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7/31/2019 Managing Supply

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Managing supply chains in timesof crisis: a review of literature

and insightsMalini Natarajarathinam, Ismail Capar and

Arunachalam Narayanan Department of Engineering Technology and Industrial Distribution,

Texas A&M University, College Station, Texas, USA

AbstractPurpose – The purpose of this paper is to review the literature to describe the current practices andresearch trends in managing supply chains in crisis. This paper also provides directions for futureresearch in supply chain crisis management.Design/methodology/approach – Articles published prior to August 2008 are analyzed andclassied.Findings – A unique ve-dimensional framework to classify the literature is provided. The studyreveals that there has been extensive research done in this area in recent years. Much of the research isfocused on proactive approaches to crisis in supply chains. Management during various internal crisessuch as supplier bankruptcy or loss of key clients is a new, challenging area that requires furtherinvestigation.Research limitations/implications – This paper does not include articles that are notpeer-reviewed.Practical implications – This paper will serve as a guide to supply chain managers who would liketo know how crises, disasters, and disruptions in supply chains have been handled in existingacademic literature.

Originality/value – To the best of the authors’ knowledge, this is the rst literature review in thearea of managing supply chains during crisis that looks at both SCM and operationsresearch/management science journals. This paper identies the various methods that have beenused to handle crisis situations and provides a framework to classify the literature. Additionally, thispaper identies gaps in the literature that can provide ideas for future research in this area.Keywords Supply chain management, Disasters, Government policyPaper type Literature review

1. IntroductionMany operations managementprinciples andmethods, such asproject managementandoptimization techniques like linear programming, have their roots in military andgovernment-related activities. Owing to lack of supply alternatives during crisis times,the inventory management principles used in military and government organizationsare based on “just in case” philosophies, but supply chains today have moved far fromthis philosophy. Over the last three decades, the economic emphasis on speed andefciency has caused members of supply chains to adopt concepts like “just in time,”“build to order,” and “vendor managed inventories.” As a result, supply chains today

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have become leaner and more protable since the capital previously locked in inventoryis instead available for other protable activities (Martha and Subbakrishna, 2002). Atthe same time, supply chains have become more global, resulting in longer lead times.The onset of business trends such as reduction of suppliers, lead time, inventory, andproduct life cycle, as well as the increased use of outsourcing on long global supplychains, has increased the risks in supply chains, making them more vulnerable to crisis(Norrmanand Jansson, 2004).Crises not only affect the ow of goods in the supply chain,but also have a huge impact on its stockholder wealth (Hendricks and Singhal, 2005).

In recent years, there have been several instances of disruptions in the supplychains. Some of them were due to natural disasters, such as the earthquake in Taiwanthat affected PC manufactures like Dell and Apple in 1999; hurricane Mitch thatdestroyed banana plantations, thus affecting supply chains like Dole in 1998; andhurricane Floyd that ooded the Daimler-Chrysler plant in Greenville in 1999. Otherdisruptions were caused by epidemics, like the outbreak of mad-cow disease thatcaused a shortage of leather goods in Europe in 2001 and the outbreak of SARS thatimpacted the IT supply chains in 2003. And some resulted from man-made disasters,like the re accident at the electronics plant in Albuquerque, New Mexico, whichcaused $400 million in lost sales at Ericsson; longshoreman strikes at US ports in 2002,which caused an estimated $11 to 22 billion in lost sales; and terrorist actions like 9/11that crippled transportation networks across the USA. These disruptions have led to aurry of research activities on how to manage supply chains during times of crisis(Shef, 2001; Martha and Subbakrishna, 2002; Monahan et al., 2003; Norrman and Jansson, 2004; Hale and Moberg, 2005).

The present work complements two previous studies by Altay and Green (2006) andPaulsson (2004). Altay and Green (2006) provide an excellent review of the use of operations research (OR) and management science (MS) models for managing supplychains during a disaster. However, they do not include logistics and supply chain

management journals, such as Journal of Business Logistics , International Journal of Physical Distribution & Logistics Management (IJPDLM) , International Journal of Logistics Management , and Supply Chain Management Review . Moreover, the reviewby Altay and Green (2006) is almost four years old and does not include any empiricaland applied studies in this area. The empirical and applied studies are important asthey demonstrate practical quick xes or solution methodologies that are easy toimplement. Paulsson (2004) provides another review of risk management in supplychains. While a few supply chain management journals are included in his study, it isstill ve-years old (the latest paper in the literature review was published in 2003).Moreover, Paulsson’s research is on developing a risk management model, disruptionrisks in supply chain, for private sector, and it concentrates more on these for-protsupply chains and does not include the research on humanitarian supply chains.Researchers like van Wassenhove (2006) have called for more collaboration betweenhumanitarian and private sector supply chain research. He points out that privatesector and humanitarian supply chains have different core competencies. The privatesector’s core competency lies in efciently managing its supply chains, while thehumanitarian supply chains’ competency lies in being agile, adaptable, and betterprepared for crisis. Moreover, much more research has been published in recent yearsfollowing such disasters as the 2001 terrorist attack on the World Trade Center and the2004 tsunami in the Indian Ocean.

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Journal No. of articles

IJPDLM 14 Interfaces 11 European Journal of Operational Research 8 Harvard Business Review 8Supply Chain Management Review 8 MIT Sloan Management Review 7 Journal of Business Logistics 4 Journal of the Operational Research Society 4 Naval Research Logistics 4 Annals of Operations Research 3Computers & Industrial Engineering 3 International Journal of Production Economics 3 International Journal of Logistics Management 2 Journal of Business Continuity & Emergency Planning 2 Management Science 2

Operations Research 2Transportation Science 2 Acta Mathematica Scientia 1 Administrative Theory & Praxis 1 American Business Review 1 Business Horizons 1 Business Process Management Journal 1Computers & Operations Research 1Computers in Industry 1 Disaster Prevention and Management 1 Expert Systems with Applications 1 Food Policy 1 International Journal of Production Research 1

International Review for Environmental Strategies 1 Journal of Management Studies 1 Journal of Marketing Channels 1 Journal of Risk Research 1 Journal of Services Marketing 1 Journal of Supply Chain Management 1 Leadership & Organization Development Journal 1 Manufacturing and Service Operations Management 1Oxford Development Studies 1 Physica A: Statistical Mechanics and its Applications 1 Policy Studies Review 1 Production and Operations Management Journal 1 Progress in Development Studies 1Singapore Management Review 1Social Marketing Quarterly 1Southern Business Review 1The Academy of Management Executive 1The Business Review 1The Executive 1Third World Quarterly 1

Table I.Articles published –

categorized by journal


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No. of articles

Asia 12 China 4India 1Korea 1Malaysia 1Singapore 5 Australia 2 Australia 1New Zealand 1 Europe 20 Finland 2France 1Germany 3The Netherlands 1Sweden 3

Switzerland 1Turkey 2UK 7 North America 83Canada 4USA 79South America 1Brazil 1Grand total 118

Note: The country in which rst author’s workplace is located

Table II.Articles published – categorized by country

Figure 1.Articles published by year

8

31

2 21 1 1 1 1

2

5

2

76

11

16

24

13

11

0

5

10

15

20

25

30

Before1990

1990-1994 1995-1999 2005-Present2000-2004

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especially after events like 9/11, the 2004 Tsunami, and Hurricane Katrina. The lastcolumn represents the articles published in the rst half of 2008.

4. ClassicationThe authors develop a unique classication framework for supply chain crisismanagement literature based on ve factors: source, stage, scale, respondent, and thescientic research method employed to address the crisis. The full, detailedclassication scheme is shown in Figure 2. Each of these factors and their attributesare explained in detail below.

4.1 Source of crisisIn supply chain literature, the sources of a crisis are commonly referred to as “risks.”Paulsson (2007) denes risks that endanger an organization in a schematic way, knownas “circle of risks.” The circle of risks is divided into two parts. One part representsoperational or static risks that exist within the product ow, and the other includes

dynamic risks found outside the product ow, such as ination, new laws, andterrorism. Juttner et al. (2002) classify risks in supply chain into three categories:internal, external, and network related. Production, labor, and IT-related incidents areclassied as internal risks; political, natural, social, and market risks are classied asexternal risks; and risks that arise due to interaction between the organizations in thesupply chain are classied as network related risks.

Wu et al. (2006) propose an internal/external factor-based classication for inboundsupply risk. The authors follow a similar categorization and divide the sources forcrises into two categories: internal and external. The main difference between ourresearch and Wu et al. (2006) is the scope. While Wu et al. (2006) deal with inboundsupply risk from a single company’s perspective, the authors consider the overallsupply chain, which results in different internal/external factor classication. Forinstance, Wu et al. (2006) consider a problem with a supplier as an external factor,

Figure 2.Classication framework

Source

Internal

External

Scale

Singlestage

Supplychain

Regional

Stage

Mitigation

Preparation

Response

Recovery

Researchmethod

Analytical

Empirical

Conceptual

Applied

Respondent

For-profit

Not-for-profit

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whereas in our consideration, this could be either an internal factor (e.g. machinebreakdown due to the lack of preventive maintenance) or an external factor (e.g.damage at the suppliers’ facility due to an earthquake). In the following fewparagraphs, the authors provide more details regarding the sources of crises.

Crises that arecausedby thesupplychain operatingenvironment areclassiedunderexternal sources. Some examples of external sources are disasters (both man-made andnatural), market, economy, and legal/regulatory/political issues together with someother miscellaneous factors such as criminal acts and infrastructure.

