Measuring the Resilience of Supply Chain Systems Using a Survival Model

Disruptions at any stage of a supply chain system can cause mammoth operational and financial losses to a firm. When there is a disruption with a supply chain system, it is highly desired that the system quickly recover. The ability of recovery is, in short, called resilience. This paper proposes a new measure of the resilience of a supply chain system based on the concept of survival and, subsequently, a survival model [Cox proportional hazard (Cox-PH) model]. The survival model represents a time interval or period from the time the system failed to function to the time the system gets back with its function (i.e., recovery). The input to the model is, thus, a failure event; the output from the model is the recovery time. This model has been implemented. There is a case study to illustrate how the model is used to give a quantitative measurement of resilience, in terms of recovery time. © 2014 IEEE.published_or_final_versio

Measuring the Resilience of Supply Chain Systems Using a Survival Model

Disruptions at any stage of a supply chain system can cause mammoth operational and financial losses to a firm. When there is a disruption with a supply chain system, it is highly desired that the system quickly recover. The ability of recovery is, in short, called resilience. This paper proposes a new measure of the resilience of a supply chain system based on the concept of survival and, subsequently, a survival model [Cox proportional hazard (Cox-PH) model]. The survival model represents a time interval or period from the time the system failed to function to the time the system gets back with its function (i.e., recovery). The input to the model is, thus, a failure event; the output from the model is the recovery time. This model has been implemented. There is a case study to illustrate how the model is used to give a quantitative measurement of resilience, in terms of recovery time. © 2014 IEEE.published_or_final_versio

A Conceptual Framework to Manage Resilience and Increase Sustainability in the Supply Chain

[EN] The challenges of global economies foster supply chains to have to increase their processes of collaboration and dependence between their nodes, generating an increase in the level of vulnerability to possible impacts and interruptions in their operations that may affect their sustainability. This has developed an emerging area of interest in supply chain management, considering resilience management as a strategic capability of companies, and causing an increase in this area of research. Additionally, supply chains should deal with the three dimensions of sustainability (economic, environmental, and social dimensions) by incorporating the three types of objectives in their strategy. Thus, there is a need to integrate both resilience and sustainability in supply chain management to increase competitiveness. In this paper, a systematic literature review is undertaken to analyze resilience management and its connection to increase supply chain sustainability. In the review, 232 articles published from 2000 to February 2020 in peer-reviewed journals in the Scopus and ScienceDirect databases are analyzed, classified, and synthesized. With the results, this paper develops a conceptual framework that integrates the fundamental elements for analyzing, measuring, and managing resilience to increase sustainability in the supply chain. Finally, conclusions, limitations, and future research lines are exposed.This study was supported by the Valencian Government in Spain (Project AEST/2019/019).Zavala-Alcívar, A.; Verdecho Sáez, MJ.; Alfaro Saiz, JJ. (2020). A Conceptual Framework to Manage Resilience and Increase Sustainability in the Supply Chain. Sustainability. 12(16):1-38. https://doi.org/10.3390/su12166300S1381216Roberta Pereira, C., Christopher, M., & Lago Da Silva, A. (2014). Achieving supply chain resilience: the role of procurement. Supply Chain Management: An International Journal, 19(5/6), 626-642. doi:10.1108/scm-09-2013-0346Pettit, T. 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Measuring the Resilience of Supply Chain Systems Using a Survival Model. IEEE Systems Journal, 9(2), 377-381. doi:10.1109/jsyst.2014.2339552LOH, H. S., & THAI, V. V. (2015). Cost Consequences of a Port-Related Supply Chain Disruption. The Asian Journal of Shipping and Logistics, 31(3), 319-340. doi:10.1016/j.ajsl.2015.09.001Torabi, S. A., Baghersad, M., & Mansouri, S. A. (2015). Resilient supplier selection and order allocation under operational and disruption risks. Transportation Research Part E: Logistics and Transportation Review, 79, 22-48. doi:10.1016/j.tre.2015.03.005Cardoso, S. R., Paula Barbosa-Póvoa, A., Relvas, S., & Novais, A. Q. (2015). Resilience metrics in the assessment of complex supply-chains performance operating under demand uncertainty. Omega, 56, 53-73. doi:10.1016/j.omega.2015.03.008Salehi Sadghiani, N., Torabi, S. A., & Sahebjamnia, N. (2015). Retail supply chain network design under operational and disruption risks. 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A Conceptual Reference Framework for Enterprise Resilience Enhancement

