Supply Chain Risk Management

Introduction Supply chain plays significant roles in the domestic and the global economy. Each passing day, business processes, and operating environment are increasingly becoming complex. They hence require attention. This requires an effective supply chain that is able to respond efficiently to disruptions from unexpected events.Advertising We will write a custom report sample on Supply Chain Risk Management specifically for you for only $16.05 $11/page Learn More Supply chain needs to be streamlined to be more responsive to disruptions from the external environment. This calls for an efficient supply chain risk management. There are many risk management tools that can be utilized in supply chain management to reduce the impact of disruptions in the supply chain. This paper discusses the risks that are inherent in supply chain. In addition, it provides varied definitions of risk, supply chain management, and supply chain risk management by different au thors. Furthermore, it discusses the importance of supply chain management. Risk analysis models are discussed with reference to five articles by different authors. However, the report is constrained by lack of sufficient time in the preparation and submission, as well as the human resource factors. Reviews of books and Literature Supply Chain Risk The supply chain is vulnerable to risks of different levels. There are varieties of definitions of the term â€Å"risk†. A risk is an uncertainty with regard to future events that distort a functionality of business operations (Mun, 2004). Manuj and Mentzer (2008) define risk as unpredictable disruptions or breakdowns to the initial objective and projections. Lastly, risk can be defined as uncertainty with regard to events that compromise expected outcomes (Pryke, 2009). Singh, Mishra, Jain, and Khurana (2012), define supply chain risk as a potential deviation from the planned objectives that cause additional costs on value added a ctivities, at different stages of the supply chain. On the other hand, Wagner and Bode (2008), describe risk as a loss or a damage to supply chain that is caused by disruption of supply chain activities. Risk can also be defined as an organizational, environmental, or a supply chain related variable that is not easy to predict with certainty. Therefore, it affects the outcomes of supply chain activities (Faisal, Banwet, Shankar, 2006). Supply chain risks are classified as internal, or external. The Internal risks arise from improper coordination of supply chain operational activities. These risks include production, distribution, supplies, and demand risks. On the other hand, external risks are factors that occur due to the interaction of the supply chain with the external environment. They include natural disaster risks, exchange rate risks, terrorist attacks, and regulatory risks (Singh, Mishra, Jain Khurana, 2012; Lin Zhou, 2011).Advertising Looking for report on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More These risks are inevitable in supply chains, and hence the high need to manage them. Risks damage and disrupt the efficient performance of supply chains. They can be managed through effective supply chain management strategies (Singh, Mishra, Jain Khurana, 2012; Lin Zhou, 2011). More so, supply chain risk analysis is also critical for the internal and external management of risks that are inherent in this field. Supply Chain Management Supply Chain Management (SCM) has been addressed widely in the supply chain literature. The term was first coined to differentiate it from logistics management. SCM can be defined as an efficient integration and coordination of supply chain activities with an objective of satisfying the end user (Faisal, Banwet, Shankar, 2006). Mentzer et al. (2001) define SCM as a systematic and strategic coordination of business operations across business functions wi th an objective of enhancing long-term efficiency of supply chains. On the other hand, Hugos (2011) defines SCM as the coordination of key chain activities such as location, production, inventory, and transportation among other activities in supply chains in order to produce the best mix that is efficient and responsive to markets being served by a company. SCM primary role is to facilitate quick movement of products and services to the end user. SCM creates a flexible and agile organization that supports distribution networks by allowing quick changeovers in the supply chain (Hugos, 2011). In addition, SCM is important in quantifying the bottom-line impacts of supply chain activities, hence enhancing cost controls. At the same time, SCM enhances company’s competitiveness in the market through eliminations of supply chain bottlenecks. It also helps in the achievement of operational efficiencies and meeting the needs. It enables companies to achieve their objectives (Hugos, 20 11). SCM is a critical tool for businesses. It helps businesses to boost their customer services. This is achieved through a timely delivery of products in different locations. Furthermore, SCM helps business to streamline supply chain activities and take necessary measures against unexpected occurrences. It also enables businesses to improve their