The authors consider an event as a disaster based on the IFRC’s denition – asdiscussed in Section 2. External sources such as market and economic factors are verycommon in today’s business climate. Recent increases in the commodity and oil pricesin addition to the devaluation of the US dollar have caused several companies to altertheir procurement and distribution strategies. If the price of oil reaches $200 a barrel,the cost of shipping a container from Shanghai, China, to Los Angeles, California,would be $15,000, up from $3,000 in the year 2000. The current high gas prices have

already caused several establishments to rethink their far-ung supply networks ( USAToday , 2008). Legal and regulatory crisis occurs when regulators change or imposenew laws that affect supply chains negatively. Although political crisis could be areason for legal and regulatory changes, it has a broader denition. Root (1972) denespolitical crisis as:

[. . .] possible occurrence of a political event of any kind (such as war, revolution, coup d’e tat,expropriation, taxation, devaluation, exchange control and import restrictions) at home orabroad that cause a loss of prot and/or assets in an international business operation.

The authors also consider nationalization as a part of political risk. The nal groupconsists of miscellaneous external factors that affect supply chains, such as criminalacts and infrastructure related factors.

In addition to external sources of crisis, there are many internal sources of crisis thataffect supply chains. The internal sources could be employee-related (e.g. workerstrike); criminal-related (e.g. fraud, sabotage, and corporate espionage); infrastructurerelated (e.g. industrial accidents); product related (e.g. recalls); IT related (e.g. computernetworks crashing); or nance related (e.g. supplier bankruptcy). Note that some of these internal factors can also be considered as external factors. The authors providemore details on how to differentiate internal and external factors below.

It is clear that nding the true source of a crisis can be very difcult in some casesand may require a judgment call. In addition, for some cases, the source of crisis couldbe a combination of internal and external factors. While classifying the research, theauthors asked the following question to nd the source of crisis: “What is the cause of crisis?” Clearly, this question does not consider the place that crisis occurs. So, theobjective is identifying the underlying causes for crisis rather than where crisis occurs.For example, the source of crisis for criminal acts can be internal, external, or both. If someone within the supply chain is involved in a criminal act without an externalfactor’s existence, it is an internal source. On the other hand, if the person is not part of the supply chain (e.g. a hacker hacking into the computer system), the source is anexternal factor. Finally, if the hacker’s success was because of a lack of an existingcomputer security system, then sources are both internal (not having a proper securitysystem) and external (hacker hacking into a computer system).

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As a more specic example, let us look at the re accident at the Ericsson’s supplier(Phillips) plant in New Mexico. Though the re accident was caused by lightening, anexternal factor, the source of crisis can also be classied as an internal factor. The reasonfor internal classication is Ericsson’s lack of crisis preparation and inability to respondto crisis rapidly. For instance, Nokia was using the same facility for its products;however, immediately after the accident, Nokia tied up spare capacities at the otherPhillips’ facilities and also renewed some of its products so that chips from othermanufacturers could be used (Eglin, 2003). Therefore, the source of crisis is classied asboth internal (poor supply chain management) and external (lightening) for this case.

The supply and demand uncertainty, which has been well researched (Tang, 2006)in OR literature is not classied as a source of crisis in our research. Instead, theauthors classify based on the source that is causing the supply or demand uncertainty.

4.2 Scale of crisisThe authors dene three categories for the scale of a crisis based on its geographical scope.

Thedifferentcategories aresingle stage (or company),supplychain,andregional. HelferichandCook (2002)include additional factors, such as durationandfrequencyof crisis, in theirclassication.However, as duration andfrequency are notavailable in academic literature,the authors restrict their classication only to the geographical scope of the crisis. Thecrisis that affects just a single organization or member of the supply chain is classied ashaving a single stage scale. There are other crises that affect the entire supply chain andsomethat affect the whole region. The authors classifyall thesecrises that donot limit theireffects just to the supply chain as regional crises. Examples of such crises would beearthquakes, hurricanes, and terrorist attacks, in which the effects are felt at a regional(national or global) level, not just within the supply chain. It is clear that almost all naturaldisastersare large-scaleevents that affect thousandsof people’s lives andallsupplychainsthat operate within. Note that the same kind of disasters or events may not result in the

same outcomes. For example, a magnitude 7.2 earthquake in Japan in 2008 resulted in 12deaths, whereas the same magnitude earthquake in Turkey in 1999 caused more than25,000 casualties. Thus, effect of a crisis can be signicantly reduced by planning.

4.3 Stage of crisis management The authors classify the literature based on the level of crisis management in the supplychain. The four primary stages are mitigation, preparedness, response, and recovery.Although there has been a consensus lately regarding the classication of crisis(disaster) management, there are still many different approaches in terms of classifyingactivities related to crisis management. Many researchers (Mushkatel and Weschler,1985; Waugh, 2000; Altay and Green, 2006) accept a four-phase comprehensiveapproach proposed by the Center for Policy Research for the National Governors’Association (National Governors’ Association, 1978). The report proposing thisapproach coincided with the establishment of FEMA in the USA in 1979. Thefour-phase approach proposed in the Emergency Preparedness Project: Final Report consists of the following stages: mitigation, preparedness, response, and recovery.

Mitigation is assessing possible sources of crisis and identifying sets of activities toreduce and/or eliminate those sources so that crisis never happens or its impact isreduced. Preparedness is developing a crisis response plan and training all the involvedparties so that in the case of a crisis people know their roles and will effectively be able to


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the authors consider articles that propose a new method, technique, or approach to crisismanagement. Thesemethods orapproachesare not justied with anyadditionalwork suchasmodeling,casestudy, orempirical research. Theauthorsalso classifyarticlesthatprovidea literature review as conceptual research. Research methods such as simulation andmathematical modeling fall under the analytical research category. Under empirical work,researchers collect data and observations and evaluate the collected information. Casestudies, opinions, and interviews are classied under the applied research category.

4.5 Respondent to crisisThe last attribute of classication is based on the parties involved in or responding tothe crisis. The authors dene two different parties: not-for-prot organizations andfor-prot organizations. Not-for-prot organizations include both government entitiesand non-governmental organizations, such as IFRC. All of the humanitarian supplychain literature falls under the not-for-prot organization category. There aredifferences between not-for-prot and for-prot organizations’ supply chains, andWhybark (2007) points out these differences in procurement, storage and distributionof products in humanitarian and enterprise (for-prot) supply chains.

5. Analysis and discussionsIn the surveyed literature, there is more research that has been done for crisis causedby external sources. More than 60 percent of the articles surveyed deal exclusively withcrisis caused by sources external to the supply chain. The most common ones are thenatural and man-made disasters. For example, Hale and Moberg (2005) discussdifferent types of disasters (e.g. terrorist attacks, natural disasters, and regional poweroutages) and propose a model to select a number of locations to store criticalemergency resources. Similarly, Shef (2001) also looks at terrorist attacks (i.e. 9/11)and then discusses the supply chain management under increased uncertainty. Theauthor suggests that companies need to cooperate with the government and createsurplus capacity to be able to cope with such situations in the future. Researchers likeBarbarosoglu et al. (2002) and Kovacs and Spens (2007) focus on humanitarian logisticsactivities during incidents of natural disasters. Barbarosoglu et al. (2002) propose amodel to efciently deploy helicopters to the disastrous area during relief operations,while the study by Kovacs and Spens (2007) approaches humanitarian relief operationsfrom the conceptual side. The authors suggest that disaster relief logistics should learnfrom business logistics, and they provide a framework for disaster relief operations.

The research on crises caused by internal sources is considerably less because theauthors have not included all the research on risk management in supply chains.The premise behind this is that not all risk results in a crisis, disaster, or disruption inthe supply chain. For example, Parlar (1997) talks about inventory optimization undersupply interruptions. This clearly falls under the category of risk management but notcrisis management in supply chains. On the other hand, work by Weiss and Rosenthal(1992) is considered as crisis management since the authors consider strikes (i.e. astrike at the source of supply, a strike by the shipping rm, or a strike at the demandpoint) as the cause for disruption. A detailed breakdown of cause of crisis under eachcategory is listed in Table AI in the Appendix.

As illustrated in Table III, most of the researchers look either at a crisis that affects asupply chain or one that affects a region. Based on data collected, 48 out of 118


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(41 percent) of the reviewed articles consider a supply chain, and 48 articles (40 percent)cover a crisis related toa region. The authors classify any crisis thathas its effect beyondthe supply chain as regional. This category of research includes articles related to bothregional problems, such as Perry (2007), and global problems, such as Lui et al. (1999).

Table III shows that many researchers look at a single entity (e.g. a company) andevaluate disasters from this single entity’s perspective. Yang et al. (2005) consider aproduction problem where a single manufacturing plant tries to recoveraftera disruptionsuch as market change, machine breakdown, power failure, or worker no-show. Theauthors propose a mathematical model using dynamic programming. Long and Wood(1995), Smith (2005), Midanek (2003) and Sevilleet al. (2008) are examples of thoseresearchers who consider both supply chain and regional level crisis at the same time.

As is shown in Figure 1, the number of articles dealing with supply chain crisispublished in peer-reviewed journals has tripled since 2004. Initially, the authors seethat researchers focused on studying each of these stages (i.e. mitigation, preparedness,response, and recovery) individually. For example, Hershey (1975), one of the earlyarticles in the area of disaster management, only considers planning (preparedness).

