- Supply Chain Design for Managing Disruptive Risks
- Combinatorial Auctions
- Game and Information Theory in Modern Managerial Economics
- Issues in the Analysis of Time, Risk, and Uncertainty
- Behavioral Economics and Strategic Decision Making
- Advances in Pricing Strategies and Tactics
- Product Distribution and Promotion: An Analytical Marketing Perspective
- Market Imperfections and Sustainable Competitive Advantage
- The New Managerial Economics of Firm Growth: The Role of Intangible Assets and Capabilities
- Strategies for Network Industries
- Internalization Theory as the General Theory of International Strategic Management Past, Present and Future
- Competitive Strategy in the Nonprofit Sector
- Organizational Design and Firm Performance
- Design and Implementation of Pay for Performance
- Vertical Merger
- The Evolving Modern Theory of the Firm
- Financing the Business Firm
- Corporate Governance and Firm Performance
- Managing Workplace Safety and Health
- Merger Strategies And Antitrust Concerns
- On the Profitability of Corporate Environmentalism
- Name Index
- Subject Index
Abstract and Keywords
This article discusses disruptive supply chain risks that can have large negative impacts on the supply chain’s performance. Using stylized network models and examples, the article first looks at how to incorporate probability in supply chain design given the difficulty of estimating the probability of a disruption. Next, the article deals with two fundamental strategies a supply chain designer can use to mitigate the effects of disruptive risks: (a) containment, i.e., containing the risk, and (b) tailoring reserves like capacity and inventory. Finally, the article discusses how a company can respond to disruptions. These response considerations need to be taken into the supply chain configuration as well.
Sunil Chopra is the IBM Distinguished Professor of Operations Management in the Kellogg School of Management at Northwestern University.
ManMohan S. Sodhi is Professor of Operations and Supply Chain Management at Cass Business School, City University London and Executive Director, Munjal Global Manufacturing Institute, Indian School of Business. His research is broadly in the area of supply chain management and more specifically in supply chain risk. Prior to his academic career, he worked at Accenture and at other consulting firms with clients in consumer electronics, commodity and specialty chemicals, petroleum products distribution, hospitality industry procurement, and airlines. He has taught at the University of Michagan Business School (Ross) and has a PhD in management science from the UCLA Anderson School.
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