bottom-line through increased efficiencies. Furthermore, the supply chain management enables business to build a sustainable supply chain, and hence enhance improvements in the social and environmental responsibility (Hugos, 2011).Advertising We will write a custom report sample on Supply Chain Risk Management specifically for you for only $16.05 $11/page Learn More Supply Chain Risk Management Supply chains are susceptible to risks due to the complex activities and the environment in which businesses operate. Supply Chain Risk Management (SCRM) is critical in combating supply chain risks (Wu et al. 2013). SC RM is defined as the application of risk management process tools in collaboration with partners in the supply chain to mitigate risks and uncertainties that arise as a result of logistics related activities (Norrman Lindroth, 2002). Olson and Wu (2008) view SCRM as a coordination and collaboration process that identify, assess, avoid, and mitigate risks that are inherent in supply chain. SCRMP can also be defined as a management arrangement that addresses the likelihood of risk occurrence, its consequences, and the forces that drive particular sequence of events, as well as how best the forces can be managed to minimize the consequences and improve the positive outcomes (Ritchie Brindley, 2007). Petroleum Supply Chain risk management model that was developed by Fernandes, Barbosa-Pà ³voa, and Relvas (2010) give a good example of SCRM. Supply Chain Risk Analysis There are various theories and models that are used to analyze supply chain risks. These models are used to identify, a nalyse, and mitigate risks in different industries. For instance, Christopher, and Peck (2004) research focused on the development of a managerial agenda that would enable identification and management of risks in the supply chain. It utilized chain resilience model in the analysis of risks in different UK industries. Their analysis provides an end-to-end perspective of product flow from raw material sources to customer delivery. Their research sought to answer the following questions; how best managerial agenda can identify and manage supply chain risks, and how best resilience of supply chain can be improved (Christopher Peck, 2004). They model risk decision-making across business functions in and outside of the organization (Christopher Peck, 2004). Their study is justified by an apparent acknowledgment that organizations in the UK are yet to fully recognize supply chain risks and utilize lean systems for supply chain efficiency. Khan, Christopher, and Burnes (2008), provide an analysis of the impact of the product design on the SCRM, in a more complex global context case study. Their research constructs a framework that incorporates product design in supply chain risk management. This framework is a creative platform that is capable of managing supply chain risks (Khan, Christopher, Burnes, 2008).Advertising Looking for report on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Its research questions are the roles, which the product design can play in mitigation of risks, and how it enhances supply chain agility in clothing and textile industry in the UK. The Risk Matrix and the Risk Register Models are used by researchers in the analysis of Marks and Spencer risk management. The justification of the research is the recognition of the product design as integral to the competitiveness of a supply chain that is achieved through an effective identification and mitigation of risks (Khan, Christopher, Burnes, 2008). Chopra and Sodhi (2004) provide an analysis of supply chain risks as a result of natural disasters. They provide an overview of how companies can be prepared for natural disaster eventualities. They hold an opinion that effective management of natural disaster risks calls for managers to understand the interconnectedness of supply chain risks and focus design of strategies for effective risk reduction and mitigation strategies. The authors answer t he question how best companies can be prepared to deal with risks associated with natural disasters, fires, labour strikes, and terrorism that is likely to disrupt supply chains. They utilize Disaster Management Model and Framework (DMMF) to analyze and mitigate risks. The justification of the study is the need of strengthening natural disasters, fire, and labour strikes preparedness so as to reduce its impacts on the supply chain. Vosooghi, Fazli, and Mavi (2012) provide an analysis of risk involved in the crude oil supply chain. They acknowledge that crude oil supply chain is complex and vulnerable to a variety of risks. They identify environmental and regulatory risk to be rampant to the crude oil supply chain. The research question of this paper is how best oil supply chain managers can understand different risks and how effectively they mitigate them. Fuzzy Analytical Hierarch Process (FAHP) model is utilized in the analysis of the risks involved in the crude oil supply chain ( Vosooghi, Fazli, Mavi, 2012). The justification of this research is making a contribution towards management and mitigation of risks in the crude oil supply chain that is more vulnerable to risks. The research paper by Sinha, Whitman, and Malzahn (2004) provide a descriptive methodology designed to mitigate risks in an aerospace supply chain. This paper answers the question of how best risks in an interconnected supply chain can be identified, analyzed, and mitigated in the aerospace industry. The authors utilize Supply Chain Operations Reference model (SCOR) in the analysis of the risks inherent in the aerospace industry. The justification this research was to provide an efficient methodology capable of mitigating supply chain risks in a competitive industry (Sinha, Whitman, Malzahn, 2004). Conclusion Supply chain management and supply chain risk management continue to draw attention of companies and other practitioners. This is due to its role in the performance of the companies and the economy. With globalization increasing competition and business functions becoming more complex, the supply chain is becoming more vulnerable to unexpected disruption. Effective reduction of the impacts of the dynamic environment on supply chain call for efficient supply chain management and supply chain risk management. There are different risk management tools that organizations should use to tailor their risk management strategies towards effective mitigation of risk. In doing so, supply chain would be more efficient and responsive to environmental disruption, and hence enhances business competitiveness. List of References Chopra, S Sodhi, MS 2004, â€Å"Managing risk to avoid supply-chain breakdown,† MIT Sloan Management Review, vol. 46, no. 1, pp. 52-61. Christopher, M Peck, H 2004, â€Å"Building the resilient supply chain,† International Journal of Logistics Management, vol. 15, no. 2, pp. 1-13. Faisal, MN, Banwet, DK Shankar, R 2006, â€Å"Supply c hain risk mitigation: modelling the enablers,† Business Process Management Journal, vol. 12, no. 4, pp. 535-552. Fernandes, LJ, Barbosa-Pà ³voa, AP Relvas, S 2010, â€Å"Risk management framework for the petroleum supply chain†, Computer Aided Chemical Engineering, vol. 28, pp. 157-162. Hugos, MH 2011, Essentials of supply chain management. Hoboken, N.J: Wiley. Khan, O, Christopher, M Burnes, B 2008, â€Å"The impact of product design on supply chain risk: a case study,† International Journal of Physical Distribution Logistics Management, vol. 38, no. 5, pp. 412-432. Lin, Y Zhou, L 2011, â€Å"The impacts of product design changes on supply chain risk: a case study,† International Journal of Physical Distribution Logistics Management, vol. 41, no. 2, 162-186. Manuj, I Mentzer, JT 2008, â€Å"Global supply chain risk management strategies,† International Journal of Physical Distribution Logistics Management, vol. 38, no. 3, pp. 192-223. Mentz er, JT, DeWitt, W, Keebler, JS, Min, S, Nix, NW, Smith, CD, Zacharia, ZG 2001, Defining supply chain management, Journal of Business logistics, vol. 22, no. 2, pp. 1-25. Mun, J 2004, Applied risk analysis: Moving beyond uncertainty in business, Wiley, Hoboken, N.J. Norrman, A Lindroth, R 2002, March, Supply chain risk management: purchasers’ vs planners’ views on sharing capacity investment risks in the telecom industry, In 11th International IPSERA conference, Enschede, The Netherlands. Olson, DL Wu, D 2008, â€Å"Supply Chain Risk Management,† In New Frontiers in Enterprise Risk Management, pp. 57-67, Springer Berlin Heidelberg. Pryke, S 2009, Construction supply chain management: Concepts and case studies, Wiley-Blackwell, Chichester, UK. Ritchie, B Brindley, C 2007, â€Å"Supply chain risk management and performance: a guiding framework for future development,† International Journal of Operations Production Management, vol. 27, no.3, pp. 303-322. Singh, A, Mishra, P, Jain, R Khurana, M 2012, ‘Design of global supply chain network with operational risks’, International Journal Of Advanced Manufacturing Technology, 60, 1-4, pp. 273-290. Sinha, PR, Whitman, LE Malzahn, D 2004, â€Å"Methodology to mitigate supplier risk in an aerospace supply chain,† Supply Chain Management: An International Journal, vol. 9, no. 2, pp. 154-168. Vosooghi, MA, Fazli, S Mavi, RK 2012, â€Å"Crude Oil Supply Chain Risk Management with Fuzzy Analytic Hierarchy Process,† American Journal of Scientific Research, No. 46, pp. 34-42. Wagner, SM Bode, C 2008, â€Å"An empirical examination of supply chain performance along several dimensions of risk†, Journal of Business Logistics, vol. 29 no. 1, pp. 307-325. Wu, T, Huang, S, Blackhurst, J, Zhang, X, Wang, S 2013, ‘Supply Chain Risk Management: An Agent-Based Simulation to Study the Impact of Retail Stockouts’, IEEE Transactions On Engineering Managemen t, vol. 60, no. 4, pp. 676-686. This report on Supply Chain Risk Management was written and submitted by user Damion Rivera to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here. Supply Chain Risk Management Introduction Risk is one of the concepts that continuously attract the attention of business administrators and scholars. This paper is aimed at discussing this notion within the context of supply chain management. In particular, it is necessary to examine the theories and models that can be used to manage risks and increase organizational resilience to internal and external threats. This report will consist of several sections.Advertising We will write a custom report sample on Supply