Category Count Percentage

I. Based on source of crisisExternal 74 63Internal 20 17Internal/external 24 20 II. Based on scale of crisisSupply chain 48 41Regional 48 41Single stage 16 14Supply chain/regional 3 3All 2 2Single stage/supply chain 1 1 III. Based on stage of crisisPreparedness 27 23Mitigation 20 17Mitigation/preparedness 19 16

Response 18 15All 11 9Response/recovery 6 5Preparedness/response 6 5Recovery 5 4Preparedness/response/recovery 3 3Mitigation/response 2 2Mitigation/preparedness/response 1 1 IV. Based on scientic research method of crisisAnalytical 45 38Conceptual 36 31Applied 26 22Empirical 11 9V. Based on respondent to crisis

For-prot 75 64Not-for-prot 43 36

Table III.Summary statisticsof supply chain crisismanagement literature

based on proposedclassication framework

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However, this trend has changed, and the authors now observe an increase in researchfocusing on studying a combination of these stages.

Only two articles dealing with all stages were published before 2004, while ninehave been published since 2004. The number of articles published have more thandoubled. This depicts the shift from research focusing on individual stages of planningto the planning for all stages of the crisis simultaneously. For example, Herzog (2007)proposes a theoretical framework-based approach to deal with natural disasters. Theauthor suggests that there is a “management” stage between planning (preparedness)and response and uses public administration theory in disaster management.

The authors also see more research on proactive stages like preparation and mitigationrather than on responseand recovery.This reinforces the ndingsby Billa et al. (2006)andWright et al. (2006). There is not much research done in examining recovery of a supplychain froma crisis. This needs to be looked into, as the recoverystage details the plans forgetting back to normal operations. Three years after Hurricane Katrina, life has notreturnedto normal in New Orleans, Louisiana. This shows how recoveryfroma disaster ischallenging, even with support from local and national organizations. Therefore, moreanalysis and research that concentrates on recovery planning is needed.

There has been limited empirical study done examining how supply chainmanagers plan to handle crises (Spillan and Crandall, 2002), how they have handledcrises in the past (Gorton et al., 2006), or how a crisis affects a community (Spillan andCrandall, 2002), but there has been a lot of analytical research done using OR/MStechniques. There are also many applied research articles describing various crisesscenarios. However, further research on developing scales for the level of crisismanagement, robustness of supply chains, and supply chain resilience are required.

The literature on crisis management for not-for-prot organizations is almost half as much as the literature on crisis management for for-prot organizations. Non-protorganization supply chains generally deal with disasters, and the majority of the

literature deals only with analytical models. There is a need for more case studies andempirical research in crisis management for not-for-prot supply chains.Most of the research that has been analyzed looks at supply chain management from a

perspective of a single member. A more comprehensive study on a granular level supplychain planning for crisis is the need of thehour. Though complex, a studythat canprovideinsight on how a crisis affects an entire region, the supply chain(s) in the region, and eachentity in the supply chain is a feasible one. The study should prescribe scenarios/actions/tasks that will help each member of the region to handle adverse situations.

Many of the models and solutions developed in the literature are very specic to thecrisissituation, like locationofdisasterrecoverycenters, power restorationandschedulingof vehicles such as helicopters (Dekle et al., 2005; Sarker et al., 1996; Barbarosoglu et al.,2002). On the other hand, only a few tools and strategies that help in preparing andevaluating the crisis management capability of a company have been developed in thesupply chain literature. Table IV provides the list and summary of some of these articles.

Based on the review, the authors see that most of the research done has been onmanaging crises that arise from sources external to the supply chain, especially naturaldisasters. It will be very useful for researchers to look at supply chain managementduring crises that arise from internal sources to the supply chain (e.g. executive fraud,corporate espionage, etc.). The authors also see that the majority of the research looksat crises affecting a region or just a single supply chain. Research examining how the


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effect of a macro crisis at several levels can be reduced is needed. Another signicantobservation is that several researchers have looked at how to prepare for a crisis, butnot many have looked at how to plan for recovery of a supply chain or how to return itto its normal mode of operation following a crisis. As van Wassenhove (2006) pointsout, there is a need for more research in the areas of non-prot organizations andhumanitarian organizations. There are many examples of how crises in supply chainshave been managed, but specic details through case studies are not available. It willbe benecial for academicians and practitioners to have access to that knowledge.

6. ConclusionThe number of occurrences of disastrous situations has been increasing over the years;therefore, there is a great need for researchers and practitioners worldwide to plan aheadfor such situations. This paper has drawn on literature that uses math models on how tosolve problems, survey results on how a situation was handled, real-world case studies,and expert opinions on facing and dealing with crises. The authors see that manyresearchers have concentrated on handling natural and man-made disasters. This hasbeen spurred due to the recent tsunamis, hurricanes, pandemic disease threats, andterrorist attacks around the world. Research that can help managers and practitioners to

Authors Supply chain studied Practical implications of the study

Faisal et al. (2006) Small and midsizedcompaniesin India

Proposes an interpretive structural modeling-based framework to develop hierarchy of variables that would help to mitigate risks inmanufacturing supply chains

Svensson (2000) Automotive industry(Volvo),furniture industry, retailindustry and industryof pre-manufacturedhouses

Develops and tests a framework for analyzingthe vulnerability of supply chains especiallyon the inbound logistic ow to manufacturers.The vulnerability analyzed has twodimensions – categories of disturbance andsources of disturbance

Kumar and Stecke (2008) General industries Provides mitigation strategies for the variouscauses of crisis in the supply chain

Norrman and Jansson (2004) Ericsson Provides details of the supply chain riskassessment framework, risk managementevaluation tool and management programdeveloped at Ericsson following the“Albuquerque accident”

Roberto et al. (2006) NASA Provides a simple questionnaire that can beused to understand whether an organizationspends too much of its time reacting toemergencies or has built a capability fordetecting and responding to threats

van der Vorst and Beulens(2002)

Food supply chain Provides a valuable tool that can be used insupply chain redesign projects. The toolindicates potential and effective redesignstrategies when a specic source of uncertainty is encountered in a supply chain

Wu et al. (2006) US PC manufacturer Presents a new risk classication scheme andits implementation architecture. The scheme isimplemented at a US PC manufacturer

Table IV.Summary of practicalimplications of supplychain crisis managementliterature

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Brown, G.G. and Vassiliou, A.L. (1993), “Optimizing disaster relief: real-time operational andtactical decision support”, Naval Research Logistics , Vol. 40 No. 1, pp. 1-23.

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Cavinato, J.L. (2004), “Supply chain logistics risks: from the back room to the board room”, International Journal of Physical Distribution & Logistics Management , Vol. 34 No. 5,pp. 383-7.

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Chen, L.-H. and Hsiao, H.-D. (2008), “Feature selection to diagnose a business crisis by using areal GA-based support vector machine: an empirical study”, Expert Systems with Applications , Vol. 35 No. 3, pp. 1145-55.

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Choo, C.W. (2005), “Information failures and organizational disasters”, MIT Sloan Management Review, Vol. 46 No. 3, pp. 8-10.

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Closs, D., Speier, C., Whipple, J. and Voss, D.M. (2008), “A framework for protecting your supplychain”, Supply Chain Management Review , Vol. 12 No. 2, pp. 38-9.

Coombs, W.T. (1999), Ongoing Crisis Communication: Planning, Managing and Responding ,Sage, Thousand Oaks, CA.

Cruz, A.M., Steinberg, L. and Vetere-Arellano, A.L. (2006), “Emerging issues for Natech disasterrisk management in Europe”, Journal of Risk Research , Vol. 9 No. 5, pp. 483-501.

Dekle, J., Lavieri, M.S., Martin, E., Emir-Farinas, H. and Francis, R.L. (2005), “A Florida countylocates disaster recovery centers”, Interfaces , Vol. 35 No. 2, pp. 133-9.

Drezner, T., Drezner, Z. and Salhi, S. (2006), “A multi-objective heuristic approach for thecasualty collection points location problem”, The Journal of the Operational ResearchSociety, Vol. 57 No. 6, pp. 727-35.

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Erkut, E. and Ingolfsson, A. (2000), “Catastrophe avoidance models for hazardous materials routeplanning”, Transportation Science , Vol. 34 No. 2, pp. 165-9.

Faisal, M.N., Banwet, D.K. and Shankar, R. (2006), “Supply chain risk mitigation: modeling theenablers”, Business Process Management Journal , Vol. 6 No. 12, pp. 535-52.

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August 31, 2008).

(The Appendix table follows overleaf.)


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Appendix

S . n o J o u r n a l

T i t l e

A u t h o r ( y e a r )

S o u r c e

o f c r i s i s T y p e

S c a l e

S t a g e

R e s e a r c h

m e t h o d

P l a c e

1

A c t a M a t h e m a t i c a

S c i e n t i a

D i s r u p t i o n

m a n a g e m e n t f o r

s u p p l y c h a i n

c o o r d i n a t i o n w i t h

e x p o n e n t i a l d e m a n d

f u n c t i o n

C h o n g c h a o

e t a l . ( 2 0 0 6 )

E x t e r n a l M a r k e t

S u p p l y

c h a i n

R e s p o n s e

A n a l y t i c a l C h i n a ,

A u s t r a l i a a n d

U S A

2

A d m i n i s t r a t i v e

T h e o r y & P r a x i s

A m o d e l o f n a t u r a l

d i s a s t e r

a d m i n i s t r a t i o n :

n a m i n g a n d f r a m i n g

t h e o r y a n d r e a l i t y

H e r z o g ( 2 0 0 7 ) E x t e r n a l N a t u r a l

d i s a s t e r

R e g i o n a l

A l l

C o n c e p t u a l U S A

3

A m e r i c a n B u s i n e s s

R e v i e w

I m p a c t o f t h e A s i a n

e c o n o m i c c r i s i s o n U S

j o i n t v e n t u r e s

C h a n a n d

T i m s a w a t

( 2 0 0 0 )

E x t e r n a l E c o n o m i c

R e g i o n a l

R e s p o n s e /

r e c o v e r y

A p p l i e d

U S A

4

A n n a l s o f O p e r a t i o n s

R e s e a r c h

A h y p e r c u b e

q u e u e i n g m o d e l

e m b e d d e d i n t o a

g e n e t i c a l g o r i t h m f o r

a m b u l a n c e

d e p l o y m e n t o n

h i g h w a y s

I a n n o n i e t a l .

