Abstract

ZusammenfassungSupply chains are exposed to manifold risks that pose considerable challenges to managers. In case a risk materializes, the potential negative consequences are devastating. Recent developments foster the vulnerability of firms to suffer from supply chain risks and add considerable relevance to the threat of being severely harmed by them. Relatively little is known about the behavior of individuals within supply risk and supply disruption management. Given the circumstance that a large fraction of the decisions concerning crisis situations is typically made by single decision makers with centralized authority it is surprising that behavioral aspects have been neglected in research on supply risk and disruptions, so far. Thus, the aim of this dissertation research is to shed light on specific research questions that cover behavioral aspects of managing supply risks and disruptions to improve our understanding of how to effectively address them.

Highlights

  • Chain disruptions are “unplanned and unanticipated events that disrupt the normal flow of goods and materials within a supply chain [...] and, as a consequence, expose firms within the supply chain to operational and financial risks” (Craighead et al, 2007, p. 132)

  • As firms are increasingly held responsible for misconduct within their supply chain, the implications of our study extend previous work by emphasizing that firms which are positioned downstream the supply chain can considerably benefit from corporate social responsibility (CSR) and those which are further upstream and less visible to consumers

  • We focus on disruptive events that cannot be resolved in the course of daily operations management and that occur in a focal firm’s upstream supply chain

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Summary

Introduction

Chain disruptions are “unplanned and unanticipated events that disrupt the normal flow of goods and materials within a supply chain [...] and, as a consequence, expose firms within the supply chain to operational and financial risks” (Craighead et al, 2007, p. 132). Chain disruptions are “unplanned and unanticipated events that disrupt the normal flow of goods and materials within a supply chain [...] and, as a consequence, expose firms within the supply chain to operational and financial risks” Eletrox’s major competitor was severely hit by a supply disruption in Asia that caused this firm to cease its own production for three days and suffer immense losses. Since firms are perceived to be only as responsible as their supply network (Andersen & Skjoett-Larsen, 2009), the purchasing function plays a key role in preventing CSIR and addressing these risks. Chain disruptions are defined as “unplanned and unanticipated events that disrupt the normal flow of goods and materials within a supply chain [...] and, as a consequence, expose firms within the supply chain to operational and financial risks” When it was clear that the damage to the clean rooms was far more substantial than expected, Ericsson was not able to find an alternative supplier on short notice and had to delay the launch of a new product while losing market share to Nokia (Latour, 2001; Sheffi, 2005)

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