Chain Risk Management specifically for you for only $16.05 $11/page Learn More First, one should provide the definitions of main concepts such as internal and external risk. Furthermore, this paper will include a review of research articles that can be used to identify different theoretical frameworks or models of supply chain risk management. Overall, one can say that the current research is oriented toward two aspects of risks, namely probability and impact on the sustai nability. It should be noted that existing approaches to supply chain risk management cannot be universally applied. As a rule, they were designed to respond to the problems faced by certain types of companies or industries. This is one of the limitations that should be considered. Definitions of the main concepts Overall, the notion of risk can be interpreted as the possibility of loss, hazard, or any other undesirable event. However, researchers, who examine this term from an organizational perspective, describe it as a â€Å"variation in the distribution of possible outcomes, their likelihoods, and their subjective values† (Christopher Peck 2004, p. 4). Therefore, risk is closely connected with the deviation from the established norm. It should be noted that there are two types of risks, namely internal and external. Internal risks take their origins in the inside operations of an organization, in particular, the decisions of the management, structure, RD policies, planni ng, and so forth (Lin Zhou 2011, p. 164). Each of these aspects lies within the scope of managerial responsibilities. This is one of the details that should be considered. In turn, external risks can be attributed to the factors cannot be controlled or eliminated by the management. For example, one can speak about such threats as natural disasters, political upheavals, or technological catastrophes that can produce detrimental effects on a company. Additionally, it is important to examine such a concept as supply chain management (SCM). Certainly, one can offer several definitions of this term. Yet, researchers usually describe it as the way to control the flow of goods from the suppliers of raw materials to the end users of a product (Sinha, Whitman Malzahn 2004, p. 154). This term is important for understanding the questions that will be discussed.Advertising Looking for report on business economics? Let's see if we can help you! Get your first paper with 15% OFF Le arn More Overall, supply chain risk management (SCRM) can be described as a set of activities that are aimed at identifying various risks and minimizing their probability or influence on an organization. To a great extent, it is a set of activities that are supposed to make a company less vulnerable or susceptible to various threats. For example, the development of a contingency plan is one of the activities included in SCRM. This plan is supposed to give step-by-step instructions that should be carried out provided that a certain event takes place (Christopher Peck 2004). In particular, many companies develop contingency plans to reduce the impact of disruptions. This is one of the possible problems that should be addressed. There are different types of supply chain risks, for instance, one can mention delays, disruptions, forecast risks, procurement risk, the failure to collect receivables, and many other threats (Chopra Sodhi 2004, p. 54). These risks can be attributed to be internal and external factors. These are the main details that can be identified. Literature review It is possible to single out various sources that can throw light on different theories and models that can be helpful for identifying, assessing, or mitigating supply chain risks. On the whole, one can argue that various authors do not always explicitly identify a theory or model that they follow while conducting their research. Yet, it is possible to understand what kind of frameworks they rely on. For example, it is possible to discuss the article written by Martin Christopher and Helen Peck (2004) who discuss the methods of constructing a resilient supply chain. The authors focus on the strategies adopted in various industries such as food retailing, automotive manufacturing, food packaging, and so forth (Christopher Peck 2004, p. 2).The scholars attempt to answer several research questions. First, they try to determine how organizations can reduce the impact of external threats on their business processes (Christopher Peck 2004, p. 1). Secondly, researchers want to reduce the costs associated with SCRM. These scholars attempt to develop a model of a resilient supply chain. To a great extent, it is based on the contingency theory according to which the management should concentrate on the environment in which the business operates. This theoretical framework implies that one cannot fully eliminate the probability of a certain risk. However, business administrators can develop strategies that can help a company withstand the influence of these environmental factors. This approach can be distinguished because it can enable an organization to remain sustainable at the time of crisis.Advertising We will write a custom report sample on Supply Chain Risk Management specifically for you for only $16.05 $11/page Learn More In their article, Omera Khan and Marting Christopher (2008) discuss the relevance of product design to SCRM. They study this question within the context of such industries as fashion retail and clothing manufacturing (Khan Christopher 2008, p. 412). These authors show how companies can improve their SCRM by viewing design as a component of supply chain. Moreover, they demonstrate how this partnership can be established. These are the main questions that these researchers examine. One of their arguments is that designers and suppliers should closely interact with one another in order to reduce the probability of supply chain risks (Khan Christopher 2008, p. 418). This study illustrates the application of the stakeholder theory which is used for the management of risks. According to this approach, the stakeholders, who may have various interests, can represent the supply chain. More importantly, different problems can be addressed or avoided if various participants are able to cooperate with one another in order to resolve conflicts and misunderstandings. This is the main principles that shoul d be followed. This framework should be disregarded because in many cases, supply chain problems can be attributed to miscommunication or lack of coordination. It can be a valuable tool for reducing the probability of risk. The importance of design is examined Yong Lin and Li Zhou (2011). In particular, these scholars explore the impact of changes in design on various supply chain risks (Lin Zhou, 2011, p. 162). They look at the way in which this issue manifests itself in the special-purpose vehicle industry. There are several questions which these researchers discuss. First, they try to determine whether a certain risks can occur due to design changes requested by clients (Lin Zhou, 2011, p. 164). Secondly, they focus on the impact of such requests on the functioning of the supply chain. Overall, their findings suggest that such changes in design often lead to external and internal supply chain risks that can be related to production process or delivery of goods to clients. This study is also based on the stakeholder theory of risk. Additionally, it is possible to review the article written by Sunil Chopra and ManMohan Sodhi (2004) who study the ways of avoiding supply-chain breakdowns. These scholars discuss a variety of supply chain risks to which a business can be exposed. Overall, they do not test a certain hypothesis or answer research questions. Instead, they survey a set of methods that can mitigate various risks. One can say these scholars present a model of a resilient supply chain that is able to withstand the impact of environmental factors. Such an approach is useful for reducing the impact or risks.Advertising Looking for report on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More One can also speak about the work of Pankai Sinha, Larry Whitman, and Don Malzahn (2004). These researchers strive to develop techniques for the mitigation of risks that can affect the supply chain in the aerospace industry. They scholars do not discuss a specific research question or a hypothesis. They are more interested in identifying techniques which enable the managers to reduce the probability and impact of risks. This article illustrates the so-called IDEFO model of managing risk (Sinha, Whitman, Malzahn 2004, p. 166). The model is premised on the idea that supply chain managers should be ready for the worst-case scenarios. By relying on stress testing, they can identify the strengths and weaknesses of the organization. Furthermore, these professionals should adopt the policy of continuous improvement (Sinha, Whitman, Malzahn 2004, p. 166). This model can be singled out because it is a useful technique for evaluating the resilience of the supply chain. The article written b y Steen Christiansen and Jesper Jensen (2009) is also worth attention because it illustrates the application of such a model as the fishbone diagram as a method of improving the work of the supply chain. This study is aimed at discussing packaging performance qualification (Christiansen Jensen 2009, p. 77). In particular, the scholars want to determine â€Å"the minimum performance qualification batch size for assembly and packaging processes† (Christiansen Jensen 2009, p. 77). These processes can be viewed as important elements of the supply chain. The writers show how a fishbone diagram can be used to identify the causes of various problems or variations in the functioning of the supply chain (Christiansen Jensen 2009, p. 83). This model is helpful for understanding the pinpointing the weaknesses in the supply chain. This is why it should not be overlooked. This use of this model is also described in the article by Angela Tidwell and Scott Sutterfield (2012). The main go al of their study is to discuss the selection of suppliers with the help of such a tool as Quality Function Deployment (2012, p. 284). They researchers focus on the needs of businesses that are engaged in toothpaste packaging (Tidwell Sutterfield 2012, p. 284). The main task is to exemplify the common challenges that companies face when choosing among various suppliers. These authors also illustrate the application of