( 2 0 0 8 )

E x t e r n a l M a n - m a d e

d i s a s t e r

S u p p l y

c h a i n

R e s p o n s e

A n a l y t i c a l B r a z i l a n d

U S A

5


R e s e a r c h

C o m p u t e r i z e d

s u p p o r t s y s t e m s f o r

e m e r g e n c y d e c i s i o n

m a k i n g

J i a n s h e e t a l .

( 1 9 9 4 )

I n t e r n a l /

e x t e r n a l G e n e r a l

S u p p l y

c h a i n

R e s p o n s e

A n a l y t i c a l C h i n a

6


R e s e a r c h

E m e r g e n c y l o g i s t i c s

p l a n n i n g i n n a t u r a l

d i s a s t e r s

O z d a m a r e t a l .

( 2 0 0 4 )

E x t e r n a l M a n - m a d e /

n a t u r a l

d i s a s t e r

R e g i o n a l

R e s p o n s e

A n a l y t i c a l S i n g a p o r e

a n d T u r k e y

7

B u s i n e s s H o r i z o n s

T h e m a n a g e m e n t o f

o r g a n i z a t i o n a l c r i s e s F o r d ( 1 9 8 1 )

I n t e r n a l /


S i n g l e

s t a g e

M i t i g a t i o n /

r e s p o n s e

C o n c e p t u a l U S A ( c o n t i

n u e d )

Table AI.

IJPDLM39,7

556




T i t l e


S o u r c e


S c a l e

S t a g e

R e s e a r c h

m e t h o d

P l a c e

8

B u s i n e s s P r o c e s s

M a n a g e m e n t J o u r n a l

S u p p l y c h a i n r i s k

m i t i g a t i o n : m o d e l i n g

t h e e n a b l e r s

F a i s a l e t a l .

( 2 0 0 6 )

I n t e r n a l /


S u p p l y

c h a i n

M i t i g a t i o n

A n a l y t i c a l I n d i a

9

C o m p u t e r s &

O p e r a t i o n s R e s e a r c h

R e a l - t i m e s u p p l y

c h a i n c o n t r o l v i a

m u l t i - a g e n t

a d j u s t a b l e a u t o n o m y

L a u e t a l .

( 2 0 0 8 )


d i s a s t e r

S u p p l y

c h a i n

R e s p o n s e

A p p l i e d

S i n g a p o r e

1 0

C o m p u t e r s &

I n d u s t r i a l

E n g i n e e r i n g

A f o o d d i s t r i b u t i o n

m o d e l f o r f a m i n e

r e l i e f

H w a n g ( 1 9 9 9 ) E x t e r n a l M a n - m a d e /

n a t u r a l

d i s a s t e r

R e g i o n a l R e s p o n s e

A n a l y t i c a l K o r e a

1 1

C o m p u t e r s &

I n d u s t r i a l


A r t i c i a l n e u r a l

n e t w o r k b a s e d

p r e d i c t i v e m e t h o d f o r

o o d d i s a s t e r

W e i e t a l .

( 2 0 0 2 )

E x t e r n a l N a t u r a l

d i s a s t e r

R e g i o n a l M i t i g a t i o n

A n a l y t i c a l C h i n a a n d

T a i w a n

1 2

C o m p u t e r s &

I n d u s t r i a l


P o w e r r e s t o r a t i o n i n

e m e r g e n c y s i t u a t i o n s

S a r k e r e t a l .

( 1 9 9 6 )


d i s a s t e r


A n a l y t i c a l U S A

1 3

C o m p u t e r s i n

I n d u s t r y

A m o d e l f o r i n b o u n d

s u p p l y r i s k a n a l y s i s

W u e t a l .

( 2 0 0 6 )

I n t e r n a l /


S u p p l y

c h a i n


r e s p o n s e


1 4

D i s a s t e r P r e v e n t i o n

a n d M a n a g e m e n t

C o m p r e h e n s i v e

p l a n n i n g a n d t h e r o l e

o f S D S S i n o o d

d i s a s t e r m a n a g e m e n t

i n M a l a y s i a

B i l l a

e t a l .

( 2 0 0 6 )


d i s a s t e r


A n a l y t i c a l M

a l a y s i a

1 5

E u r o p e a n J o u r n a l o f

O p e r a t i o n a l R e s e a r c h

A d y n a m i c l o g i s t i c s

c o o r d i n a t i o n m o d e l

f o r e v a c u a t i o n a n d

s u p p o r t i n d i s a s t e r

r e s p o n s e a c t i v i t i e s

Y i a n d

O z d a m a r

( 2 0 0 7 )


n a t u r a l

d i s a s t e r



a n d T u r k e y

( c o n t i n u e d )

Table AI.


in times of crisis

557




T i t l e


S o u r c e


S c a l e

S t a g e

R e s e a r c h

m e t h o d

P l a c e

1 6



A s t o c h a s t i c m o d e l

f o r r i s k m a n a g e m e n t

i n g l o b a l s u p p l y

c h a i n n e t w o r k s

G o h e t a l .

( 2 0 0 7 )

I n t e r n a l /


S u p p l y

c h a i n

M i t i g a t i o n


1 7



A n i n t e r a c t i v e

a p p r o a c h f o r

h i e r a r c h i c a l a n a l y s i s

o f h e l i c o p t e r l o g i s t i c s

i n d i s a s t e r r e l i e f

o p e r a t i o n s

B a r b a r o s o g l u

e t a l . ( 2 0 0 2 )

E x t e r n a l G e n e r a l


A n a l y t i c a l T u r k e y

1 8



O p t i m a l o r d e r i n g

p o l i c i e s w h e n

a n t i c i p a t i n g a

d i s r u p t i o n i n s u p p l y

o r d e m a n d

W e i s s a n d

R o s e n t h a l

( 1 9 9 2 )

I n t e r n a l E m p l o y e e

r e l a t e d

S u p p l y

c h a i n

P r e p a r e d n e s s A n a l y t i c a l U S A

1 9



O R / M S r e s e a r c h i n

d i s a s t e r o p e r a t i o n s

m a n a g e m e n t

A l t a y a n d

G r e e n ( 2 0 0 6 )


n a t u r a l

d i s a s t e r

A l l

A l l


2 0



S u p p l y c h a i n

d i s r u p t i o n

m a n a g e m e n t a n d

e v o l u t i o n a r i l y s t a b l e

s t r a t e g i e s o f r e t a i l e r s

i n t h e q u a n t i t y -

s e t t i n g d u o p o l y

s i t u a t i o n w i t h

h o m o g e n e o u s g o o d s

X i a o

a n d Y u

( 2 0 0 6 )

I n t e r n a l /

e x t e r n a l P r o d u c t

R e l a t e d

S u p p l y

c h a i n

R e c o v e r y

A n a l y t i c a l C h i n a a n d

U S A ( c o n t i n u e d )

Table AI.

IJPDLM39,7

558




T i t l e


S o u r c e


S c a l e

S t a g e

R e s e a r c h

m e t h o d

P l a c e

2 1



T h e r i s k o f s e c o n d -

t i e r s u p p l i e r f a i l u r e s

i n s e r i a l s u p p l y

c h a i n s : i m p l i c a t i o n s

f o r o r d e r p o l i c i e s a n d

d i s t r i b u t o r a u t o n o m y

K u l l a n d

C l o s s ( 2 0 0 8 )

I n t e r n a l /


r e l a t e d

S u p p l y

c h a i n

M i t i g a t i o n


2 2



U s i n g f o r m a l M S / O R

m o d e l i n g t o s u p p o r t

d i s a s t e r r e c o v e r y

p l a n n i n g

B r y s o n e t a l .

( 2 0 0 2 )


n a t u r a l

d i s a s t e r

R e g i o n a l R e c o v e r y


2 3

E x p e r t S y s t e m s w i t h

A p p l i c a t i o n s

F e a t u r e s e l e c t i o n t o

d i a g n o s e a b u s i n e s s

c r i s i s b y u s i n g a r e a l

G A - b a s e d s u p p o r t

v e c t o r m a c h i n e : a n

e m p i r i c a l s t u d y

C h e n a n d

H s i a o ( 2 0 0 8 )

I n t e r n a l F i n a n c e

r e l a t e d

S i n g l e

s t a g e


2 4

F o o d P o l i c y

O v e r c o m i n g s u p p l y

c h a i n f a i l u r e i n t h e

a g r i - f o o d s e c t o r : a

c a s e s t u d y f r o m

M o l d o v a

G o r t o n e t a l .

( 2 0 0 6 )


r e l a t e d

S u p p l y

c h a i n

R e s p o n s e

E m p i r i c a l U K a n d

M

o l d o v a

2 5

H a r v a r d B u s i n e s s

R e v i e w

D i s a s t e r R e l i e f , I n c .

T h o m a s a n d

F r i t z ( 2 0 0 6 )


d i s a s t e r

R e g i o n a l R e s p o n s e /

r e c o v e r y

A p p l i e d

U S A

2 6


R e v i e w

D o i n g b u s i n e s s i n a

d a n g e r o u s w o r l d

M o r s e ( 2 0 0 2 ) E x t e r n a l P o l i t i c a l

S u p p l y

c h a i n


p r e p a r e d n e s s A p p l i e d

U S A

2 7


R e v i e w

F a c i n g a m b i g u o u s

t h r e a t s

R o b e r t o e t a l .

