• 主题
高级搜索  >
历史搜索 清空历史
首页> 外文会议>Computing, Communication, Control, and Management, 2008. CCCM '08 >Managing the Risk of Supply Chain Disruption: Towards a Resilient Approach of Supply Chain Management
【24h】

Managing the Risk of Supply Chain Disruption: Towards a Resilient Approach of Supply Chain Management

机译：管理供应链中断风险：采取弹性供应链管理方法

获取原文
页面导航
  • 摘要
  • 著录项
  • 相似文献
  • 相关主题

摘要

Disruption risk has received increasing attention in the last few years, when it comes to global supply chains, the potential for disruption comes in many packages, from large-scale natural disasters and terrorist attacks to plant manufacturing fires, widespread electrical blackouts, and operational contingencies such as shipping ports too small to handle the flow of goods coming into a country. The reason is undoubtedly that, supply chain innovation over the past decade has focused on flexibility and responsiveness, with longer paths and shorter clock speeds, todaypsilas leaner, just-in-time globalized supply chains are more vulnerable than ever before to natural and man-made disasters, and there are more opportunities for disruption and a smaller margin for error if a disruption takes place. So, managing supply chain disruptions revolves around two goals: first, to thoroughly understand the potential of identified risks; and second, to increase the capacity of the supply chain - within reasonable limits - to sustain and absorb disruption without serious impact, a reality that creates greater demands on companies to keep supply chains flexible and integrate disruption risk management into every facet of supply chain operations.In this paper, we expressed out views in three steps, the first part, we delivered a framework for risks analyzing in supply chains, and second, we developed approaches on building resilient supply chains, and also gave some advices on how to build up resilient supply chains. In the third part, we provided Ericsson as a case to support our views.
机译：在过去的几年中，当涉及全球供应链时，中断风险已受到越来越多的关注，从大规模自然灾害和恐怖袭击到工厂制造火灾，大范围的电力中断和运营突发事件等许多方面，中断的可能性都在许多方面例如航运港口太小，无法处理进入一个国家的货物流。毫无疑问，原因在于，过去十年来，供应链创新一直侧重于灵活性和响应能力，路径更长，时钟速度更短，如今，更精简，及时的全球化供应链比以往任何时候都更容易受到自然和人为因素的影响。造成灾难，如果发生破坏，则有更多的破坏机会，出错的可能性也较小。因此，管理供应链中断涉及两个目标：第一，要彻底了解已识别风险的潜力;第二，要充分了解已发现的潜在风险。第二，在合理的范围内提高供应链的能力，以在不造成严重影响的情况下维持和吸收破坏，这一现实对公司提出了更高的要求，以保持供应链的灵活性并将破坏风险管理整合到供应链运营的各个方面。在本文中，我们分三步表达了观点，第一部分，我们提供了供应链风险分析的框架，第二部分，我们开发了建立弹性供应链的方法，并就如何建立供应链提出了一些建议。弹性的供应链。在第三部分中，我们提供了爱立信作为支持我们观点的案例。

著录项

相似文献

  • 外文文献
  • 中文文献
  • 专利
获取原文

客服邮箱：kefu@zhangqiaokeyan.com

京公网安备：11010802029741号 ICP备案号：京ICP备15016152号-6 六维联合信息科技 (北京) 有限公司©版权所有

  • 客服微信

  • 服务号