LEADER 00000cam a2200541Ma 4500 
003    OCoLC 
005    20240129213017.0 
006    m        u         
007    cr cn||||||||| 
008    150904s2014    xx      o     ||| 0 eng d 
020    |q(MIT55318) 
024 8  53863MIT55318 
035    (OCoLC)1159644176 
040    UKBTH|beng|cUKBTH|dOCLCF|dOCLCO|dOCL|dOCLCO|dOCLCQ|dOCLCO 
049    INap 
099    eBook O'Reilly for Public Libraries 
100 1  Kim, Sang,|eauthor.|0(uri) http://id.loc.gov/authorities/
       names/n2005079861|0(uri) http://viaf.org/viaf/sourceID/
       LC%7cn2005079861 
245 10 Reducing the Risk of Supply Chain Disruptions|h[electronic
       resource] /|cKim, Sang.|h[O'Reilly electronic resource] 
250    1st edition. 
264  1 |bMIT Sloan Management Review,|c2014. 
300    1 online resource (8 p.) 
336    text|btxt|2rdacontent 
337    computer|bc|2rdamedia 
338    online resource|bcr|2rdacarrier 
347    text file 
365    |b6.50 
520    The early years of the 21st century have been notable for 
       major supply chain disruptions that have highlighted 
       vulnerabilities for individual companies and for entire 
       industries. In addition to the loss of life, the Japanese 
       tsunami in 2011 left the world auto industry reeling for 
       several months. Thailand's 2011 floods impacted the supply
       chains of computer manufacturers dependent on hard disks 
       and Japanese auto companies with plants in Thailand. The 
       authors note that companies want to protect their supply 
       chains from serious and costly disruptions, but the most 
       obvious solutions -- increasing inventory, adding capacity
       at different locations and having multiple suppliers -- 
       undermine supply chain cost efficiency. Surveys have shown
       that while managers appreciate the impact of supply chain 
       disruptions, they have done very little to prevent such 
       incidents or mitigate their impacts. The authors argue 
       that supply chain efficiency, which is directed at 
       improving financial performance, is different from supply 
       chain resilience, in which the goal is risk reduction. 
       Although both require dealing with risks, recurrent risks 
       (such as demand fluctuations) require companies to focus 
       on efficiency in improving the way they match supply and 
       demand, while disruptive risks require companies to build 
       resilience despite additional cost. Recently, managers 
       have become much better at managing global supply chains 
       through improved planning and execution and building 
       operational reserves such as production capacity and 
       inventory. However, the authors argue that reliance on 
       sole-source suppliers, common parts and centralized 
       inventories has left companies vulnerable to disruptive 
       risks. Although sourcing from or outsourcing to distant 
       low-cost locations and eliminating excess capacity and 
       redundant suppliers can make supply chains more cost-
       efficient, they also make supply chains more vulnerable. 
       How should managers reduce their supply chain's exposure 
       to disruptive risks without giving up hard-earned gains in
       performance from improved supply chain efficiency? The 
       authors suggest two strategies: (1) segmenting the supply 
       chain or (2) regionalizing the supply chain. Whereas a 
       supply chain focused on performance improvement may find 
       itself without backup sources for critical parts or 
       commodities, segmented or regionalized supply chains can 
       design and deploy solutions fairly quickly in case of a 
       disruption. The authors further suggest that companies 
       design bu... 
542    |fCopyright © 2014 MIT Sloan Management Review|g2014 
550    Made available through: Safari, an O'Reilly Media Company.
590    O'Reilly|bO'Reilly Online Learning: Academic/Public 
       Library Edition 
650  0 Business logistics. 
650  0 Business logistics|xManagement. 
650  6 Logistique (Organisation) 
650  6 Logistique (Organisation)|xGestion. 
650  7 Business logistics|xManagement|2fast 
650  7 Business logistics|2fast 
700 1  Plambeck, Erica,|eauthor. 
700 1  Tang, Christopher,|eauthor. 
700 1  Lee, Hau,|eauthor. 
700 1  Sheffi, Yossi,|eauthor. 
700 1  Beamon, Benita,|eauthor. 
700 1  Rice, James,|eauthor.|0(uri) http://id.loc.gov/authorities
       /names/n88115528|0(uri) http://viaf.org/viaf/sourceID/
       LC%7cn88115528 
700 1  Rosenfield, Donald,|eauthor. 
700 1  Sodhi, ManMohan,|eauthor. 
700 1  Copaṛā, Sunīla,|eauthor.|0(uri) http://id.loc.gov/
       authorities/names/n2010211755|0(uri) http://viaf.org/viaf/
       sourceID/LC%7cn2010211755 
710 2  Safari, an O'Reilly Media Company. 
856 40 |uhttps://ezproxy.naperville-lib.org/login?url=https://
       learning.oreilly.com/library/view/~/53863MIT55318/?ar
       |zAvailable on O'Reilly for Public Libraries 
994    92|bJFN