( 2 0 0 6 )

I n t e r n a l H u m a n

r e l a t e d

S i n g l e

s t a g e



U S A

2 8


R e v i e w

H o w m u l t i n a t i o n a l s

a n a l y s e p o l i t i c a l r i s k

R u m m e l a n d

H e e n a n ( 1 9 7 8 )

E x t e r n a l P o l i t i c a l

S u p p l y

c h a i n

M i t i g a t i o n

E m p i r i c a l U S A

2 9


R e v i e w

M a n a g i n g r i s k i n a n

u n s t a b l e w o r l d

B r e m

m e r

( 2 0 0 5 )


S u p p l y

c h a i n

M i t i g a t i o n

A p p l i e d

U S A

3 0


R e v i e w

P l a n n i n g f o r t h e

u n t h i n k a b l e

H e r s h e y

( 1 9 7 5 )


r e l a t e d

S i n g l e

s t a g e



U S A ( c o n t i n u e d )

Table AI.


in times of crisis

559




T i t l e


S o u r c e


S c a l e

S t a g e

R e s e a r c h

m e t h o d

P l a c e

3 1


R e v i e w

T h i n k i n g a h e a d –

p l a n n i n g f o r t h e n e x t

e n e r g y e m e r g e n c y

L i n d s a y

( 1 9 8 1 )


R e g i o n a l P r e p a r e d n e s s A p p l i e d

U S A

3 2


R e v i e w

W h a t ’ s t h e p l a n ?

C l a r k e a n d

M o r s e ( 2 0 0 4 )


R e g i o n a l P r e p a r e d n e s s A p p l i e d

U S A

3 3

I n t e r f a c e s

A F l o r i d a c o u n t y

l o c a t e s d i s a s t e r

r e c o v e r y c e n t e r s

D e k l e e t a l .

( 2 0 0 5 )


n a t u r a l

d i s a s t e r

R e g i o n a l M i t i g a t i o n /

p r e p a r e d n e s s A n a l y t i c a l U S A

3 4

I n t e r f a c e s

A p l a n n i n g h e u r i s t i c

f o r m i l i t a r y a i r l i f t

R a p p o p o r t

e t a l . ( 1 9 9 2 )


n a t u r a l

d i s a s t e r

R e g i o n a l P r e p a r e d n e s s /

r e s p o n s e


3 5

I n t e r f a c e s

A s o l u t i o n t o p o s t

c r a s h d e b t

e n t a n g l e m e n t s i n

K u w a i t ’ s a l - M a n a k h

S t o c k M a r k e t

E l i m a m e t a l .

( 1 9 9 7 )

E x t e r n a l R e g u l a t o r y



3 6

I n t e r f a c e s

A s u r v e y o f

o p e r a t i o n s r e s e a r c h

m o d e l s a n d

a p p l i c a t i o n s i n

h o m e l a n d s e c u r i t y

W r i g h t e t a l .

( 2 0 0 6 )


n a t u r a l

d i s a s t e r

R e g i o n a l A L L


3 7

I n t e r f a c e s

D e s i g n i n g t h e

r e s p o n s e t o a n

a n t h r a x a t t a c k

W h i t w o r t h

( 2 0 0 6 )


d i s a s t e r

R e g i o n a l P r e p a r e d n e s s A n a l y t i c a l U S A

3 8

I n t e r f a c e s

G l o b a l o p t i m i z a t i o n

o f e m e r g e n c y

e v a c u a t i o n

a s s i g n m e n t s

H a n e t a l .

( 2 0 0 6 )


n a t u r a l

d i s a s t e r


A n a l y t i c a l U S A ( c o n t i n u e d )

Table AI.

IJPDLM39,7

560




T i t l e


S o u r c e


S c a l e

S t a g e

R e s e a r c h

m e t h o d

P l a c e

3 9

I n t e r f a c e s

L a r g e - s c a l e

d i s p e n s i n g f o r

e m e r g e n c y r e s p o n s e

t o b i o t e r r o r i s m a n d

i n f e c t i o u s - d i s e a s e

o u t b r e a k

L e e e t a l .

( 2 0 0 6 )


d i s a s t e r


r e s p o n s e


4 0

I n t e r f a c e s

M o n t g o m e r y

c o u n t y ’ s p u b l i c

h e a l t h s e r v i c e u s e s

o p e r a t i o n s r e s e a r c h

t o p l a n e m e r g e n c y

m a s s d i s p e n s i n g a n d

v a c c i n a t i o n c l i n i c s

A a b y e t a l .

( 2 0 0 6 )


n a t u r a l

d i s a s t e r


4 1

I n t e r f a c e s

R e s p o n d i n g t o

b i o t e r r o r i s t s m a l l p o x

i n S a n A n t o n i o

M i l l e r e t a l .

( 2 0 0 6 )


d i s a s t e r


4 2

I n t e r f a c e s

R e s p o n d i n g t o

e m e r g e n c i e s : l e s s o n s

l e a r n e d a n d t h e n e e d

f o r a n a l y s i s

L a r s o n e t a l .

( 2 0 0 6 )


n a t u r a l

d i s a s t e r

S u p p l y

c h a i n /

r e g i o n a l

P r e p a r e d n e s s /

r e s p o n s e


4 3

I n t e r f a c e s

T h e E X X O N V a l d e z :

a n a s s e s s m e n t o f

c r i s i s p r e v e n t i o n a n d

m a n a g e m e n t s y s t e m s

H a r r a l d e t a l .

( 1 9 9 0 )

I n t e r n a l I n f r a s t r u c t u r e

r e l a t e d

S u p p l y

c h a i n

P r e p a r e d n e s s C o n c e p t u a l U S A ( c o n t i n u e d )

Table AI.


in times of crisis

561




T i t l e


S o u r c e


S c a l e

S t a g e

R e s e a r c h

m e t h o d

P l a c e

4 4

I n t e r n a t i o n a l J o u r n a l

o f L o g i s t i c s

M a n a g e m e n t

I n v e n t o r y

m a n a g e m e n t s u p p o r t

s y s t e m s f o r

e m e r g e n c y

h u m a n i t a r i a n r e l i e f

o p e r a t i o n s i n S o u t h

S u d a n

B e a m o n a n d

K o t l e b a

( 2 0 0 6 )

I n t e r n a l /




4 5


o f L o g i s t i c s

M a n a g e m e n t


m a n a g e m e n t u n d e r

t h e t h r e a t o f

i n t e r n a t i o n a l

t e r r o r i s m

S h e f ( 2 0 0 1 ) E x t e r n a l M a n - m a d e

d i s a s t e r

S u p p l y

c h a i n



U S A

4 6


o f P h y s i c a l

D i s t r i b u t i o n &

L o g i s t i c s

M a n a g e m e n t

A c o n c e p t u a l

f r a m e w o r k f o r t h e

a n a l y s i s o f

v u l n e r a b i l i t y i n

s u p p l y c h a i n s

S v e n s s o n

( 2 0 0 0 )

I n t e r n a l G e n e r a l

S u p p l y

c h a i n

P r e p a r e d n e s s E m p i r i c a l S w e d e n

4 7


o f P h y s i c a l


L o g i s t i c s

M a n a g e m e n t

D r i v e r s o f s u p p l y

c h a i n v u l n e r a b i l i t y

a n i n t e g r a t e d

f r a m e w o r k

P e c k

( 2 0 0 5 )


S u p p l y

c h a i n

P r e p a r e d n e s s A p p l i e d

U K

4 8


o f P h y s i c a l


L o g i s t i c s

M a n a g e m e n t

E r i c s s o n ’ s p r o a c t i v e

s u p p l y c h a i n r i s k

m a n a g e m e n t

a p p r o a c h a f t e r a

s e r i o u s s u b - s u p p l i e r

a c c i d e n t

N o r r m a n a n d

J a n s s o n

( 2 0 0 4 )

I n t e r n a l /


r e l a t e d

S u p p l y

c h a i n


S w e d e n


Table AI.

