Global supply chain risk management strategies
王姓的来源简介Ila Manuj
Department of Marketing and Logistics,University of North Texas,Denton,
Texas,USA,and John T.Mentzer The University of Tenne,Knoxville,Tenne,USA
Abstract
Purpo –Global supply chains are more risky than domestic supply chains due to numerous links interconnecting a wide network of firms.The links are prone to disruptions,bankruptcies,breakdowns,macroeconomic and political changes,and disasters leading to higher risks and making risk management difficult.The purpo of this paper is to explore the phenomenon of risk management and risk management strategies in global supply chains.
Design/methodology/approach –This paper is bad on an extensive literature review and a qualitative study comprising 14in-depth interviews and a focus group meeting with nior supply chain executives.
Findings –The study provides insights into the applicability of six risk management strategies with respect to environmental conditions and the role of three moderators.
Rearch limitations/implications –The model is developed in a global manufacturing supply chain context.It should be tested in other contexts and with other methods to provide generalizability.The study takes a much needed step toward building a theory of risk management in global supply chains,which opens important future rearch directions.
Practical implications –This rearch provides direction to managers for choosing risk management strategies bad on the global supply chain environment.Moderators have practical implications for global supply chain managers.
Originality/value –The paper address an identified gap in the literature for lecting risk management strategies in global supply chains.It employs grounded theory,a methodology appropriate for theory-building,to explore a phenomenon with an inadequate theoretical ba.Keywords Risk management,Supply chain management,International business
Paper type Rearch paper
Introduction Global supply chains are a source of competitive advantage.Global configurations of firms provide access to cheap labor and raw materials,better financing opportunities,larger product markets,arbitrage opportunities,and additional inducements offered by host governments to attract fo
reign capital (AlHashim,1980;Kogut and Kulatilaka,1994).However,coupled with the benefits that entice firms to go global are the uncertainties and conquent risks that managers face in global supply chains.As Barry (2004)argues,“An enterpri may have lowest over-all costs in a stable world environment,but may also have the highest level of risk –if any one of the multiple gating factors kink up an elongated global supply chain!”There is wide acknowledgement in the literature of the risks and uncertainties in global supply chains.Although risk management in multinational enterpris has been
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0960-0035.htm
IJPDLM
38,3192
Received 6August 2007
Revid 7January 2008
Accepted 28January 2008International Journal of Physical山西焖面
Distribution &Logistics Management
Vol.38No.3,2008
pp.192-223
windows优化大师
q Emerald Group Publishing Limited
0960-0035
DOI 10.1108/09600030810866986
examined(Baird and Thomas,1985;Baird and Thomas,1991;Carter and Vickery, 1989;Ghoshal,1987;Kogut,1985;Lessard and Lightstone,1986;Miller,1992),risk management was relegated to the background until recently when veral rearchers (Barry,2004;Cavinato,2004;Christopher and Lee,2004;Giunipero and Eltantawy, 2004;Ju¨ttner,2005;
Manuj and Mentzer,2008;Norrman and Jansson,2004;Spekman and Davis,2004;Zsidisin,2003a;Zsidisin et al.,2004)revived an interest in risk management,particularly in global supply chains.Chopra and Sodhi(2004)contend that most companies develop plans to protect against recurrent low-impact risks in their supply chains.Many,however,ignore high-impact,low-likelihood risks.By understanding the variety and interconnectedness of supply chain risks,managers can tailor balanced,effective risk-reduction strategies for their companies.Haur(2003) suggests that in today’s increasingly complex environment,risk adjusted supply chain management can translate into improvedfinancial performance and competitive advantage.In sum,understanding global supply chain risk management is important and a top priority for both academics and practitioners.
An initial review of the literature on risk management in supply chains led to the identification of three major gaps.First,no definition exists that adequately takes into account the unique dimensions of risk and risk management in a global supply chain. Rather,there are a multitude of definitions and conceptualizations,and therefore, confusion between terms such as risks,uncertainties,vulnerabilities,and sources of risks.Second,strategies to address risks warrant more attention(Ju¨ttner,2005). Although veral studies provide a list of risk management strategies(
Ju¨ttner et al., 2003),the studies do not address how managers lect among he antecedents to global supply chain risk management strategies,and their conquences.Ju¨ttner et al.(2003)suggest investigating risk management in different supply chains and developing strategies bad on their environments.Third, there is limited rearch on moderators of the risk management process(Manuj and Mentzer,2008).
