An information system for assessing the likelihood of child labor in supplier locations leveraging Bayesian networks and text mining

: The purpose of this research was to improve defense supply chain risk management processes through better intelligence integration. To this end, this research sought to capture the present state of academic and Department of Defense (DoD) thought regarding supply chain resiliency and risk management through an extensive review of current academic and DoD literature regarding supply chain risk management and intelligence doctrine. This review established the importance of supply chain risk analysis to ensuring supply chain resiliency and identified a significant gap in DoD acquisitions policy and guidance regarding intelligence support to supply chain risk analysis. This research culminated in the development of a methodology for intelligence professionals to use to support supply chain risk management processes. Specifically, this paper provides analysts a methodology to provide intelligence support to risk analysis for United States Air Force (USAF) weapon system supply chains based on the Intelligence Preparation of the Operational Environment process established in Joint doctrine. While the methodology developed in this paper is targeted at USAF weapon system supply chains, it is readily adaptable to other DoD acquisitions program supply chains. Additionally, this paper provides recommendations for future research to further improve intelligence support to supply chain risk management.

In recent years the issue of supply chain risk has been pushed to the fore, initially by fears related to possible disruptions from the much publicised “millennium bug”. Y2K passed seemingly without incident, though the widespread disruptions caused by fuel protests and then Foot and Mouth Disease in the UK, and by terrorist attacks on the USA have underlined the vulnerability of modern supply chains. Despite increasing awareness among practitioners, the concepts of supply chain vulnerability and its managerial counterpart supply chain risk management are still in their infancy. This paper seeks to identify an agenda for future research and to that end the authors go on to clarify the concept of supply chain risk management and to provide a working definition. The existing literature on supply chain vulnerability and risk management is reviewed and compared with findings from exploratory interviews undertaken to discover practitioners' perceptions of supply chain risk and current supply chain risk management strategies.

The preparedness and stability of the defense-industry supply chains have been challenged by significant disruptions and risks that can be critical to national security. Despite increasing importance, limited studies have explored the underlying factors (i.e., efficiency, flexibility, integration, and risk management) impacting the supply chain operations of national defense companies. Hence, this study aims at exploring the relational impact of supply chain risk management (SCRM) practices and organizational performance by hypothesizing a moderated-mediation model involving operational efficiency, flexibility, and supply chain integration (SCI). Using the information processing theory, the survey-based data of 2017 respondents was collected from defense-related national institutions in Pakistan. Empirical findings based on structural equation modeling validated a significant positive SCRM è Organizational Performance relationship. According to the findings, supply chain risk management is strongly connected to operational efficiency and flexibility. Additionally, the study also substantiates the mediating effects of operational performance (i.e., efficiency and flexibility), along with the significant moderation by supply chain integration in the relationship between risk management and operational efficiency. However, the results do not support the role of operational flexibility in mediating the relationship between SCRM and OP. Furthermore, the role of SCI as a moderator between SCRM è operational flexibility was not established. This research is the first to introduce an empirically validated framework of supply chain performance in the defense industry, besides conceptualizing the direct and indirect roles of SCRM, efficiency, flexibility, and integration. This study also navigates some of the critical issues and obstacles faced by the national defense industry and highlights a holistic model that facilitates a multistage supply chain decision-making.

This paper analyzes the effect of supply chain security orientation and risk management on the performance of forwarder by the increased potential risk on the supply chain after 9/11 terror, and provide policy implication to forwarders based on the analysis results. Hypotheses are suggested according to research analysis and multiple regression analysis from survey results. The main targets of survey is person who substantially perform the operation in the logistics field and also has deep understanding about International logistics process. This study suggests the influence of supply chain security orientation and risk management on the performance of forwarders. Also, this study analyzes the impact of the supply chain security orientation and supply chain risk management on performance through multiple regression analysis. However, there is also practical limitation such as data collected from limited targets, which must be expanded in the future research.

The rapid development of technology has enabled companies to integrate internal and external partners working together in the supply chain network. Supply chain integration allows fast information to facilitate real-time and reliable decision-making. This study investigates the role of supply chain integration on firm performance through adopting lean manufacturing, green supply chain management, and risk management. The study surveyed manufacturing companies implementing ISO 14000 to represent green supply chain management and integrated information technology as a form of integration. The questionnaires were distributed using a Google form, and 93 valid responses were obtained. Data analysis employed a partial least square approach with SmartPLS software 4.1 version. The data processing results found that supply chain integration increased lean manufacturing by 0.684, green supply chain management by 0.451, and supply chain risk management by 0.333. Lean manufacturing companies using a continuous process control system and process improvements significantly improve green supply chain management by a path coefficient of 0.477, supply chain risk management by 0.206, and firm performance by 0.370. Green supply chain management significantly impacts supply chain risk management by a coefficient of 0.416 and firm performance by 0.189. Supply chain risk management with a system for detecting operational process risks and emergency procedures in overcoming changes in customer orders affects the increase in firm performance by 0.354. The practical contribution of research provides insight for practitioners to invest in information technology and adopt ISO 14000 implementation. Theoretical contributions in developing resources-based view theory in adopting green supply chain management and lean manufacturing.

