The Severity of Supply Chain Disruptions: Design Characteristics and Mitigation Capabilities
ABSTRACT 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 relevan...
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| Published in: | Decision sciences Vol. 38; no. 1; pp. 131 - 156 |
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| Main Authors: | , , , |
| Format: | Journal Article |
| Language: | English |
| Published: |
Malden, USA
Blackwell Publishing Inc
01.02.2007
American Institute for Decision Sciences |
| Subjects: | |
| ISSN: | 0011-7315, 1540-5915 |
| Online Access: | Get full text |
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| Abstract | ABSTRACT
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. |
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| AbstractList | 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. 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. [PUBLICATION ABSTRACT] ABSTRACT 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. |
| Author | Craighead, Christopher W. Handfield, Robert B. Rungtusanatham, M. Johnny Blackhurst, Jennifer |
| Author_xml | – sequence: 1 givenname: Christopher W. surname: Craighead fullname: Craighead, Christopher W. organization: Auburn University, Department of Management, Lowder Building, Suite 401, Auburn, AL 36849, e-mail: craigcw@auburn.edu – sequence: 2 givenname: Jennifer surname: Blackhurst fullname: Blackhurst, Jennifer organization: Iowa State University, College of Business, Logistics, Operations and MIS Department, 3131 Gerdin Business Building, Ames, Iowa 50011-1350, e-mail: jvblackh@iastate.edu – sequence: 3 givenname: M. Johnny surname: Rungtusanatham fullname: Rungtusanatham, M. Johnny organization: University of Minnesota, Carlson School of Management, 3-233 CarlSMgmt, Minneapolis, MN 55455, e-mail: j.rungtusanatham@csom.umn.edu – sequence: 4 givenname: Robert B. surname: Handfield fullname: Handfield, Robert B. organization: North Carolina State University, College of Management, Campus Box 7229, Raleigh, NC 27695-7229, e-mail: Robert_Handfield@ncsu.edu |
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| References_xml | – reference: Kleindorfer, P., & Saad, G. (2005). Managing disruption risks in supply chains. Production and Operations Management, 14(1), 53-68. – reference: Handfield, R., & Nichols, E. (1999). Introduction to supply chain management. Englewood Cliffs , NJ : Prentice Hall. – reference: Svensson, G. (2000). A conceptual framework for the analysis of vulnerability in supply chains. International Journal of Physical Distribution & Logistics Management, 30, 731-749. – reference: Tomlin, B. (2006). On the value of mitigation and contingency strategies for managing supply chain disruption risks. Management Science, 52, 639-657. – reference: Sodhi, M. (2005). Managing demand risk in tactical supply chain planning for a global consumer electronics company. Production and Operations Management, 14(1), 69-79. – reference: Crampton, S. M., & Wagner, J. A. (1994). Percept-percept inflation in microorganizational research: An investigation of prevalence and effect. Journal of Applied Psychology, 79, 67-76. – reference: Grant, R. M. (1991). The resource-based theory of competitive advantage: Implications for strategy formulation. California Management Review, 33(3), 114-135. – reference: Hallikas, J., Karvonen, I., Pulkkinen, U., Virolainen, V.-M., & Tuominen, M. (2004). Risk management processes in supplier networks. International Journal of Production Economics, 90(1), 47-58. – reference: Stauffer, D. (2003). Risk: The weak link in your supply chain. Harvard Management Update, 8(3), 3-5. – reference: Trent, R., & Monczka, R. (2003). Understanding integrated global sourcing. International Journal of Physical Distribution & Logistics Management, 33, 607-629. – reference: Yin, R. (1994). Case study research: Design and methods. Newbury Park , CA : Sage. – reference: Sheffi, Y. (2001). Supply chain management under the threat of international terrorism. International Journal of Logistics Management, 12(2), 1-11. – reference: Ogden, J. (2006). Supply base reduction: An empirical study of critical success factors. Journal of Supply Chain Management, 42(4), 29-39. – reference: Sinha, P., Whitman, L., & Malzahn, D. (2004). Methodology to mitigate supplier risk in an aerospace supply chain. Supply Chain Management: An International Journal, 9(2), 154-168. – reference: Eisenhardt, K. (1989). Building theories from case study research. Academy of Management Review, 14, 532-550. – reference: Green, M. (2004). Loss/risk management notes: Survey: Executives rank fire, disruptions top threats. Best's Review, 105(5), 105. – reference: Choi, T. Y., & Krause, D. R. (2006). The supply base and its complexity: Implications for transaction costs, risks, responsiveness, and innovation. Journal of Operations Management, 24, 637-652. – reference: Mitroff, I., & Alpasan, M. (2003). Preparing for evil. Harvard Business Review, 81(4), 109-115. – reference: Applequist, G. E., Pekny, J. F., & Reklaitis, G. V. (2000). Risk and uncertainty in managing chemical manufacturing supply chains. Computers and Chemical Engineering, 24, 2211-2222. – reference: Flanagan, J. (1954). The critical incident technique. Psychological Bulletin, 51, 327-359. – reference: Hendricks, K., & Singhal, V. (2003). The effect of supply chain glitches on shareholder wealth. Journal of Operations Management, 21, 501-522. – reference: Peck, H. (2005). Drivers of supply chain vulnerability: An integrated framework. International Journal of Physical Distribution & Logistics Management, 35, 210-232. – reference: Fine, C. H. (1998). Clockspeed: Winning industry control on the age of temporary advantage. Reading , MA : Perseus Books. – reference: Johnson, M. E. (2001). Learning from toys: Lessons in managing supply chain risk from the toy industry. California Management Review, 43(3), 106-126. – reference: Morgan, D. L. (1997). Focus groups as qualitative research. Thousand Oaks , CA : Sage. – reference: Latour, A. (2001). Trial by fire: A blaze in Albuquerque sets off major crisis for cell-phone giants-Nokia handles supply shock with aplomb as Ericsson of Sweden gets burned-Was SISU the difference? Wall Street Journal, January 29, A1. – reference: Zsidisin, G., Ellram, L., Carter, J., & Cavinato, J. (2004). An analysis of supply chain assessment techniques. International Journal of Physical Distribution & Logistics Management, 34, 397-413. – reference: Wu, L., Yue, X., & Sim, T. (2006). Supply clusters: A key to China's cost advantage. Supply Chain Management Review, 10(2), 46-51. – reference: Chopra, S., & Sodhi, M. (2004). Managing risk to avoid supply-chain breakdown. MIT Sloan Management Review, 46(1), 53-61. – reference: Zsidisin, G., Melnyk, S., & Ragatz, G. (2005). An institutional theory perspective of business continuity planning for purchasing and supply management. International Journal of Production Research, 43, 3401-3420. – reference: Rice, J., & Caniato, F. (2003). Building a secure and resilient supply chain. Supply Chain Management Review, 7(5), 22-30. – reference: Doty, D. H., & Glick, W. H. (1998). Common methods bias: Does common methods variance really bias results? Organizational Research Methods, 1, 374-406. – reference: Harland, C., Brenchley, R., & Walker, H. (2003). Risk in supply networks. Journal of Purchasing and Supply Management, 9(2), 51-62. – reference: Cavinato, J. L. (2004). Supply chain logistics risk. International Journal of Physical Distribution & Logistics Management, 34, 383-387. – reference: Mennecke, B., Crossland, M., & Killingsworth, B. (2000). Is a map more than a picture? The role of SDSS technology, subject characteristics, and problem complexity on map reading and problem solving. MIS Quarterly, 24, 601-629. – reference: Miles, M., & Huberman, M. (1994). Qualitative data analysis. Thousand Oaks , CA : Sage. – reference: Ronan, W., & Latham, G. P. (1974). The reliability and validity of the critical incident technique: A closer look. Studies in Personnel Psychology, 6(1), 53-64. – reference: Buhman, C., Kekre, S., & Singhal, J. (2005). Interdisciplinary and interorganizational research: Establishing the science of enterprise networks. Production and Operations Management, 14, 493-514. – reference: Hendricks, K., & Singhal, V. (2005). An empirical analysis of the effect of supply chain disruptions on long run stock price performance and equity risk of the firm. Production and Operations Management, 14(1), 35-52. – reference: Sheffi, Y., & Rice, J. (2005). A supply chain view of the resilient enterprise. MIT Sloan Management Review, 47(1), 41-48. – reference: Trent, R., & Monczka, R. (2005). Understanding integrated global sourcing. International MIT Sloan Management Review, 47(1), 24-32. – reference: Zsidisin, G., & Ellram, L. (2003). An agency theory investigation of supply risk management. 