IJPDLM39,7

562




T i t l e


S o u r c e


S c a l e

S t a g e

R e s e a r c h

m e t h o d

P l a c e

4 9


o f P h y s i c a l

D i s t r i b u t i o n

&

L o g i s t i c s

M a n a g e m e n t

H u m a n i t a r i a n

l o g i s t i c s i n d i s a s t e r

r e l i e f o p e r a t i o n s

K o v a c s a n d

S p e n s ( 2 0 0 7 )



r e s p o n s e

A p p l i e d F i n l a n d

5 0


o f P h y s i c a l


&

L o g i s t i c s

M a n a g e m e n t

I d e n t i f y i n g s o u r c e s o f

u n c e r t a i n t y t o

g e n e r a t e s u p p l y

c h a i n r e d e s i g n

s t r a t e g i e s

v a n d e r V o r s t

a n d B e u l e n s

( 2 0 0 2 )


n a t u r a l

d i s a s t e r

S u p p l y

c h a i n


p r e p a r e d n e s s E m p i r i c a l T h e

N e t h e r l a n d s

5 1


o f P h y s i c a l


&

L o g i s t i c s

M a n a g e m e n t

I m p r o v i n g s u p p l y

c h a i n d i s a s t e r

P r e p a r e d n e s s : a

d e c i s i o n p r o c e s s f o r

s e c u r e s i t e l o c a t i o n

H a l e a n d

M o b e r g

( 2 0 0 5 )


S u p p l y

c h a i n


p r e p a r e d n e s s A n a l y t i c a l U S A

5 2


o f P h y s i c a l


&

L o g i s t i c s

M a n a g e m e n t

K e y a r e a s , c a u s e s

a n d c o n t i n g e n c y

p l a n n i n g o f c o r p o r a t e

v u l n e r a b i l i t y i n

s u p p l y c h a i n s : a

q u a l i t a t i v e a p p r o a c h

S v e n s s o n

( 2 0 0 4 )


r e l a t e d

S u p p l y

c h a i n

P r e p a r e d n e s s E m p i r i c a l S w e d e n

5 3


o f P h y s i c a l


&

L o g i s t i c s

M a n a g e m e n t

M i t i g a t i n g s u p p l y

c h a i n r i s k t h r o u g h

i m p r o v e d c o n d e n c e

C h r i s t o p h e r

a n d L e e

( 2 0 0 4 )

I n t e r n a l /


S u p p l y

c h a i n

M i t i g a t i o n

A p p l i e d U K a n d U S A

5 4


o f P h y s i c a l


&

L o g i s t i c s

M a n a g e m e n t

N a t u r a l d i s a s t e r

m a n a g e m e n t

p l a n n i n g : a s t u d y o f

l o g i s t i c s m a n a g e r s

r e s p o n d i n g t o t h e

t s u n a m i

P e r r y ( 2 0 0 7 )


d i s a s t e r


r e s p o n s e /

r e c o v e r y

A p p l i e d A

u s t r a l i a


Table AI.


in times of crisis

563




T i t l e


S o u r c e


S c a l e

S t a g e

R e s e a r c h

m e t h o d

P l a c e

5 5


o f P h y s i c a l


&

L o g i s t i c s

M a n a g e m e n t

O n t h e s e n s i t i v i t y o f

c o n g u r e - t o - o r d e r

s u p p l y c h a i n s f o r

p e r s o n a l c o m p u t e r s

a f t e r c o m p o n e n t

m a r k e t d i s r u p t i o n s

P a p a d a k i s

( 2 0 0 3 )


d i s a s t e r

S u p p l y

c h a i n


p r e p a r e d n e s s E m p i r i c a l U S A

5 6


o f P h y s i c a l


&

L o g i s t i c s

M a n a g e m e n t

R i s k y b u s i n e s s

e x p a n d i n g t h e

d i s c u s s i o n o n r i s k

a n d t h e e x t e n d e d

e n t e r p r i s e

S p e k m a n a n d

D a v i s ( 2 0 0 4 )

I n t e r n a l /


S u p p l y

c h a i n


p r e p a r e d n e s s C o n c e p t u a l U S A

5 7


o f P h y s i c a l


&

L o g i s t i c s

M a n a g e m e n t

S e c u r i n g t h e

u p s t r e a m s u p p l y

c h a i n a r i s k

m a n a g e m e n t

a p p r o a c h

G i u n i p e r o

a n d E l t a n t a w y

( 2 0 0 4 )


n a t u r a l

d i s a s t e r

S u p p l y

c h a i n


p r e p a r e d n e s s C o n c e p t u a l U S A

5 8


o f P h y s i c a l


&

L o g i s t i c s

M a n a g e m e n t


l o g i s t i c s r i s k s F r o m

t h e b a c k r o o m t o t h e

b o a r d r o o m

C a v i n a t o

( 2 0 0 4 )

I n t e r n a l /


S u p p l y

c h a i n

P r e p a r e d n e s s C o n c e p t u a l U S A

5 9


o f P h y s i c a l


&

L o g i s t i c s

M a n a g e m e n t

S u p p l y c h a i n r i s k i n

a n u n c e r t a i n g l o b a l


e n v i r o n m e n t

B a r r y ( 2 0 0 4 ) E x t e r n a l G e n e r a l

S u p p l y

c h a i n

P r e p a r e d n e s s C o n c e p t u a l U S A

6 0


o f P r o d u c t i o n

E c o n o m i c s

C o o r d i n a t i o n o f

s u p p l y c h a i n a f t e r

d e m a n d d i s r u p t i o n s

w h e n r e t a i l e r s

c o m p e t e

X i a o e t a l .

( 2 0 0 7 )


S u p p l y

c h a i n

M i t i g a t i o n


, H o n g

K o n g ( c o n t i n u e d )

Table AI.

IJPDLM39,7

564




T i t l e


S o u r c e


S c a l e

S t a g e

R e s e a r c h

m e t h o d

P l a c e

6 1



E c o n o m i c s

I s s u e s i n m a n a g i n g

d i s a s t e r r e l i e f

i n v e n t o r i e s

W h y b a r k

( 2 0 0 7 )

E x t e r n a l N a t u r a l ,

p o l i t i c a l ,

e c o n o m i c


r e s p o n s e /

r e c o v e r y

A p p l i e d U S A

6 2



E c o n o m i c s

P e r s p e c t i v e s i n

s u p p l y c h a i n r i s k

m a n a g e m e n t

T a n g ( 2 0 0 6 )


S u p p l y

c h a i n

M i t i g a t i o n

A p p l i e d U S A

6 3



R e s e a r c h

A n e m p i r i c a l l y

d e r i v e d a g e n d a o f

c r i t i c a l r e s e a r c h

i s s u e s f o r m a n a g i n g


d i s r u p t i o n s

B l a c k h u r s t

e t a l . ( 2 0 0 5 )


S u p p l y

c h a i n

A l l

E m p i r i c a l U S A

6 4

I n t e r n a t i o n a l R e v i e w

f o r E n v i r o n m e n t a l

S t r a t e g i e s

T h e c h a l l e n g e s o f

T s u n a m i d i s a s t e r

r e s p o n s e p l a n n i n g

a n d m a n a g e m e n t

T o l e n t i n o

( 2 0 0 7 )


d i s a s t e r


p r e p a r e d n e s s /

r e s p o n s e

C o n c e p t u a l G e r m a n y

6 5

J o u r n a l o f B u s i n e s s

C o n t i n u i t y &

E m e r g e n c y P l a n n i n g

O r g a n i s a t i o n a l

r e s i l i e n c e :

r e s e a r c h i n g t h e

r e a l i t y o f N e w

Z e a l a n d

o r g a n i z a t i o n s

S e v i l l e e t a l .

( 2 0 0 8 )

I n t e r n a l /


S i n g l e

s t a g e /

s u p p l y

c h a i n

R e s p o n s e /

r e c o v e r y

C o n c e p t u a l N e w Z e a l a n d

6 6


C o n t i n u i t y &

E m e r g e n c y P l a n n i n g

T h e c a s e f o r r e g i o n a l

p o s t - n a t u r a l d i s a s t e r

p r e p a r a t i o n

C l a r i n g b u l l

( 2 0 0 8 )


d i s a s t e r

R e g i o n a l A l l

C o n c e p t u a l C a n a d a

6 7


L o g i s t i c s

A n e m p i r i c a l

e x a m i n a t i o n o f


p e r f o r m a n c e a l o n g

s e v e r a l d i m e n s i o n s o f

r i s k

W a g n e r a n d

B o d e ( 2 0 0 8 )

I n t e r n a l /


S u p p l y

c h a i n


p r e p a r e d n e s s E m p i r i c a l G e r m a n y a n d

S w i t z e r l a n d


Table AI.


in times of crisis

565




T i t l e


S o u r c e


S c a l e

S t a g e

R e s e a r c h

m e t h o d

P l a c e

6 8


L o g i s t i c s

G l o b a l s u p p l y c h a i n

r i s k m a n a g e m e n t

M a n u j a n d

M e n t z e r

( 2 0 0 8 )

I n t e r n a l /


S u p p l y

c h a i n

A l l


6 9


L o g i s t i c s

L i f e w i t h o u t t r u c k s

t h e i m p a c t o f a

t e m p o r a r y d i s r u p t i o n

o f r o a d f r e i g h t

t r a n s p o r t o n a

n a t i o n a l e c o n o m y

M c k i n n o n

( 2 0 0 6 )


d i s a s t e r


p r e p a r e d n e s s C o n c e p t u a l U K

7 0


L o g i s t i c s

T h e l o g i s t i c s o f

f a m i n e r e l i e f

L o n g a n d

W o o d ( 1 9 9 5 )


d i s a s t e r

S u p p l y

c h a i n /

r e g i o n a l

R e s p o n s e


7 1

J o u r n a l o f

M a n a g e m e n t S t u d i e s

U n d e r s t a n d i n g

i n d u s t r i a l c r i s e s

S h r i v a s t a v a

e t a l . ( 1 9 8 8 )

I n t e r n a l I T r e l a t e d

S i n g l e

s t a g e


r e s p o n s e

A p p l i e d

U S A a n d

C a n a d a

7 2

J o u r n a l o f M

a r k e t i n g

C h a n n e l s

S o u r c e s o f s u p p l y

c h a i n d i s r u p t i o n s ,

f a c t o r s t h a t b r e e d

v u l n e r a b i l i t y , a n d

m i t i g a t i n g s t r a t e g i e s

K u m a r a n d

S t e c k e ( 2 0 0 8 )

I n t e r n a l /

e x t e r n a l M a n - m a d e /

n a t u r a l

d i s a s t e r


A p p l i e d

U S A

7 3

J o u r n a l o f R i s k

R e s e a r c h

E m e r g i n g i s s u e s f o r

N a t e c h d i s a s t e r r i s k

m a n a g e m e n t i n

E u r o p e

C r u z e t a l .