the fishbone diagram. Apart from that, it is possible to look at the article written by Craig Carter and Dale Rogers (2008). To some degree, it can throw light on the use of resource dependence theory. These authors carry out a survey of scholarly articles illustrating theoretical perspectives on the causes of supply chain risks and ways of mitigating them. In this way, they attempt to single out the most relevant approaches to SCRM. For instance, large manufacturers prefer vertical integration. In other words, they prefer to take complete control of their suppliers ( Carter Rogers 2008, p. 272). This strategy is consistent with the principles of resource dependence theory according to which organizations strive to maximize their control of resources such as labor, technologies or raw materials (Carter Rogers 2008). In turn, vertical integration of the supply chain is a way of reducing the probability of risk. Overall, this perspective is useful for explaining the long-term strategies of large manufacturers. Furthermore, one can look the article written by Anthony Paulrai and Chen Injaazz (2011). These authors discuss such a phenomenon as environmental uncertainty and its impact on SCM of various businesses. They want to show how organizations try to become more self-sufficient and reduce the threats to its supply chain. This is the main research question that they focus on. In their opinion, the main trend in SCRM is the integration of supply partners (Paulrai Injaazz 2011, p. 37). This study is also based on the use of resource dependence th eory. The peculiarities of vertical integration are examined in the study carried out by Wei Guan and Jacob (2012). These researchers examine the use of this approach by timber manufacturers (Guan Rehme 2012). The scholars intend to understand the factors that prompt various businesses to adopt this approach. This is the main issue that they are interested in. Overall, timber manufacturers focus on vertical integration because it is critical for responding to the needs of clients (Guan Rehme 2012). In order to do it, they need to make sure that suppliers are effectively managed. So, this way of removing risks takes its origins in the resource dependency theory. These are the most important aspects that can be identified in these articles. Conclusion This analysis indicates that there are different models of supply chain risk management, and each of them has its strengths and weaknesses. First of all, one can say that some of the existing models and theories are mostly aimed at imp roving organizational capacity to respond to risks or threats. For instance, a contingency theory of risk implies that a company should be ready to respond to the changes in external environment. Therefore, their main purpose is to mitigate the impact of risks. In turn, other frameworks show how the probability of risks can be reduced. It seems that an organization should combine these approaches in order to become more effective. However, one should critically evaluate the applicability of different models and theories. Many of them have been tested only within the context of some specific industries or organizations. These are the main arguments that can be put forward. References Carter, C. Rogers, D 2008, ‘A framework of sustainable supply chain management: moving toward new theory’, International Journal of Physical Distribution Logistics Management, vol. 38, no. 5, pp. 360-387. Chopra, S Sodhi, M 2004, ‘Managing Risk To Avoid Supply-Chain Breakdownâ€℠¢, MIT Sloan Management Review, vol. 46, no. 1, pp. 53-61. Christiansen, S.H. Jensen, J.B.T. 2009, â€Å"Packaging Performance Qualification-A Risk-Based Approach†, Journal of Validation Technology, vol. 15, no. 2, pp. 77-85. Christopher, M Peck, H 2004, ‘Building the resilient supply chain’, International Journal of Logistics Management, vol. 15, no. 2, pp. 1-13. Guan, W. Rehme, J. 2012, ‘Vertical integration in supply chains: driving forces and consequences for a manufacturer’s downstream integration’, Supply Chain Management, vol. 17, no. 2, pp. 187-201. Khan, O Kristopher, M 2008, ‘The impact of product design on supply chain risk: a case study’, International Journal of Physical Distribution Logistics Management, vol. 38, no. 5, pp. 412-432. Lin, Y Zhou, L 2011, ‘The impacts of product design changes on supply chain risk: a case study’, International Journal of Physical Distribution Logistics Management, v ol. 41, no. 2, pp. 162-186. Paulraj, A. Chen, I.J. 2007, â€Å"Environmental Uncertainty and Strategic Supply Management: A Resource Dependence Perspective and Performance Implications†, Journal of Supply Chain Management, vol. 43, no. 3, pp. 29-42. Sinha, P., Whitman, L., Malzahn, D 2004, ‘Methodology to mitigate supplier risk in an aerospace supply chain’, Supply Chain Management: An International Journal, vol. 9, no. 2, pp. 154-168. Tidwell, A. Sutterfield, S 2012, â€Å"Supplier selection using QFD: a consumer products case study†, The International Journal of Quality Reliability Management, vol. 29, no. 3, pp. 284-294. This report on Supply Chain Risk Management was written and submitted by user Jeramiah Q. to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here. Supply Chain Risk Management