Zsidisin / Henke Revisiting Supply Chain Risk

1. Auflage 2018
ISBN: 978-3-030-03813-7
Verlag: Springer Nature Switzerland
Format: PDF
Kopierschutz: 1 - PDF Watermark

E-Book, Englisch, Band 7, 463 Seiten

Reihe: Springer Series in Supply Chain Management

This book offers a bridge between our current understanding of supply chain risk in practice and theory, and the monumental shifts caused by the emergence of the fourth industrial revolution. Supply chain risk and its management have experienced significant attention in scholarship and practice over the past twenty years. Our understanding of supply chain risk and its many facets, such as uncertainty and vulnerability, has expanded beyond utilizing approaches such as deploying inventory to buffer the initial effects of disruptions. Even with our increased knowledge of supply chain risk, being in the era of lean supply chain practices, digitally managed global supply chains, and closely interconnected networks, firms are exposed as ever to supply chain uncertainties that can damage, or even destroy, their ability to compete in the marketplace. The book acknowledges the criticality of big data analytics in Supply Chain Risk Management (SCRM) processes and provides appropriate tools and approaches for creating robust SCRM processes. Revisiting Supply Chain Risk presents a state-of-the-art look at SCRM through current research and philosophical thought. It is divided into six sections that highlight established themes, as well as provide new insights to developing areas of inquiry and contexts on the topic. Section 1 examines the first step in managing supply chain risk, risk assessment. The chapters in Section 2 encompass resiliency in supply chains, while Section 3 looks at relational and behavioral perspectives from varying units of analysis including consortiums, teams and decision makers. Section 4 focuses on examining supply chain risk in the contexts of sustainability and innovation. Section 5 provides insight on emerging typologies and taxonomies for classifying supply chain risk. The book concludes with Section 6, featuring illustrative case studies as real-world examples in assessing and managing supply chain risk.


George A. Zsidisin, Ph.D. (Arizona State University), CPSM, C.P.M., is a Professor of Supply Chain Management at Virginia Commonwealth University. Professor Zsidisin has conducted extensive research on how firms assess and manage supply disruptions and commodity price volatility in their supply chains. He has published over 80 research and practitioner articles that have been extensively cited, many of which focus on the topic of supply chain risk and continuity management. His research on supply chain risk has been funded by the AT& T Foundation and IBM, and has received numerous awards, such as from the Institute for Supply Management, Deutsche Post, Council of Supply Chain Management Professionals, and the Decision Sciences Institute. He has edited two other books: Supply Chain Risk: A Handbook of Assessment, Management, & Performance (with Bob Ritchie, 2010), Springer International Publishing; and Handbook for Supply Chain Risk Management: Case Studies, Effective Practices and Emerging Trends (with Omera Khan, 2011), J. Ross Publishing. In addition, he has published Managing Price Volatility: a Supply Chain Perspective (with Janet Hartley, 2012; second edition 2017), Business Expert Press Publishing, with translated versions in German (with Lutz Kaufmann), and Italian (with Barbara Gaudenzi). He has served as co-Director for the Supply Chain Leadership Program for the Purchasing Management Association of Canada, is one of the initial founding members of the International Supply Chain Risk Management (ISCRiM) network, and has taught and led discussions on supply chain management and risk in various Executive Education Programs and numerous companies in the U.S. and Europe. Professor Zsidisin is co-Editor Emeritus of the Journal of Purchasing & Supply Management, is the Director of the Master of Supply Chain Management program at Virginia Commonwealth University, and sits on the Editorial Review Board for several academic supply chain journals.Prof. Dr. Michael Henke is Director of Fraunhofer Institute for Material Flow and Logistics IML in Dortmund, and holds the Chair in Enterprise Logistics (LFO) at the Faculty of Mechanical Engineering at TU Dortmund University, Germany. Furthermore, he is Adjunct Professor for Supply Chain Management at the School of Business and Management of Lappeenranta University of Technology in Finland. His research focuses inter alia on Management of Industrie 4.0 and Platform Economy, Blockchain and Smart Contracts, Financial Supply Chain Management, Supply Chain Risk Management, Procurement, Logistics and Supply Chain Management. Doing this, he is combining his practical experience from entrepreneurial practice and his extensive knowledge from research. Michael Henke studied Brewing and Beverage Technology (Dipl.-Ing.) and gained his doctorate and habilitation in Business and Economics at Technical University of Munich, Germany. During and after his habilitation, he worked for the Supply Management Group SMG in St. Gallen, Switzerland. From 2007 until 2013, he was active in teaching and research as a professor at EBS European Business School.