In light of the gaps,the purpo of this paper is to take a step toward building a theory of global supply chain risk management strategies.A qualitative rearch design was chon,as not much is known about the phenomenon.Bad on the analysis of in-depth qualitative interviews using grounded theory methodology,a model of risk management strategies in global supply chains is developed.It is important to mention that the context in this qualitative study was manufacturing firms.Manufacturingfirms can be considered the focus of product supply chains,and thus,a good starting point for initial development of supply chain theory.Expanding the theory to other contexts(such as other levels in the supply chain or for rvice providers)is left to future rearch.
This rearch makes three major contributions.A definition of supply chain risk is developed and four types of global supply chain risks are defined.In addition,the interaction of different risks in the global environment is explored.Second,a definition of risk management in a global supply chain context is d
eveloped.Rich descriptions of risk management strategies are provided and important antecedents to strategy lection are discusd.Third,three moderators in the process of risk management are explored,namely team composition,supply chain complexity management,and inter-organizational learning.
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Methodology The nature of the rearch problem should drive the choice of rearch strategy (Creswell,1998;Denzin and Lincoln,1998).Consistent with this philosophy and becau of the lack of extant knowledge on the phenomenon,we employed grounded theory methodology.Grounded theory is a qualitative rearch methodology that allows the exploration of concepts,identification of relationships in raw data,and
organization of concepts and the relationships into a theoretical scheme (Strauss and Corbin,1998).Another advantage of grounded theory is the ability to handle complex phenomenon su
ch as risk management becau the methodology emphasizes the need for developing multiple concepts and their linkages in order to capture the central phenomenon.Insights from the grounded theory study and existing literature were ud to develop the model prented in this paper.
Selecting participants who can provide meaningful data on multiple incidents is critical for grounded theory.To maximize the variations in the phenomenon,we interviewed managers involved in making and executing global supply chain decisions from a variety of manufacturing companies,including home appliances,electronic component suppliers,pharmaceuticals and over-the-counter products,office products,heavy equipment,and consumer goods.A varied group of managers holding different positions from different industries and firms with different sizes were recruited to look for similar incidents across multiple contexts.We included managers who had worked in veral different companies and industries,as well as tho who had worked with one organization over an extended period of time and witnesd the company move through veral transformations.
The data in this paper come primarily from fourteen in-depth qualitative interviews with nior supply chain executives across eight companies.Apart from the interviews,we also conducted a focus group meeting involving ven nior executives of a global manufacturing firm.Five of the ven executives were later interviewed parately for this study and are a part of the 14in-depth interview
高铁动车s.In total,the study had 16unique participants.
The number and content of in-depth interviews was bad on the concept of “theoretical sampling,”i.e.successive respondents were chon bad on the emerging theory.The initial participant sample was bad on a participant’s interest in and experience with the phenomenon,job profiles,articulation skills,and willingness to participate in the rearch.Theoretical sampling ensures adequate reprentation of important themes.It is a process of data collection for generating theory whereby the analyst jointly collects,codes,and analyzes the data and decides what data to collect next and where to find them,in order to develop the theory as it emerges (Glar,1978).We started with broad open-ended questions which were followed by focud and directed questions as the interviews progresd within interviews and between successive interviews (Morrison et al.,2002;Strauss and Corbin,1998).
Interviews continued until “theoretical saturation”was reached –i.e.further interviews did not reveal any new information related to antecedents,risk management strategies,dimensions of risk,or moderators in the risk management process.In theory building,the objective is deep understanding from a few key informants (McCracken,1988).Generalizing the findings is the purpo of theory-testing rearch (Mentzer and Flint,1997),such as surveys,experiments,or simulation.Fourteen interv
iews are in line with the qualitative rearch
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guidelines that eight or fewer informants often provide theoretical saturation (McCracken,1988;Strauss and Corbin,1998).We reached theoretical saturation in the13th interview,which did not reveal anything significantly new.We conducted one more interview to confirm theoretical saturation.We found that the13th and 14th interviews did not add much to our understanding of the phenomenon though the interviews did provide additional support for our constructs.Discovering commonalties between different respondents helped in getting to the core of the phenomenon.The constructs included in the model were discusd by multiple interviewees.Also,as suggested by the concept of“fit”(Table I),only tho concepts mentioned by a participant were included thatfit with the substantive area under investigation(Strauss and Corbin,1990).All constructs included in the model were deliberated by the authors following repeated readings of the transcripts. Furthermore,the feedback from respondents on summaries of their interviews provided insights into whether a construct should be included.
