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Managing Risk to Avoid Supply-Chain Breakdown
內容大綱
This is an MIT Sloan Management Review article. Natural disasters, labor disputes, terrorism, and more mundane risks can seriously disrupt or delay the flow of material, information, and cash through an organization's supply chain. The authors assert that how well a company fares against such threats depends on its level of preparedness and the type of disruption. Each supply chain risk--forecasts, information systems, intellectual property, procurement, inventory, and capacity--has its own drivers and effective mitigation strategies. To avoid lost sales, increased costs, or both, managers need to tailor proven risk-reduction strategies to their organizations. Managing supply chain risk is difficult, however. Dell, Toyota, Motorola, and other leading manufacturers excel at identifying and neutralizing supply chain risks through a delicate balancing act: keeping inventory, capacity, and related elements at appropriate levels across the entire supply chain in a rapidly changing environment. Organizations can prepare for or avoid delays by "smart sizing" their capacity and inventory. The manager serves as a kind of financial portfolio manager, seeking to achieve the highest achievable profits (reward) for varying levels of supply chain risk. The authors recommend a powerful "What if?" team exercise called "stress testing" to identify potentially weak links in the supply chain. Armed with this shared understanding, companies can then select the best mitigation strategy.