Autoren/Hrsg.

Zsidisin, George A.

Henke, Michael

Inhaltsverzeichnis

1;Dedication;5
2;Contents;9
3;About the Editors;12
4;1 Research in Supply Chain Risk: Historical Roots and Future Perspectives;14
4.1;1 A Rich and Developing History;14
4.2;2 Shifting Toward Digitalization and Data Analytics;15
4.3;3 Structure of the Book;16
4.3.1;3.1 Assessing Supply Chain Risk—The First Step in Managing Supply Chain Risk;17
4.3.2;3.2 Creating Resiliency by Managing Supply Chain Risk;18
4.3.3;3.3 Incorporating Relational and Behavioral Perspectives;19
4.3.4;3.4 Managing Risk in Sustainable and Innovative Supply Chains;20
4.3.5;3.5 Emerging Typologies and Taxonomies;22
4.3.6;3.6 Grounding Our Understanding of Supply Chain Risk: Cases and Observations;22
4.4;4 Conclusions;23
4.5;References;24
5;Assessing Supply Chain Risk—The First Step in Managing Supply Chain Risk;26
6;2 Assessing the Vulnerability of Supply Chains: Advances from Engineering Systems;27
6.1;1 Introduction;27
6.1.1;1.1 Background;27
6.1.2;1.2 Objectives;28
6.2;2 Concepts and Definitions;28
6.3;3 Framework for Vulnerability Assessment;29
6.4;4 An Updated Toolbox;31
6.4.1;4.1 Epoch-Era Analysis;32
6.4.2;4.2 Failure Mode Methods;33
6.4.3;4.3 System Design Methods;36
6.5;5 Using the Toolbox in Supply Chain Vulnerability Assessment;40
6.5.1;5.1 Step 1: Definition of Scope of Work;40
6.5.2;5.2 Step 2: Description of SC/SCM Context;41
6.5.3;5.3 Step 3: Taxonomy Development;41
6.5.4;5.4 Step 4: Scenario Development;42
6.5.5;5.5 Step 5: Criticality Ranking;43
6.5.6;5.6 Step 6: Scenarios of Importance;44
6.5.7;5.7 Step 7: Reducing Likelihood and Consequence;44
6.6;6 Summary;45
6.7;References;46
7;3 Using Scenario Planning to Supplement Supply Chain Risk Assessments;48
7.1;1 Introducing a Well-Known Problem;48
7.1.1;1.1 Attempting to Make the Uncertain, Well … Certain;49
7.1.2;1.2 A Gap in Research;50
7.2;2 Scenario Planning: Accepting Uncertainty;50
7.2.1;2.1 Plausible Futures, not Forecasts;50
7.2.2;2.2 A Divergence from Other Scenario Planning Methods;51
7.3;3 The Roots of Scenario Planning;51
7.4;4 Using Scenario Planning for Supply Chain Risk Management;52
7.4.1;4.1 Involving the Right People;53
7.4.2;4.2 The Focusing Question;54
7.4.3;4.3 Brainstorming Influences on the Focusing Question;55
7.4.4;4.4 Grouping Individual Forces into Driving Forces;56
7.4.5;4.5 Ranking and Rating Forces;57
7.4.6;4.6 The Scenario Matrix;58
7.4.7;4.7 Writing Scenarios;58
7.4.8;4.8 An Alternative to the Scenario Matrix Approach;60
7.4.9;4.9 Identifying Signals for Action;60
7.5;5 Scenario Planning Challenges;61
7.6;6 Summary;61
7.7;References;61
8;4 Decision Support Systems and Artificial Intelligence in Supply Chain Risk Management;63
8.1;1 Introduction;63
8.2;2 Multiple-Criteria Decision Analysis for SCRM;65
8.2.1;2.1 MCDA Methods;65
8.2.2;2.2 Related Techniques;66
8.3;3 Mathematical Programming for SCRM;68
8.3.1;3.1 Modelling Uncertainty;68
8.3.2;3.2 Model Solving;69
8.4;4 AI Techniques for SCRM;71
8.4.1;4.1 Petri Nets;71
8.4.2;4.2 Multi-agent Systems;72
8.4.3;4.3 Automated Rule-Based Reasoning;73
8.4.4;4.4 Machine Learning;74
8.5;5 Conclusions;76
8.6;References;77
9;5 Resilience Assessment in Complex Supply Networks;82
9.1;1 Introduction;82