Background: This study examines the degree to which cognitive supply chain management (CSCM) indirectly enhances supply chain risk management (SCRM), addressing the lack of specific empirical research concerning the underlying mechanisms of this relationship. Specifically, this study tests the CSCM-SCRM relationship using the mediating roles of supply chain forecasting (SCF), supply chain synchronization (SCS), and supply chain transparency (SCT). Methods: For this quantitative research, a survey was conducted among 287 respondents of pharmaceutical companies operating in Saudi Arabia. Convenience sampling was conducted, and the collected data were then analyzed via partial least squares structural equation modeling (PLS-SEM) through SmartPLS 4 software. The dynamic capabilities theory (DCT) and information processing theory (IPT) were integrated to develop the conceptual framework of this study. Results: The findings indicate that CSCM does not exert a direct impact on SCRM. Instead, CSCM significantly enhances SCF, SCS, and SCT. Among these, both SCF and SCT have a direct positive impact on SCRM and act as significant mediators in the CSCM–SCRM relationship. In contrast, SCS neither directly impacts SCRM nor plays a mediating role in this relationship. Based on this study, the positive outcomes of CSCM on SCRM come about via SCF and SCT rather than SCS. Conclusions: This study contributes to the literature by empirically validating a model that integrates CSCM, SCF, SCS, SCT, and SCRM in the context of Saudi pharmaceutical companies. It further contributes to the pharmaceutical practitioners by establishing that CSCM exerts an indirect positive effect on SCRM via information-intensive capabilities.

The constantly rising supply chain risk probabilities and increasingly negative performance impact on the supply chain force us to rethink and define an effective supply chain risk management approach. When a certain risk occurs, all internal and external stakeholders along the entire supply chain are affected. Therefore, it is essential to drive a holistic end-to-end supply chain risk management by setting up a dedicated supply chain risk management organisation with interfaces to all relevant business functions, by implementing an customised supply chain risk management process and by putting digital information technologies (eg artificial intelligence [AI]) in place in order to enable the process. The organisation builds a solid fundament and acceptance environment of the process implementation, while the process determines the strategic direction and scope of the information technologies selection. Only a clear vision, mission, strategy and roadmap can ensure and keep the enterprise-wide supply chain risk management programme running in the most efficient way. The systematic set-up of risk and business continuity management in the supply chain requires a sophisticatedly designed organisational structure and a comprehensive stakeholder management. An independent supply chain risk management organisation could be a recommended option in order to drive this strategic topic without any target conflicts between different business functions. The coverage and responsibility share between supply chain risk management and enterprise risk management must be aligned in order to use the existing enterprise-wide risk governance framework, methodology of risk quantification and risk management knowledge. A corporate supply chain risk management process defines a standard approach with roles and responsibilities and should cover the entire risk management cycle: identification, analysis and evaluation, treatment, monitoring and review. Both preventive and reactive supply chain risk management approaches should be considered and integrated as a complete concept. With advanced intelligent information technology, for example machine learning or risk management tools, the complete supply chain risk management process can be automated and digitalised. The process can be managed with minimum human effort and maximum benefit for the entire enterprise.

Background: Operational performance faces many challenges in the production of tin especially for Indonesia as the global market leader. Optimization of its operational performance by bolstering its supply chain integration such as customer integration in downstream processes and integration internally is a big challenge with the lack of smelter though it has been catalyzed by Indonesian government regulation. Additionally, supply chain risk management has been considered important globally to the sustainability and environmental awareness of a tin company related to its operational performance and supply chain integration.Purpose: This research aims to investigate how internal integration and customer integration, mediated by supply chain risk management, affect operational performance in a tin mining company. Design/methodology/approach: Employing a quantitative associative design and proportionate stratified random sampling method used in this study. Data from 47 employees from seven divisions of a tin company in Indonesia were collected and analyzed using PLS-SEM analysis on SMART PLS 3.29 software. Findings/Result: Results indicate a significant positive relationship between customer integration and operational performance, mediated by supply chain risk management. Contrary to expectations, internal integration did not significantly influence operational performance, either directly or indirectly.Originality/value (State of the art): These findings contribute to the evolving body of knowledge on supply chain integration by highlighting the critical role of customer-centric approaches in enhancing operational effectiveness within the tin mining sector. For practical implication, Effective collaboration, knowledge sharing, and understanding customer needs are key factors in achieving success in supply chain management. Keywords: customer integration, internal integration, supply chain, risk management, operational performance

Based on analyzing the characteristics of supply chain risk management under the influences of knowledge, in this paper integrates basic theories and methods of knowledge management into the process of risk management, builds a knowledge-oriented supply chain risk management system model, and proposes relevant strategies, presenting references for practical application of knowledge-oriented supply chain risk management. By means of acquiring, storing, sharing, and transferring supply chain risk knowledge and knowledge innovation, it can ensure the knowledge supply for the whole process of supply chain operation management and risk management, effectively blocking the evolution and transmission of risks in supply chain, realizing the added value of activities in supply chain, and improving the performance of supply chain.