( 2 0 0 6 )


n a t u r a l

d i s a s t e r

R e g i o n a l P r e p a r e d n e s s C o n c e p t u a l U S A

, T h e

N e t h e r l a n d s ,

I t a l y , S p a i n

7 4

J o u r n a l o f S e r v i c e s

M a r k e t i n g

B u s i n e s s ( n o t ) a s

u s u a l : c r i s i s

m a n a g e m e n t , s e r v i c e

r e c o v e r y a n d t h e

v u l n e r a b i l i t y o f

o r g a n i z a t i o n s

S m i t h ( 2 0 0 5 ) I n t e r n a l /


A l l

A l l

C o n c e p t u a l U K ( c o n t i n u e d )

Table AI.

IJPDLM39,7

566




T i t l e


S o u r c e


S c a l e

S t a g e

R e s e a r c h

m e t h o d

P l a c e

7 5

J o u r n a l o f S u p p l y

C h a i n M a n a g e m e n t

U n r a v e l i n g t h e f o o d


s t r a t e g i c i n s i g h t s

f r o m C h i n a a n d t h e

2 0 0 7 r e c a l l s

R o t h e t a l .

( 2 0 0 8 )

I n t e r n a l /

e x t e r n a l P o l i t i c a l


C o n c e p t u a l U

S A

7 6

J o u r n a l o f t h e


S o c i e t y

A m u l t i - o b j e c t i v e

h e u r i s t i c a p p r o a c h

f o r t h e c a s u a l t y

c o l l e c t i o n p o i n t s

l o c a t i o n p r o b l e m

D r e z n e r e t a l .

( 2 0 0 6 )


n a t u r a l

d i s a s t e r

R e g i o n a l P r e p a r e d n e s s A n a l y t i c a l U

S A

7 7



S o c i e t y

A t w o - s t a g e

s t o c h a s t i c

p r o g r a m m i n g

f r a m e w o r k f o r

t r a n s p o r t a t i o n

p l a n n i n g i n d i s a s t e r

r e s p o n s e

B a r b a r o s o g l u

a n d A r d a

( 2 0 0 4 )


n a t u r a l

d i s a s t e r


r e c o v e r y

A n a l y t i c a l T

u r k e y

7 8



S o c i e t y

A n i n s u r a n c e r i s k

m a n a g e m e n t

f r a m e w o r k f o r

d i s a s t e r r e l i e f a n d


d i s r u p t i o n i n v e n t o r y

p l a n n i n g

L o d r e e a n d

T a s k i n ( 2 0 0 8 )


n a t u r a l

d i s a s t e r


p r e p a r e d n e s s A n a l y t i c a l U

S A

7 9



S o c i e t y

H u m a n i t a r i a n a i d

l o g i s t i c s : s u p p l y

c h a i n m a n a g e m e n t i n

h i g h g e a r

v a n W a s s e n h o v e

( 2 0 0 6 )


d i s a s t e r


C o n c e p t u a l F r a n c e

8 0

L e a d e r s h i p &

O r g a n i z a t i o n

D e v e l o p m e n t J o u r n a l

C r i s i s m a n a g e m e n t :

p r e v e n t i o n , d i a g n o s i s

a n d i n t e r v e n t i o n

K a s h a n d

D a r l i n g

( 1 9 9 8 )


S u p p l y

c h a i n

A l l


S A ( c o n t i n u e d )

Table AI.


in times of crisis

567




T i t l e


S o u r c e


S c a l e

S t a g e

R e s e a r c h

m e t h o d

P l a c e

8 1

M a n a g e m e n t S c i e n c e O n t h e v a l u e o f

m i t i g a t i o n a n d

c o n t i n g e n c y

s t r a t e g i e s f o r

m a n a g i n g s u p p l y

c h a i n d i s r u p t i o n

r i s k s

T o m l i n ( 2 0 0 6 ) I n t e r n a l /


S i n g l e

s t a g e

P r e p a r e d n e s s A n a l y t i c a l U

S A

8 2

M a n a g e m e n t S c i e n c e S i m u l a t i n g t h e

r e s p o n s e o f a s m a l l

o p e n p o l i t i c o -

e c o n o m i c s y s t e m t o

i n t e r n a t i o n a l c r i s e s :

t h e c a s e o f

S w i t z e r l a n d

L u t e r b a c h e r

e t a l . ( 1 9 8 7 )



A n a l y t i c a l S w i t z e r l a n d

8 3

M a n u f a c t u r i n g a n d

S e r v i c e O p e r a t i o n s

M a n a g e m e n t

C o m p e t i t i o n a n d

d i v e r s i c a t i o n e f f e c t s

i n s u p p l y c h a i n s w i t h

s u p p l i e r d e f a u l t r i s k

B a b i c h e t a l .

( 2 0 0 7 )

I n t e r n a l P r o d u c t

r e l a t e d

S u p p l y

c h a i n

M i t i g a t i o n

A n a l y t i c a l U

S A

8 4

M I T S l o a n

M a n a g e m e n t R e v i e w

A s u p p l y c h a i n v i e w

o f t h e r e s i l i e n t

e n t e r p r i s e

S h e f a n d

R i c e

( 2 0 0 5 )


S u p p l y

c h a i n

P r e p a r e d n e s s A p p l i e d U

S A

8 5

M I T S l o a n


C r i s i s m a n a g e m e n t :

c u t t i n g t h r o u g h t h e

c o n f u s i o n

M i t r o f f ( 1 9 8 8 ) I n t e r n a l G e n e r a l

S i n g l e

s t a g e

P r e p a r e d n e s s A p p l i e d U

S A

8 6

M I T S l o a n


I n f o r m a t i o n f a i l u r e s

a n d o r g a n i z a t i o n a l

d i s a s t e r s

C h o o ( 2 0 0 5 )

I n t e r n a l I T r e l a t e d

S i n g l e

s t a g e

P r e p a r e d n e s s C o n c e p t u a l C a n a d a

8 7

M I T S l o a n


M a n a g i n g r i s k t o

a v o i d s u p p l y c h a i n

b r e a k d o w n

C h o p r a a n d

S o d h i ( 2 0 0 4 )

I n t e r n a l /


S u p p l y

c h a i n

M i t i g a t i o n

A p p l i e d U


Table AI.

IJPDLM39,7

568




T i t l e


S o u r c e


S c a l e

S t a g e

R e s e a r c h

m e t h o d

P l a c e

8 8

M I T S l o a n


S t r a t e g i e s f o r

p r e v e n t i n g a

k n o w l e d g e - l o s s c r i s i s

P a r i s e e t a l .

( 2 0 0 6 )


r e l a t e d

S i n g l e

s t a g e


U S A

8 9

M I T S l o a n


U n d e r s t a n d i n g a n d

m a n a g i n g

c o m p l e x i t y r i s k

B o n a b e a u

( 2 0 0 7 )


r e l a t e d

S i n g l e

s t a g e


r e s p o n s e

A p p l i e d

U S A

9 0

M I T S l o a n


W h e n c r i s i s c r o s s e s

b o r d e r s

M i d a n e k

( 2 0 0 3 )


S u p p l y

c h a i n

R e c o v e r y


9 1

N a v a l R e s e a r c h

L o g i s t i c s

D e s i g n i n g s a f e t y

s p a c e i n a s u p p l y

c h a i n t o h a n d l e

s y s t e m - w

i d e

d i s r u p t i o n s

M u d r a g e d a

a n d M u r p h y

( 2 0 0 7 )


d i s a s t e r

S u p p l y

c h a i n


9 2


L o g i s t i c s

D i s r u p t i o n

m a n a g e m e n t i n

p r o d u c t i o n p l a n n i n g

Y a n g e t a l .

( 2 0 0 5 )


S i n g l e

s t a g e

R e s p o n s e /

r e c o v e r y


9 3


L o g i s t i c s

O p t i m i z i n g d i s a s t e r

r e l i e f : r e a l - t i m e

o p e r a t i o n a l a n d

t a c t i c a l d e c i s i o n

s u p p o r t

B r o w n a n d

V a s s i l i o u

( 1 9 9 3 )


d i s a s t e r


r e c o v e r y

A n a l y t i c a l U S A a n d

G r e e c e

9 4


L o g i s t i c s

T h e i m p o r t a n c e o f

d e c o u p l i n g r e c u r r e n t

a n d d i s r u p t i o n r i s k s

i n a s u p p l y c h a i n

C h o p r a e t a l .

( 2 0 0 7 )

I n t e r n a l /


r e l a t e d

S u p p l y

c h a i n

M i t i g a t i o n

A n a l y t i c a l U S A a n d

I n d i a

9 5

O p e r a t i o n s R e s e a r c h A s s e s s i n g r i s k s

t h r o u g h t h e

d e t e r m i n a t i o n o f r a r e

e v e n t p r o b a b i l i t i e s

S a m p s o n a n d

S m i t h ( 1 9 8 2 )


d i s a s t e r


p r e p a r e d n e s s A n a l y t i c a l U S A ( c o n t i n u e d )

Table AI.


in times of crisis

569




T i t l e


S o u r c e


S c a l e

S t a g e

R e s e a r c h

m e t h o d

P l a c e

9 6

O p e r a t i o n s R e s e a r c h M u l t i p l e o b j e c t i v e

a n a l y s i s o f i n p u t -

o u t p u t m o d e l s f o r

e m e r g e n c y

m a n a g e m e n t

K a n a n e n e t a l .