9.2;2 Supply Chain Resilience;83
9.3;3 Elements of Supply Chain Resilience;86
9.4;4 A Framework for Resilience Assessment in Supply Networks;88
9.4.1;4.1 Supply Chain Design;88
9.4.2;4.2 Supplier-Related Factors;93
9.4.3;4.3 Relational Competencies;96
9.4.4;4.4 Physical Capital Resources;99
9.4.5;4.5 Human Capital Resources;101
9.4.6;4.6 Overall Resilience Score;102
9.5;5 Conclusion and Future Research;103
9.6;References;104
10;Creating Resiliency by Managing Supply Chain Risk;108
11;6 What Value for Whom in Risk Management?—A Multi-value Perspective on Risk Management in an Engineering Project Supply Chain;109
11.1;1 Introduction: Value for Whom?;109
11.2;2 Why Do We Need a Multi-value Perspective? Insights from Literature;110
11.2.1;2.1 Supply-Chain Risk Management Perspectives and Perceptions;111
11.2.2;2.2 Value for Stakeholders in Risk Management;112
11.3;3 Empirical Study: The Multiple Value Perspectives of Risk Management for Stakeholders;113
11.3.1;3.1 Research Method;113
11.3.2;3.2 The Multiple Value Perspectives of Risk Management for Stakeholders;114
11.3.3;3.3 The Outcome-Related Value Perspective of Risk Management;115
11.3.4;3.4 The Process Quality-Related Value Perspectives of Risk Management;117
11.3.5;3.5 Discussion: Learnings from Empirical Studies;122
11.3.6;3.6 Process Regarding Multi-value Perspectives;122
11.4;4 Conclusions;126
11.5;References;127
12;7 Risk Management of Critical Logistical Infrastructures: Securing the Basis for Effective and Efficient Supply Chains;129
12.1;1 Introduction;129
12.2;2 Risks for Critical Logistical Infrastructures;130
12.2.1;2.1 Categorization and Interdependencies;133
12.2.2;2.2 Existing Methodology;133
12.3;3 Evaluation of Risks for Critical Logistical Infrastructures;136
12.3.1;3.1 Basic Assumptions;136
12.3.2;3.2 Evaluation Approach;137
12.3.3;3.3 Implementation;137
12.3.4;3.4 Strengths, Weaknesses, and Extensions;138
12.4;4 Summary and Outlook;140
12.5;References;141
13;8 Procedure Model for Supply Chain Digitalization Scenarios for a Data-Driven Supply Chain Risk Management;144
13.1;1 Introduction;144
13.2;2 Research Overview;145
13.3;3 Model Development;147
13.3.1;3.1 Focus Definition and Selection of Evaluation KPIs;148
13.3.2;3.2 Evaluation of the Risk Situation;149
13.3.3;3.3 Definition of Requirements for Future Supply Chain Risk Management;151
13.3.4;3.4 Scenario Development;152
13.3.5;3.5 Scenario Assessment;153
13.3.6;3.6 Concept Creation;157
13.4;4 Conclusion;157
13.5;References;158
14;9 Preparing for the Worst;162
14.1;1 Preparing for the Worst;162
14.2;2 Real Options: The Value of Preparation;163
14.2.1;2.1 Options’ Valuation;163
14.2.2;2.2 Four Common Categories of Real Options for Preparation;164
14.3;3 Redundancy;164
14.3.1;3.1 A First Line of Redundancy: Extra Inventory;164
14.3.2;3.2 Practical Upper Limits on Inventory;165
14.3.3;3.3 Other Kinds of Redundancy;166
14.4;4 Flexibility;166
14.4.1;4.1 Flexible Manufacturing: The Option to Make Anything;167
14.4.2;4.2 Flexible Distribution Networks: Emergency Realignment;168
14.4.3;4.3 Mobile Flexible Assets;168
14.5;5 Places: Emergency Operations Centers;169
14.5.1;5.1 Facility Monitoring: Who’s Minding the Stores;169
14.5.2;5.2 The Local and the Global;170