All interviews but one were recorded and transcribed verbatim.Detailed notes were taken for one inte
rview participant who refud recording his/her interview. The interview transcriptions were analyzed using the ATLAS.Ti software.The grounded theory methodology of systematic organization and constant comparison of data within and between interviews using open,axial,lective coding was followed.
In view of the fact that the authors have a good understanding of the extant literature on risk management,a conscious attempt was made to keep this knowledge away from the ongoing rearch to prevent the interference of this knowledge. The primary rearchers wrote down all they knew or believed to be true about the phenomenon of risk management.This made the rearchers aware of their Criteria(and explanation)Step(s)taken
Credibility(extent to which the results appear to be acceptable reprentations of the data)Participants reviewed thefindings and provided feedback
Transferability(extent to which thefindings from one study in one context will apply to other contexts)Participants chon bad on theoretical sampling
Diver sample reprenting variations in type of industry,responsibilities,position level,and company size
Dependability(extent to which thefindings are unique to time and place;the stability or consistency of explanations)Participants reflected as far back as15-20years Core categories existed across industries
Confirmability(extent to which interpretations are the result of the participants and the phenomenon as oppod to rearcher bias)Documenting all personal knowledge of phenomenon to keep presuppositions away and journal-keeping to record personal viewpoints Findings supported by quotes
Allfindings reviewed by both rearchers
Integrity(extent to which interpretations are influenced by misinformation or evasions by participants)Confidentiality assurance to participants
Non-threatening interviews by rearcher trained in qualitative rearch
Sources:Adapted from Flint and Mentzer(2000)and Flint et al.(2002)
Table I.
Evaluation criteria
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preconceived theoretical notions about the phenomena.This list was ud during the drafting of the interview protocol to make sure the presuppositions were not forced into the interview questions.This list was also referred to repeatedly during data analysis to ensure that insights were coming from the data and not artifacts of preconceived notions.Wherever appropriate,Glar’s (1978)advice was followed to u the literature as another source of data and was incorporated into the findings from the qualitative
study.
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The interview protocol is prented in the Appendix.A list of criteria for evaluating qualitative rearch and our efforts to maintain rigor are prented in Table I.The criterion for “credibility”needs particular mention.Each interviewee was provided a copy of the transcript of his/her interview.All significant comments from the interviewees were incorporated into the data analysis.At the end of ea
ch interview,the interviewer summarized the major points from the interview and gave the interviewee an opportunity to provide feedback.All interviewees had some comments at this stage that were duly noted/recorded and incorporated during data analysis.Lastly,all interviewees received a summary of the overall findings across all interviews and provided feedback.This feedback was ud to fine-tune the findings.
Refining the concept of risk
The interviews revealed multiple interpretations of risk.One nior executive in a leading home appliance manufacturing firm said:
Risks are all tho things that keep you away from the perfect path and perfect outcomes and (you)got to be able to translate (risks)into dollars somehow.
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Another manager remarked,“Unintended outcomes,you know,is the risk.”The and veral other definitions provided by supply chain managers are consistent with the literature that suggests two components of risk:
(1)potential loss (if the risk is realized,what loss will result and what is the significance of the conquences of the loss (Harland et al.,2003;Manuj and Mentzer,2008;Mitchell,1995));and
(2)likelihood of tho loss (the probability of the occurrence of an event that leads to realization of the risk).
集思广益Therefore,risk is the expected outcome of an uncertain uncertain events lead to the existence of risks.We call the uncertain events “risk events.”While probability and impact of loss are the most commonly discusd dimensions of risk,two more risk dimensions (speed and frequency)are important in global supply chains.The quote below illustrates the conquences of slow discovery of a risk event (defective capacitors)coupled with a three-month pipeline:
We’re three levels down into the supply chain here and we design the (circuit)board,we get it contract manufactured (in China),and sometimes we’re buying the components,sometimes the contract manufacturer is buying the components.But a component supplier,their process for making capacitors went out of control.Capacitors got integrated into our boards and you know,months later,unfortunately,in this ca,you’re finding field failures becau,it wasn’t immediate failure,it was a failure over time .So,even though all the reliability work had been IJPDLM 38,3196