Supply chain internal risks

Xiao, T. and Yang, D., 2008. Price and service competition of supply chains with risk-averse retailers under demand uncertainty. International Journal of Production Economics, 114(1), 187-200. 

Agrell, P. J., R. Lindroth, and A. Norman. 2004. Risk, information and incentives in telecom supply chains. International Journal of Production Economics. 90 1-16. 

The sources of risk described are usually interrelated. They strongly influence one another, intensifying the possible negative outcomes of events (Table 3.7). In relation to the very diverse and individual (for each supply chain) internal and external terms of operation, the efficient identification of internal and external sources of risk is fundamental to effective... 

Giunipero L.C., Eltantawy R.A., 2004, Securing the Upstream Supply Chain A Risk Management Approach, International Journal of Physical Distribution Logistics Management, 34(9), pp. 698-713. 

Kang, J., Kim, Y. (2012). Inventory control in a two level supply chain with risk pooling effect. International Journal of Production Economics, 135, 116—124. 

Vilko, Jyri P. P., and Jukka M. Hallikas. Risk Assessment in Multimodal Supply Chains. International Journal of Production Economics 140, no. 2 (2012) 586-595. 

Peck, H. (2006) Reconciling supply chain vulnerabUity, risk and supply chain management . International Journal of Logistics Research and Applications, Vol. 9, No. 2, pp. 127-142. 

How can substitution requirements be integrated in the internal (quality) management systems of companies and along the supply chain risk manage-menf ) ... 

Enterprises need a certain internal organisation for chemicals control. A clear allocation of responsibility and efficient routines must be established within the company for control of the purchase of chemicals, data retrieval, hazard and risk assessment, classification, labelling, SDS, work instructions, training, exposure and emission control, etc. Obviously, smooth and efficient co-operation between actors in the supply chain simplifies the work of enterprises (c.f. Fig. 16.4). Enterprises may meet demands on expertise by making use of the skills of their chemical suppliers, by hiring their own experts or by hiring external expertise as consultants. Normally, a combination of these alternatives is used. 

A collaborative study on the Human and Environmental Risk Assessment (HERA) of cleaning products between Cefic and the International Soap, Detergent and Maintenance Products Association (AISE) resulted in the risk assessment of several substances through the relevant supply chains. The project enabled downstream users to develop a better understanding of the final use and environmental endpoints of these products. A major result of the initiative has been the creation of a website where customers and consumers can be informed on the risks associated with specific substances. 

REACH seeks to address universal challenges on the lack of risk data and the poor quality of many safety data sheets (SDS). With its dominant role in the global chemicals market, the EU could be ideally situated for propagating change through international supply chains. Even the prospect of REACH has already catalysed change within the chemical industry. 

The two primary industry consensns programs for managing transportation risk are the Responsible Care Distribntion Code of Management Practices and the National Association of Chemical Distribntors Responsible Distribution Process (RDP). These programs share similar elements and are widely used across the chemical distribution supply chain. Responsible Care is a recognized internationally performance-based system that contains the following elements ... 

Christopher, Martin Hau Lee. 2004. Mitigating supply chain risk through improved confidence. International Journal of Physical Distribution and Logistics Management 34(5). 

Nortmann, Andreas Ulf Jansson. 2004. Ericsson s proactive supply chain risk management after a serious sub-supplier accident. International Journal of Physical Distribution Logistics Management 34(5) 434- 56. 

As shown in Table 7.2, risks in supply chain to firms are not only from their business partners, but also from customers, internal operations, new technologies, political issues, natural disasters, etc. Some risks can be reduced or even eliminated, but the others are hard to control. How to successfully manage the risks in supply chain becomes more and more critical to firms. Although many companies have realized their importance, few are well prepared because of the complexity of the risk issues in supply chain and the lack of good risk... 

---