### Abstract

Design/methodology/approach: – This paper discusses four supply chain strategies: agility, robustness, resilience and rigidity. Mathematical models are used for the strategies' cost functions, which reveal optimal solutions and break‐even points in dependence of p and i.

Findings: – This paper proposes that resilience is appropriate in the case of high supply chain risk probability and impact, and rigidity if both values are low. When only risk impact is low, robustness is optimal, whereas agility is optimal when only risk probability is low.

Research limitations/implications: – This research extends existing models for selecting the appropriate supply chain strategy.

Practical implications: – Knowledge of the interplay between the strategies' cost functions and risk probability and risk impact is vital for companies. This may encourage managers to become more familiar with their strategy costs and supply chain risks.

Originality/value: – To the author's knowledge, no corresponding model exists so far that links risk impact and risk probability to the four supply chain strategies.

Design/methodology/approach: – This paper discusses four supply chain strategies: agility, robustness, resilience and rigidity. Mathematical models are used for the strategies' cost functions, which reveal optimal solutions and break‐even points in dependence of p and i.

Findings: – This paper proposes that resilience is appropriate in the case of high supply chain risk probability and impact, and rigidity if both values are low. When only risk impact is low, robustness is optimal, whereas agility is optimal when only risk probability is low.

Research limitations/implications: – This research extends existing models for selecting the appropriate supply chain strategy.

Practical implications: – Knowledge of the interplay between the strategies' cost functions and risk probability and risk impact is vital for companies. This may encourage managers to become more familiar with their strategy costs and supply chain risks.

Originality/value: – To the author's knowledge, no corresponding model exists so far that links risk impact and risk probability to the four supply chain strategies.

Language | English |
---|---|

Journal | Journal of Manufacturing Technology Management |

Volume | 24 |

Issue number | 5 |

Pages | 652-668 |

ISSN | 1741-038X |

DOIs | |

State | Published - 2013 |

Externally published | Yes |

### Keywords

### Cite this

*Journal of Manufacturing Technology Management*,

*24*(5), 652-668. DOI: 10.1108/17410381311327954

}

*Journal of Manufacturing Technology Management*, vol. 24, no. 5, pp. 652-668. DOI: 10.1108/17410381311327954

**Selecting the Right Supply Chain Based on Risks.** / Wieland, Andreas.

Research output: Contribution to journal › Journal article › Research › peer-review

TY - JOUR

T1 - Selecting the Right Supply Chain Based on Risks

AU - Wieland,Andreas

PY - 2013

Y1 - 2013

N2 - Purpose: – The purpose of this paper is to propose a model that enables a company to select the supply chain strategy based on risk probability p (measure of how likely/often a detrimental event occurs) and risk impact i (expression of the significance of a loss when that event occurs).Design/methodology/approach: – This paper discusses four supply chain strategies: agility, robustness, resilience and rigidity. Mathematical models are used for the strategies' cost functions, which reveal optimal solutions and break‐even points in dependence of p and i.Findings: – This paper proposes that resilience is appropriate in the case of high supply chain risk probability and impact, and rigidity if both values are low. When only risk impact is low, robustness is optimal, whereas agility is optimal when only risk probability is low.Research limitations/implications: – This research extends existing models for selecting the appropriate supply chain strategy.Practical implications: – Knowledge of the interplay between the strategies' cost functions and risk probability and risk impact is vital for companies. This may encourage managers to become more familiar with their strategy costs and supply chain risks.Originality/value: – To the author's knowledge, no corresponding model exists so far that links risk impact and risk probability to the four supply chain strategies.

AB - Purpose: – The purpose of this paper is to propose a model that enables a company to select the supply chain strategy based on risk probability p (measure of how likely/often a detrimental event occurs) and risk impact i (expression of the significance of a loss when that event occurs).Design/methodology/approach: – This paper discusses four supply chain strategies: agility, robustness, resilience and rigidity. Mathematical models are used for the strategies' cost functions, which reveal optimal solutions and break‐even points in dependence of p and i.Findings: – This paper proposes that resilience is appropriate in the case of high supply chain risk probability and impact, and rigidity if both values are low. When only risk impact is low, robustness is optimal, whereas agility is optimal when only risk probability is low.Research limitations/implications: – This research extends existing models for selecting the appropriate supply chain strategy.Practical implications: – Knowledge of the interplay between the strategies' cost functions and risk probability and risk impact is vital for companies. This may encourage managers to become more familiar with their strategy costs and supply chain risks.Originality/value: – To the author's knowledge, no corresponding model exists so far that links risk impact and risk probability to the four supply chain strategies.

KW - Supply chain management

KW - Strategy

KW - Risk management

KW - Agility

KW - Robustness

KW - Resilience

U2 - 10.1108/17410381311327954

DO - 10.1108/17410381311327954

M3 - Journal article

VL - 24

SP - 652

EP - 668

JO - Journal of Manufacturing Technology Management

T2 - Journal of Manufacturing Technology Management

JF - Journal of Manufacturing Technology Management

SN - 1741-038X

IS - 5

ER -