14.6;6 Ready for the Worst: Business Continuity Plans;170
14.6.1;6.1 When the Going Gets Tough, the Tough Use Playbooks;171
14.6.2;6.2 Playbooks to the People;172
14.6.3;6.3 Drill, Baby, Drill;172
14.6.4;6.4 The Bigger Picture: From BCP to BCM to ERM;173
14.7;7 SCRM as a Real Option;173
14.7.1;7.1 Response Investments;174
14.8;References;174
15;10 The Future of Resilient Supply Chains;176
15.1;1 Introduction;176
15.2;2 Theoretical Background;177
15.3;3 Research Methodology;180
15.3.1;3.1 Data Collection and Analysis;180
15.4;4 Results and Discussion;182
15.4.1;4.1 Insights from the Academic Panel;182
15.4.2;4.2 Insights from the Practitioner Panel;187
15.5;5 Conclusion and Future Directions;190
15.6;References;192
16;Incorporating Relational and Behavioral Perspectives;194
17;11 Can Buyer Consortiums Improve Supplier Compliance?;195
17.1;1 Introduction;195
17.2;2 The Model;199
17.2.1;2.1 Independent Audits (I);201
17.2.2;2.2 Joint Audits (J);204
17.3;3 Independent Versus Joint Audits Equilibrium Comparison;207
17.4;4 Conclusions;210
17.5;5 Appendix—Proofs;211
17.6;References;213
18;12 Leadership in Risky Supply Chains;215
18.1;1 Dropping Old Tools;217
18.2;2 Reframing Through Divergence;219
18.3;3 Reframing Value Patterns;221
18.4;4 The Hazards of Adaptive Leadership in Dynamic Supply Chains;223
18.5;5 Conclusion;225
18.6;References;225
19;13 Malicious Supply Chain Risk: A Literature Review and Future Directions;227
19.1;1 Introduction;227
19.2;2 Literature Review;228
19.2.1;2.1 Examples of Malicious Risks;229
19.3;3 Managing Malicious Risks;231
19.4;4 Drivers of Malicious Risks;233
19.4.1;4.1 Micro-Drivers: Behaviorally Driven Risk;233
19.4.2;4.2 Meso-Drivers: Structurally Driven Risk;234
19.4.3;4.3 Macro-Drivers: Network Exposure;234
19.5;5 Conclusion;234
19.6;References;235
20;14 A Behavioural View of Supply Chain Risk Management;238
20.1;1 Behavioural Supply Chain Management;238
20.2;2 Supply Chain Risk Management: Limitations and Opportunities for Research;239
20.2.1;2.1 Assumption 1: Objective Assessment of Risk;240
20.2.2;2.2 Assumption 2: Rational Decision Rules;244
20.3;3 Conclusion;247
20.4;References;247
21;Managing Risk in Sustainable and Innovative Supply Chains;253
22;15 Resilience and Sustainability in Supply Chains;254
22.1;1 Introduction;254
22.2;2 Discussion;256
22.2.1;2.1 Supply Chain Resilience;256
22.2.2;2.2 Supply Chain Sustainability;258
22.2.3;2.3 Resilience and Sustainability;259
22.2.4;2.4 Relevance to Practice;263
22.3;3 Conclusion;264
22.4;References;265
23;16 Sustainability Risk Management in Supply Chain;267
23.1;1 Introduction;267
23.2;2 Sustainable Supply Chain;268
23.3;3 Sustainability Risks in the Supply Chain;269
23.4;4 Risk Management in a Sustainable Supply Chain;271
23.5;5 Case Examples of Sustainable Supply Chain Risk Management;274
23.5.1;5.1 Requirements for Responsibility in Purchasing;274
23.5.2;5.2 The Process of Responsibility Assurance in the Supply Chain;275
23.5.3;5.3 The Role of Risk Management in Assuring Responsibility in the Supply Chain;276
23.6;6 Discussion and Conclusions;278
23.7;References;279
24;17 The Relationship Between Firm Resilience to Supply Chain Disruptions and Firm Innovation;281
24.1;1 Introduction;281