( 1 9 9 0 )



p r e p a r e d n e s s A n a l y t i c a l F i n l a n d

9 7

O x f o r d D e v e l o p m e n t

S t u d i e s

C o m p l e x e m e r g e n c i e s

v e r s u s n a t u r a l

d i s a s t e r s : a n

a n a l y t i c a l

c o m p a r i s o n o f c a u s e s

a n d e f f e c t s

A l b a l a -

B e r t r a n d

( 2 0 0 0 a )

I n t e r n a l /

e x t e r n a l N a t u r a l /

p o l i t i c a l

d i s a s t e r



K

9 8

P h y s i c a A : S t a t i s t i c a l

M e c h a n i c s a n d i t s

A p p l i c a t i o n s

A s s e s s i n g i n t e r a c t i o n

n e t w o r k s w i t h

a p p l i c a t i o n s t o

c a t a s t r o p h e

d y n a m i c s a n d

d i s a s t e r m a n a g e m e n t

H e l b i n g a n d

K u ¨ h n e r t

( 2 0 0 3 )


d i s a s t e r

R e g i o n a l P r e p a r e d n e s s A n a l y t i c a l G

e r m a n y

9 9

P o l i c y S t u d i e s R e v i e w L o c a l g o v e r n m e n t ’ s

p r o b l e m w i t h

d i s a s t e r

m a n a g e m e n t : a

l i t e r a t u r e r e v i e w a n d

s t r u c t u r a l a n a l y s i s

W o l e n s k y

a n d W o l e n s k y

( 1 9 9 0 )



r e s p o n s e /

r e c o v e r y


S A

1 0 0

P r o d u c t i o n a n d

O p e r a t i o n s

M a n a g e m e n t J o u r n a l

M a n a g i n g d i s r u p t i o n

r i s k s i n s u p p l y

c h a i n s

K l e i n d o r f e r

a n d S a a d

( 2 0 0 5 )


n a t u r a l

d i s a s t e r

S u p p l y

c h a i n


p r e p a r e d n e s s E m p i r i c a l U

S A

1 0 1

P r o g r e s s i n

D e v e l o p m e n t S t u d i e s

D i s a s t e r r e l i e f e f f o r t s :

a n u p d a t e

P a u l ( 2 0 0 6 )


d i s a s t e r


A p p l i e d U

S A

1 0 2

S i n g a p o r e


C o r p o r a t e s t r a t e g i c

r e s p o n s e s t o t h e

A s i a n n a n c i a l c r i s e s

L u i e t a l .

( 1 9 9 9 )



C o n c e p t u a l S i n g a p o r e


Table AI.

IJPDLM39,7

570




T i t l e


S o u r c e


S c a l e

S t a g e

R e s e a r c h

m e t h o d

P l a c e

1 0 3

S o c i a l M a r k e t i n g

Q u a r t e r l y

W a r n i n g s i g n a l s ,

w i n d s p e e d s a n d

w h a t n e x t : a p i l o t

p r o j e c t f o r d i s a s t e r

p r e p a r e d n e s s a m o n g

r e s i d e n t s o f c e n t r a l

V i e t n a m ’ s l a g o o n s

R a m a p r a s a d

( 2 0 0 5 )


d i s a s t e r



S A

1 0 4

S o u t h e r n B u s i n e s s

R e v i e w

C r i s i s p l a n n i n g i n t h e

n o n p r o t s e c t o r :

s h o u l d w e p l a n f o r

s o m e t h i n g b a d i f i t

m a y n o t o c c u r ?

S p i l l a n a n d

C r a n d a l l

( 2 0 0 2 )


S i n g l e

s t a g e

P r e p a r e d n e s s E m p i r i c a l U

S A

1 0 5

S u p p l y C h a i n


1 8 w a y s t o g u a r d

a g a i n s t d i s r u p t i o n

E l k i n s e t a l .

( 2 0 0 5 )

I n t e r n a l /


S u p p l y

c h a i n


p r e p a r e d n e s s C o n c e p t u a l U

S A

1 0 6



A f r a m e w o r k f o r

p r o t e c t i n g y o u r


C l o s s e t a l .

( 2 0 0 8 )


d i s a s t e r

S u p p l y

c h a i n

M i t i g a t i o n


S A

1 0 7



H o w t o a v o i d t h e 6

r i s k m a n a g e m e n t

p i t f a l l s

S w a m i n a t h a n

a n d T o m l i n

( 2 0 0 7 )


r e l a t e d

S u p p l y

c h a i n

M i t i g a t i o n


S A

1 0 8



L e s s o n s f r o m t h e

G u l f : G u s P a g o n i s

W i l l i a m s

( 2 0 0 3 )


d i s a s t e r

S u p p l y

c h a i n

M i t i g a t i o n


S A

1 0 9



R i s k - a d j u s t e d s u p p l y

c h a i n m a n a g e m e n t

H a u s e r ( 2 0 0 3 ) E x t e r n a l M a n - m a d e /

n a t u r a l

d i s a s t e r

S u p p l y

c h a i n


p r e p a r e d n e s s C o n c e p t u a l U

S A

1 1 0



S t r a t e g i e s f o r

m a n a g i n g s u p p l y

c h a i n r i s k

H i l l m a n

( 2 0 0 6 )

I n t e r n a l /


S u p p l y

c h a i n


p r e p a r e d n e s s E m p i r i c a l U

S A

1 1 1



S t r o n g e r p r o t e c t i o n

n e e d e d

T o h a m y

( 2 0 0 5 )


d i s a s t e r

S u p p l y

c h a i n /

r e g i o n a l

M i t i g a t i o n



Table AI.


in times of crisis

571




T i t l e


S o u r c e


S c a l e

S t a g e

R e s e a r c h

m e t h o d

P l a c e

1 1 2



T a r g e t i n g a j u s t - i n -

c a s e s u p p l y c h a i n f o r

t h e i n e v i t a b l e n e x t

d i s a s t e r

M a r t h a a n d

S u b b a k r i s h n a

( 2 0 0 2 )


n a t u r a l

d i s a s t e r

S u p p l y

c h a i n

P r e p a r e d n e s s C o n c e p t u a l U

S A

1 1 3

T h e A c a d e m y o f

M a n a g e m e n t

E x e c u t i v e

E f f e c t i v e c r i s i s

m a n a g e m e n t

M i t r o f f e t a l .

( 1 9 8 7 )


S i n g l e

s t a g e


S A

1 1 4

T h e B u s i n e s s R e v i e w C h a n g e s i n K o r e a n

g o v e r n a n c e s i n c e t h e

A s i a n n a n c i a l c r i s i s

L e e a n d

M c c a l m a n

( 2 0 0 7 )



A p p l i e d C a n a d a a n d

U

S A

1 1 5

T h e E x e c u t i v e

F r o m c r i s i s p r o n e t o

c r i s i s p r e p a r e d : a

f r a m e w o r k f o r c r i s i s

m a n a g e m e n t

P e a r s o n a n d

M i t r o f f ( 1 9 9 3 )


S i n g l e

s t a g e


S A

1 1 6

T h i r d W o r l d

Q u a r t e r l y

R e s p o n s e s t o

c o m p l e x

h u m a n i t a r i a n

e m e r g e n c i e s a n d

n a t u r a l d i s a s t e r s : a n

a n a l y t i c a l

c o m p a r i s o n

A l b a l a -

B e r t r a n d

( 2 0 0 0 b )

E x t e r n a l N a t u r a l /

p o l i t i c a l

d i s a s t e r



K

1 1 7

T r a n s p o r t a t i o n

S c i e n c e

A n e x p e d i t i o u s r i s k

a s s e s s m e n t o f t h e

h i g h w a y

t r a n s p o r t a t i o n o f

a m m a b l e l i q u i d s i n

b u l k

G l i c k m a n

( 1 9 9 1 )


r e l a t e d

S i n g l e

s t a g e

M i t i g a t i o n


S A

1 1 8

T r a n s p o r t a t i o n

S c i e n c e

C a t a s t r o p h e

a v o i d a n c e m o d e l s f o r

h a z a r d o u s m a t e r i a l s

r o u t e p l a n n i n g

E r k u t a n d

I n g o l f s s o n

( 2 0 0 0 )


r e l a t e d

S i n g l e

s t a g e

M i t i g a t i o n

A n a l y t i c a l C a n a d a

Table AI.

IJPDLM39,7

572



About the authorsMalini Natarajarathinam is an Assistant Professor of Industrial Distribution at Texas A&MUniversity. Her PhD in Operations Management is from The University of Alabama. She alsohas degrees in Industrial Engineering and Applied Statistics. Her current research focuses on

global supply chain management, and she is also interested in doing some simulation studies tomodel buyer-seller relationships. She currently teaches a course on purchasing at Texas A&MUniversity and is a member of INFORMS and CSCMP. Malini Natarajarathinam is thecorresponding author and can be contacted at: [email protected]

Ismail Capar received his BSc and MSc degrees in Industrial Engineering from IstanbulTechnical University and Sabanci University, respectively. Upon completion of his PhD inIndustrial and Systems Engineering at Mississippi State University, he joined the IndustrialDistribution Program at Texas A&M University as an Assistant Professor in 2007. His researcharea lies in the application of operations research techniques to supply chain and logisticsproblems. He currently teaches distribution logistics at the undergraduate level and qualityissues in industrial distribution at the graduate level. He is a member of IIE and INFORMS.

Arunachalam Narayanan is an Assistant Professor of Industrial Distribution at Texas A&MUniversity. He received his PhD in Operations Management from the Mays Business School at

Texas A&M. He also has degrees in Industrial and Mechanical Engineering. His research areaincludes network optimization and coordinated replenishment systems. He currently teaches theimportance of IT systems in supply chains to undergraduates, graduates and executives. Heconsistently presents his work at CSCMP, DSI and POMS.


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