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The role of SDSS technology, subject characteristics, and problem complexity on map reading and problem solving publication-title: MIS Quarterly – volume: 10 start-page: 46 issue: 2 year: 2006 end-page: 51 article-title: Supply clusters: A key to China's cost advantage publication-title: Supply Chain Management Review – volume: 47 start-page: 24 issue: 1 year: 2005 end-page: 32 article-title: Understanding integrated global sourcing publication-title: International MIT Sloan Management Review – volume: 33 start-page: 114 issue: 3 year: 1991 end-page: 135 article-title: The resource‐based theory of competitive advantage: Implications for strategy formulation publication-title: California Management Review – volume: 8 start-page: 3 issue: 3 year: 2003 end-page: 5 article-title: Risk: The weak link in your supply chain publication-title: Harvard Management Update – volume: 7 start-page: 22 issue: 5 year: 2003 end-page: 30 article-title: Building a secure and resilient supply chain publication-title: Supply Chain Management Review – volume: 14 start-page: 532 year: 1989 end-page: 550 article-title: Building theories from case study research publication-title: Academy of Management Review – volume: 6 start-page: 53 issue: 1 year: 1974 end-page: 64 article-title: The reliability and validity of the critical incident technique: A closer look publication-title: Studies in Personnel Psychology – year: 1996 – start-page: A1 year: 2001 article-title: Trial by fire: A blaze in Albuquerque sets off major crisis for cell‐phone giants—Nokia handles supply shock with aplomb as Ericsson of Sweden gets burned—Was SISU the difference? publication-title: Wall Street Journal – volume: 9 start-page: 51 issue: 2 year: 2003 end-page: 62 article-title: Risk in supply networks publication-title: Journal of Purchasing and Supply Management – year: 1994 – volume: 12 start-page: 1 issue: 2 year: 2001 end-page: 11 article-title: Supply chain management under the threat of international terrorism publication-title: International Journal of Logistics Management – year: 1998 – volume: 43 start-page: 3401 year: 2005 end-page: 3420 article-title: An institutional theory perspective of business continuity planning for purchasing and supply management publication-title: International Journal of Production Research – volume: 52 start-page: 639 year: 2006 end-page: 657 article-title: On the value of mitigation and contingency strategies for managing supply chain disruption risks publication-title: Management Science – volume: 24 start-page: 2211 year: 2000 end-page: 2222 article-title: Risk and uncertainty in managing chemical manufacturing supply chains publication-title: Computers and Chemical Engineering – volume: 30 start-page: 731 year: 2000 end-page: 749 article-title: A conceptual framework for the analysis of vulnerability in supply chains publication-title: International Journal of Physical Distribution & Logistics Management – volume: 79 start-page: 67 year: 1994 end-page: 76 article-title: Percept‐percept inflation in microorganizational research: An investigation of prevalence and effect publication-title: Journal of Applied Psychology – volume: 90 start-page: 47 issue: 1 year: 2004 end-page: 58 article-title: Risk management processes in supplier networks publication-title: International Journal of Production Economics – volume: 1 start-page: 374 year: 1998 end-page: 406 article-title: Common methods bias: Does common methods variance really bias results? publication-title: Organizational Research Methods – volume: 33 start-page: 607 year: 2003 end-page: 629 article-title: Understanding integrated global sourcing publication-title: International Journal of Physical Distribution & Logistics Management – volume: 81 start-page: 109 