[EN] Enterprise resilience is a key capacity to guarantee enterprises' long-term continuity. This paper proposes the enterprise resilience Conceptual Reference Framework to characterize enterprise resilience capacity. The framework is composed of 71 disruptive events that enterprises consider as endangerments to their continuity. The framework also comprises constituent capabilities of enterprise resilience in terms of preparedness and recovery capabilities and elements that support the transition from the AS IS situation to the TO BE one, which are preventive actions (for preparedness capability) and knowledge registration actions (for recovery capability). From the preparedness perspective, 403 preventive actions are currently defined. Each preventive action is specific for every disruptive event. However, it is worth noting that a preventive action can also be applied to different disruptive events. From the recovery perspective, the proposed framework indicates knowledge registration related to (i) the occurrence of disruptive events; (ii) the recovery actions performed to re-establish the normal enterprise operation level. Further research lines are addressed to develop quantitative methods and tools to assess the extent of enterprises' resilience following the foundations of the proposed conceptual framework.This work was supported in part by the European Commission under the Grant Agreement No. 691249 and the Spanish State Research Agency (Agencia Estatal de Investigacion) under the Reference No. RTI2018-101344-B-I00-AR.Sanchis, R.; Canetta, L.; Poler, R. (2020). A Conceptual Reference Framework for Enterprise Resilience Enhancement. Sustainability. 12(4):1-27. https://doi.org/10.3390/su12041464S127124Christopher, M., & Peck, H. (2004). Building the Resilient Supply Chain. 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Evolution of Supply Chain Collaboration: Implications for the Role of Knowledge

Increasingly, research across many disciplines has recognized the shortcomings of the traditional “integration prescription” for inter-organizational knowledge management. This research conducts several simulation experiments to study the effects of different rates of product change, different demand environments, and different economies of scale on the level of integration between firms at different levels in the supply chain. The underlying paradigm shifts from a static, steady state view to a dynamic, complex adaptive systems and knowledge-based view of supply chain networks. Several research propositions are presented that use the role of knowledge in the supply chain to provide predictive power for how supply chain collaborations or integration should evolve. Suggestions and implications are suggested for managerial and research purposes

Resilience Measurement – Financial Survival Bag Concept Using Rough Fuzzy Set Approach

The current Covid-19 pandemic has starkly revealed the importance of being resilient to enable an organization to stay in business. A resilient performance measurement model to constantly measure an organization’s financial resilience is thus necessary to ensure the continued survivability of the organization. The purpose of this research is to develop a resilience measurement model to measure and unify various metrics into a single unit-less index. This paper is an extension of work on the financial survival bag concept and the measures and metrics from [1].  The financial resilience measurement model was developed using the rough fuzzy set method for any participating SME manufacturer. This model intends to solve the research gaps from previous research conducted on resilience measurement to estimate the duration an organization can survive based on its current resilience result and to gauge the interaction of risk/ disruption with resilience capabilities.  A case study was conducted and the evaluation concurred with the findings of the proposed model as the results reflected their current resilience level. In essence, this research has managed to offer a new way of measurement for resilience to evaluate the financial resilience of any SME manufacturer in Malaysia

Continuity Culture: A Key Factor for Building Resilience and Sound Recovery Capabilities

This article investigates the extent to which Jordanian service organizations seek to establish continuity culture through testing, training, and updating of their business continuity plans. A survey strategy was adopted in this research. Primary and secondary data were used. Semistructured interviews were conducted with five senior managers from five large Jordanian service organizations registered with the Amman Stock Exchange. The selection of organizations was made on the basis of simple random sampling. Interviews targeted the headquarters only in order to obtain a homogenous sample. Three out of five organizations could be regarded as crisis prepared and have better chances for recovery. The other two organizations exhibited characteristics of standard practice that only emphasizes the recovery aspect of business continuity management (BCM), while paying less attention to establishing resilient cultures and embedding BCM. The findings reveal that the ability to recover following major incidents can be improved by embedding BCM in the culture of the organization and by making BCM an enterprise-wide process. This is one of few meticulous studies that have been undertaken in the Middle East and the first in Jordan to investigate the extent to which service organizations focus on embedding BCM in the organizational culture

Resilience and electricity systems: a comparative analysis

Electricity systems have generally evolved based on the natural resources available locally. Few metrics exist to compare the security of electricity supply of different countries despite the increasing likelihood of potential shocks to the power system like energy price increases and carbon price regulation. This paper seeks to calculate a robust measure of national power system resilience by analysing each step in the process of transformation from raw energy to consumed electricity. Countries with sizeable deposits of mineral resources are used for comparison because of the need for electricity-intensive metals processing. We find that shifts in electricity-intensive industry can be predicted based on countries’ power system resilience.Electricity; resilience; energy security

Global Risks 2012, Seventh Edition

The World Economic Forum's Global Risks 2012 report is based on a survey of 469 experts from industry, government, academia and civil society that examines 50 global risks across five categories. The report emphasizes the singular effect of a particular constellation of global risks rather than focusing on a single existential risk. Three distinct constellations of risks that present a very serious threat to our future prosperity and security emerged from a review of this year's set of risks. Includes a special review of the important lessons learned from the 2011 earthquake, tsunami and the subsequent nuclear crisis at Fukushima, Japan. It focuses on therole of leadership, challenges to effective communication in this information age and resilient business models in response to crises of unforeseen magnitude