PurposeThis paper aims to investigate the triangular interconnections among supply chain finance (SCF), supply chain risk management (SCRM) and supply chain sustainability (SCS) within the context of small and medium-sized enterprises (SMEs) under the theoretical foundation of dynamic capabilities view.Design/methodology/approachA total of 319 valid data sets were gathered from SMEs in China to evaluate the research model. This study uses partial least square structural equation modelling and necessary condition analysis as the two statistical methodologies for the assessment.FindingsThe findings indicate that SCF positively impacts on both SCRM and SCS, whereas SCRM also positively influences SCS. Furthermore, it has been observed that SCRM partially mediates the connection between SCF and SCS.Research limitations/implicationsThe findings contribute to the literature of SCS by empirically validating the direct and mediating impacts of SCRM on SCS.Practical implicationsThe results provide valuable insights that can assist SME stakeholders, owners and managers in developing strategies to effectively incorporate SCF and SCRM practices, thereby enhancing SCS performance.Originality/valueThis study expands the existing research on SCF and SCRM in the context of promoting SCS, specifically from the viewpoint of an Asian developing country.

Supply chain (SC) risk management (SCRM) is a high-level concern for SC professionals. Supply chain risk management implementation is a difficult task because it requires involvement of various firms across the SC. For effective SCRM implementation, managers need to know the enabling factors and their relative importance. In this research, an empirical study on SC risk mitigation enablers was carried out in Indian automotive industry to examine the relationship between SCRM enablers and SCRM implementation. This relationship was tested using discriminant analysis. The research shows that the most important enabler is information visibility and it is followed by incentives alignment. Contingency planning is the third-most important enabler and last is risk management governance (RMG). Success of the SCRM implementation in terms of its efficiency and effectiveness can be assured by following the sequence of SCRM enablers suggested in this research.

Background Supply chain risk management is crucial for the consumer products industry due to its vulnerability to uncertainties and risks. This study investigates the relationship between supply chain risks and performance among SMEs in the ASEAN countries. Supply chain performance, defined as meeting end-customer demands, involves ensuring commodity availability, on-time deliveries, and maintaining sufficient inventory and capacity across organizational boundaries from raw materials to the final consumer. Methods The study utilized a sample of 385 entrepreneurs from the consumer products industry in ASEAN countries. The research was analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM) to establish the correlation between supply chain performance and risks. Factors related to the ASEAN Economic Community (AEC) for economic integration and regional trade agreements were incorporated to understand the diverse economic development, infrastructure, and regulatory environments across nations. Results The analysis revealed a strong correlation between supply chain risks and performance. Entrepreneurs in the consumer products industry should collaborate closely with governmental organizations to address the unique challenges posed by regulatory landscapes, cross-border logistics, and geopolitical risks within the ASEAN region. Adapting to cultural nuances and market variations, along with optimizing logistics and infrastructure, are crucial for successful supply chain risk management. Conclusions Effective supply chain risk management significantly enhances the performance of the consumer products industry’s supply chain. Entrepreneurs in this sector should align their strategies with regional and national governments to proactively address issues and mitigate risks. Continuous monitoring and adaptive measures are necessary to handle emerging risks in the dynamic market landscape. The study provides valuable insights for policymakers, suggesting that supportive frameworks and policies are necessary to bolster SME capabilities in risk management. By fostering a collaborative environment between the public and private sectors, ASEAN countries can enhance overall supply chain resilience. Future research could explore sector-specific risk management practices and their impact on supply chain robustness, underscoring the imperative for SMEs to adopt proactive and integrated risk management approaches to thrive in a complex and evolving economic environment.

