Supply Chain Risk Oregon State University供应链风险俄勒冈州立大学.pptVIP

Supply Chain Risk David Josleyn Matt Revelle Forms of Risk Industrial Plant Fires Loss of Intellectual Property Work Slowdowns or Stoppages Natural Disasters Payment/Credit/Insolvency Geopolitical Issues Demand Changes ETC… Recent Events 1995 Kobe Japan Earthquake West Coast Longshoreman Strike Poor Software Implementation Nike’s Child Labor Issue Land Rover’s Supplier Leverage Hurricane Katrina Cost Minimization Approach Supplier Certification Social Responsibility The Role of Ports in USA Trade Third Party Logistics RFID BPO to India The Virtual Chain How Many Suppliers do You Need Creating a Diverse Supply Base Cost Realities Cost Minimization Can Lead to Over-Concentration of Resources JIT, Lean Global Dispersion, Single Source Suppliers Similar to an Undiversified Portfolio Successful When Status Quo Remains Very Sensitive to Changes or Exceptions Network Dependencies Limited Vertical Integration Slave to Internal Networks Supply Chains ? Supply Networks Linear ? Complex Search for Competitive Advantage has led to More Aggressive Business Trends JIT, Customization, Low Cost Advantage Thinking Globally, E-Commerce Fragile Chains/Networks Over-Concentration Amplification of Risk Events Impact Examples: Land Rover Chassis’ Longshoreman Strike Toyota Fire What To Do About Risk Ignore/Acknowledge Mitigate Transfer Accept Consulting Firms 6 Steps to Managing Risk 18 Ways to Guard Against Disruption Core Risks 4 Next Steps Software Solves All Analytical Risk Mitigation Academic Thought Accurate Information/Accessibility Visibility Flexibility (Lean vs. Agile) Contingency Plans Diversify Supply Chain Portfolio Supplier Relationships Are Key Misinterpretation Holding Excessive Inventory Inflated Production Times Parkinson’s Law Increasing Delivery Time for Customers Low-Quality Domestic Suppliers Risk Spiral Risk Summary Risk is Everywhere Cost Reduction Increases Risks Probability Reduction of Risk is Relationship Dependant Sources S