issue: 4 year: 2003 end-page: 115 article-title: Preparing for evil publication-title: Harvard Business Review – volume: 24 start-page: 637 year: 2006 end-page: 652 article-title: The supply base and its complexity: Implications for transaction costs, risks, responsiveness, and innovation publication-title: Journal of Operations Management – volume: 21 start-page: 501 year: 2003 end-page: 522 article-title: The effect of supply chain glitches on shareholder wealth publication-title: Journal of Operations Management – volume: 105 start-page: 105 issue: 5 year: 2004 article-title: Loss/risk management notes: Survey: Executives rank fire, disruptions top threats publication-title: Best's Review – year: 1997 – volume: 14 start-page: 69 issue: 1 year: 2005 end-page: 79 article-title: Managing demand risk in tactical supply chain planning for a global consumer electronics company publication-title: Production and Operations Management – volume: 34 start-page: 397 year: 2004 end-page: 413 article-title: An analysis of supply chain assessment techniques publication-title: International Journal of Physical Distribution & Logistics Management – volume: 46 start-page: 53 issue: 1 year: 2004 end-page: 61 article-title: Managing risk to avoid supply‐chain breakdown publication-title: MIT Sloan Management Review – volume: 14 start-page: 53 issue: 1 year: 2005 end-page: 68 article-title: Managing disruption risks in supply chains publication-title: Production and Operations Management – volume: 34 start-page: 383 year: 2004 end-page: 387 article-title: Supply chain logistics risk publication-title: International Journal of Physical Distribution & Logistics Management – volume: 51 start-page: 327 year: 1954 end-page: 359 article-title: The critical incident technique publication-title: Psychological Bulletin – volume: 43 start-page: 106 issue: 3 year: 2001 end-page: 126 article-title: Learning from toys: Lessons in managing supply chain risk from the toy industry publication-title: California Management Review – volume: 42 start-page: 29 issue: 4 year: 2006 end-page: 39 article-title: Supply base reduction: An empirical study of critical success factors publication-title: Journal of Supply Chain Management – volume: 9 start-page: 154 issue: 2 year: 2004 end-page: 168 article-title: Methodology to mitigate supplier risk in an aerospace supply chain publication-title: Supply Chain Management: An International Journal – volume: 47 start-page: 41 issue: 1 year: 2005 end-page: 48 article-title: A supply chain view of the resilient enterprise publication-title: MIT Sloan Management Review – volume: 39 start-page: 15 issue: 3 year: 2003 end-page: 29 article-title: An agency theory investigation of supply risk management publication-title: Journal of Supply Chain Management – volume: 14 start-page: 493 year: 2005 end-page: 514 article-title: Interdisciplinary and interorganizational research: Establishing the science of enterprise networks publication-title: Production and Operations Management – volume: 35 start-page: 210 year: 2005 end-page: 232 article-title: Drivers of supply chain vulnerability: An integrated framework publication-title: International Journal of Physical Distribution & Logistics Management – volume: 14 start-page: 35 issue: 1 year: 2005 end-page: 52 article-title: An empirical analysis of the effect of supply chain disruptions on long run stock price performance and equity risk of the firm publication-title: Production and Operations Management – year: 1999 – volume-title: The Oxford Executive Research Briefings year: 1996 ident: e_1_2_8_21_1 – volume: 105 start-page: 105 issue: 5 year: 2004 ident: e_1_2_8_13_1 article-title: Loss/risk management notes: Survey: Executives rank fire, disruptions top threats publication-title: Best's Review – ident: e_1_2_8_19_1 doi: 10.2307/41166091 – ident: e_1_2_8_44_1 doi: 10.1080/00207540500095613 – ident: e_1_2_8_2_1 doi: 10.1016/S0098-1354(00)00585-8 – ident: e_1_2_8_37_1 doi: 10.1287/mnsc.1060.0515 – volume-title: Clockspeed: Winning industry control on the age of temporary advantage year: 1998 ident: e_1_2_8_10_1 – volume-title: Introduction to supply chain management year: 1999 ident: e_1_2_8_15_1 – ident: e_1_2_8_14_1 doi: 10.1016/j.ijpe.2004.02.007 – ident: e_1_2_8_16_1 doi: 10.1016/S1478-4092(03)00004-9 – ident: e_1_2_8_39_1 doi: 10.1108/09600030310499286 – ident: e_1_2_8_17_1 doi: 10.1016/j.jom.2003.02.003 – start-page: A1 year: 2001 ident: e_1_2_8_22_1 article-title: Trial by fire: A blaze in Albuquerque sets off major crisis for cell‐phone giants—Nokia handles supply shock with aplomb as Ericsson of Sweden gets burned—Was SISU the difference? publication-title: Wall Street Journal – volume-title: Qualitative data analysis year: 1994 ident: e_1_2_8_24_1 – volume: 6 start-page: 53 issue: 1 year: 1974 ident: e_1_2_8_30_1 article-title: The reliability and validity of the critical incident technique: A closer look publication-title: Studies in Personnel Psychology – ident: e_1_2_8_3_1 doi: 10.1111/j.1937-5956.2005.tb00236.x – ident: e_1_2_8_33_1 doi: 10.1108/13598540410527051 – ident: e_1_2_8_11_1 doi: 10.1037/h0061470 – ident: e_1_2_8_12_1 doi: 10.2307/41166664 – volume: 46 start-page: 53 issue: 1 year: 2004 ident: e_1_2_8_6_1 article-title: Managing risk to avoid supply‐chain breakdown publication-title: MIT Sloan Management Review – volume: 8 start-page: 3 issue: 3 year: 2003 ident: e_1_2_8_35_1 article-title: Risk: The weak link in your supply chain publication-title: Harvard Management Update – ident: e_1_2_8_43_1 doi: 10.1111/j.1745-493X.2003.tb00156.x – ident: e_1_2_8_26_1 doi: 10.4135/9781412984287 – ident: e_1_2_8_7_1 doi: 10.1037/0021-9010.79.1.67 – ident: e_1_2_8_28_1 doi: 10.1108/09600030510599904 – volume: 47 start-page: 41 issue: 1 year: 2005 ident: e_1_2_8_32_1 article-title: A supply chain view of the resilient enterprise publication-title: MIT Sloan Management Review – ident: e_1_2_8_42_1 doi: 10.1108/09600030410545445 – ident: e_1_2_8_23_1 doi: 10.2307/3250949 – ident: e_1_2_8_36_1 doi: 10.1108/09600030010351444 – ident: e_1_2_8_4_1 doi: 10.1108/09600030410545427 – ident: e_1_2_8_18_1 doi: 10.1111/j.1937-5956.2005.tb00008.x – volume: 7 start-page: 22 issue: 5 year: 2003 ident: e_1_2_8_29_1 article-title: Building a secure and resilient supply chain publication-title: Supply Chain Management Review – ident: e_1_2_8_31_1 doi: 10.1108/09574090110806262 – ident: e_1_2_8_9_1 doi: 10.2307/258557 – ident: e_1_2_8_8_1 doi: 10.1177/109442819814002 – ident: e_1_2_8_20_1 doi: 10.1111/j.1937-5956.2005.tb00009.x – volume: 47 start-page: 24 issue: 1 year: 2005 ident: e_1_2_8_38_1 article-title: Understanding integrated global sourcing publication-title: International MIT Sloan Management Review – ident: e_1_2_8_5_1 doi: 10.1016/j.jom.2005.07.002 – volume: 10 start-page: 46 issue: 2 year: 2006 ident: e_1_2_8_40_1 article-title: Supply clusters: A key to China's cost advantage publication-title: Supply Chain Management Review – ident: e_1_2_8_34_1 doi: 10.1111/j.1937-5956.2005.tb00010.x – volume-title: Case study research: Design and methods year: 1994 ident: e_1_2_8_41_1 – volume: 81 start-page: 109 issue: 4 year: 2003 ident: e_1_2_8_25_1 article-title: Preparing for evil publication-title: Harvard Business Review – ident: e_1_2_8_27_1 doi: 10.1111/j.1745-493X.2006.00020.x |
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Supply chain disruptions and the associated operational and financial risks represent the most pressing concern facing firms that compete in today's... Supply chain disruptions and the associated operational and financial risks represent the most pressing concern facing firms that compete in today's global... |
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| SubjectTerms | Business Continuity Planning Business planning Case Studies Decision making Disruption Empirical Research Focus Groups Markets Mitigation Multimethod Research Procurement Purchasing Research design Research methodology Resilience Severity Sourcing Studies Suppliers Supply Supply Chain Design Supply Chain Disruptions Supply Chain Management Supply Chain Uncertainty Supply chains Supply Risk Management Telephone Interviews Theory Building Vulnerability |
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| Title | The Severity of Supply Chain Disruptions: Design Characteristics and Mitigation Capabilities |
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| Volume | 38 |
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