IntroductionGlobal supply chain management is exposed to a variety of risks such as demand fluctuations, exchange-rate fluctuations, price fluctuations, supply disruption, and supply delays.2 In addition, because of business activities and growth, management often has created conflicts among risks. Thus, business firms must develop mitigation strategies that effectively manage these risks in the supply chain.3 Supply chain risk management (SCRM) takes a proactive approach to the development of mitigation strategies for supply chain risks, giving important strategic alternatives and insights while overcoming challenges presented by the information and knowledge age.4The purpose of this paper is threefold: 1) to identify, assess, and prioritize supply chain risks; 2) to use the analytic hierarchy process (AHP) technique to support the strategic planning in supply chain management (SCM) decision-making; and 3) to provide business decision makers with a model to identify risk mitigation strategies. Using a business firm (BF) in the Kaesong Industrial Complex (KIC), the study focuses on exploring supply chain risks' characteristics in order to implement risk mitigation strategies that will improve the BF's and the KIC's decision-making planning process and managerial policy.5 The study will suggest risk mitigation strategies that will enable the BF to respond to innovation and new growth, while reinforcing overall ongoing business planning strategies to meet defined requirements in the KIC business setting.Supply Chain Risk ManagementSupply chain management (SCM) is defined as an integrated business philosophy for managing information, materials, and monetary flows among different facilities, suppliers, customers, and logistic levels. SCM includes both internal customers, such as all cross-functional decision-makers within an organization that have direct and/or indirect impact, and external customers such as suppliers, distributors, transporters, warehouses, retailers, and even end users. Because of the many qualitative and quantitative factors which must be included in SCM, planning is a complicated decision-making problem in business.6 Given the complexity of SCM, especially in cross-border supply chains, many studies have applied different business methodologies to real world situations.7Supply chain risk is defined as any risk associated with the flow of materials, information, and monetary transaction in a supply chain process. An effective supply chain risk management (SCRM) strategy embeds risk management into all supply chain functions, from inbound to outbound supply chain streams. Conventional risk management identifies and evaluates the various supply chain risk factors and their potential effects in areas such as purchasing and procurement, manufacturing and production, resources and real estate, outsourcing, logistics and warehousing, inventory, and legal matters. Risk factors can be identified in terms of sources, places, and relationships, or from a managerial function perspective, such as financial risk, operational risk, human resources risk, and information risk.8 Table 1 on page 36 presents categories and drivers of supply chain risks.A more comprehensive SCRM strategy may need proactive participants in the overall SCM planning processes.9 Although managing supply chain risk is a primary business activity, an even more important activity is the identification of proper risk mitigation strategies that will make the business more sustainable and profitable. By identifying risks and developing a pertinent strategy in a supply chain, business firms can align risks to the related strategies. In manufacturing-business firms, four major strategies are cost, quality, delivery, and flexibility.The existence of numerous risk factors makes supply chain decision-making more difficult to plan and implement. It is complicated because many tangible and intangible risk factors must be included in the decision-making process of a supply chain planning process. …

Objective - This paper aims to analyze Supply Chain Risk (SC Risk) and Supply Chain Risk Management (SCRM) in the Islamic fashion Industry in Bandung, with a particular focus on micro and small enterprises. Moreover, this paper will demonstrate the differences between the way the micro and small enterprises view SC Risk and SCRM. Methodology/Technique - This research uses questionnaires to obtain the data. The population in this study consists of 86 firms representing the center of the hijab fashion industry in BALTOS, Bandung. The data was obtained through observation and in-depth interviews with selected micro and small enterprises in the Islamic fashion industry, as well as the distribution of questionnaires from the hijab fashion industry in BALTOS. Findings - The results of this study raise concerns relating to SC Risk and the SCRM among micro and small enterprises in the Islamic fashion industry in BALTOS. The findings demonstrate that most Muslims consider that certain market conditions involve high levels of risks, which act as a threat to their businesses. Novelty - The global and dynamic evolution of the global market has contributed to increased levels of intense competition in various markets. The analysis of Supply Chain Risk Management (SCRM) strategies, to minimize the frequency of Supply Chain (SC) risk, is therefore important. Type of Paper: Empirical. Keywords: Supply Chain Risk Management; Supply Chain Risk; Supply Management; Islamic Fashion Industry; Micro-Small Enterprises. JEL Classification: M30, M39.

Purpose: This research examines the role of supply chain visibility in enhancing supply chain risk management amidst increasing global uncertainties. Drawing on Information Processing Theory, it investigates how visibility across suppliers, customers, and internal operations enables firms to effectively identify, assess, and mitigate risks within their supply chain networks. Design/Methodology/Approach: The study integrates a comprehensive literature review on supply chain visibility, risk management, and information processing, complemented by empirical evidence derived from a survey of 268 manufacturing firms. Findings: The results reveal that supplier visibility and internal operational visibility significantly influence both reactive and proactive dimensions of supply chain risk management. Conversely, customer visibility did not demonstrate a significant relationship with these risk management dimensions. Implications/Originality/Value: This research contributes to the academic discourse on supply chain risk management by empirically demonstrating the differential impact of various visibility dimensions. It also offers actionable guidance for managers, highlighting the strategic importance of fostering supplier and internal visibility as key assets for improved information processing and effective risk mitigation in complex global supply chains.