24.2;2 Literature Review: Firm Innovation and Firm Resilience;282
24.3;3 Research Process;283
24.4;4 The Linkage Between Innovation and Resilience: A Dynamic Capability View;284
24.5;5 Supply Chain Resilience;285
24.5.1;5.1 Antecedents of Supply Chain Resilience;285
24.6;6 Firm Innovation;287
24.6.1;6.1 Antecedents of Firm Innovation;290
24.7;7 Organizational Capabilities to Improve Both Firm Innovation and Firm Resilience;291
24.8;8 Future Research;293
24.9;9 Conclusion;294
24.10;References;294
25;18 Supply Chain Virtualization: Facilitating Agent Trust Utilizing Blockchain Technology;301
25.1;1 Introduction;301
25.2;2 Risk and Virtual Supply Chains;302
25.3;3 Issues in the Management of Virtual Supply Chain Risk;303
25.3.1;3.1 Transparency;304
25.3.2;3.2 Traceability;304
25.3.3;3.3 Authenticity;305
25.4;4 Reducing Risk by Building Trusting Relationships;305
25.4.1;4.1 Three Drivers for Trusting Relationships;306
25.5;5 Opportunities for Creating Trusting Relationships Using Blockchain Technology;307
25.5.1;5.1 What Is Blockchain?;308
25.5.2;5.2 How Can Blockchain Enable Trust in Virtual Supply Chains?;308
25.6;6 Conclusion;311
25.7;References;312
26;Emerging Typologies and Taxonomies;314
27;19 Differentiating Between Supply and Supplier Risk for Better Supply Chain Risk Management;315
27.1;1 Introduction;315
27.2;2 Supply Risk;316
27.3;3 Supplier Risk;316
27.4;4 Supply Risk Management;318
27.5;5 Supplier Risk Management;319
27.6;6 Cases;321
27.7;7 Discussion and Conclusion;325
27.8;References;326
28;20 Categorizing Supply Chain Risks: Review, Integrated Typology and Future Research;329
28.1;1 Introduction;329
28.2;2 Defining Risk and Supply Chain Risk;330
28.2.1;2.1 An Overview of Supply Chain Risk Management (SCRM) Literature;331
28.2.2;2.2 Supply Chain Risk Identification;332
28.3;3 Research Methodology;334
28.4;4 Results;334
28.4.1;4.1 What Are the Most Influential Studies on the Topic of Supply Chain Risk Classification (RQ1);334
28.4.2;4.2 How Has the Supply Chain Risk Classification Topic Developed Over Time? (RQ2);342
28.4.3;4.3 What Are the Interactions Among Researchers that Contributed to the Topic of Supply Chain Risk Classification? (RQ3);346
28.4.4;4.4 How Can Consensus Be Achieved Across the Supply Chain Risk Classification Studies Published Since 2000? (RQ4);349
28.5;5 Conclusions;356
28.6;6 Limitations of the Study;360
28.7;7 Recommendations for Future Research;360
28.8;References;361
29;21 The Impact of Supply Chain Disruptions on Organizational Performance: A Literature Review;367
29.1;1 Introduction;367
29.2;2 Conceptualization of Supply Chain Risk Management;368
29.3;3 Research Methodology;370
29.4;4 The Effect of Supply Chain Disruptions on Supply Chain Performance;370
29.4.1;4.1 The Effect of Demand Disruption Risk on Supply Chain Performance;371
29.4.2;4.2 The Effect of Supply Disruption Risk on Supply Chain Performance;372
29.4.3;4.3 The Effect of Environmental Disruption Risk on Supply Chain Performance;372
29.4.4;4.4 The Effect of Control Disruption Risk on Supply Chain Performance;373
29.4.5;4.5 General Studies in Supply Chain Risk Management;373
29.4.6;4.6 Comparing the Effect of Different Sources of Risks on Supply Chain Performance;374
29.5;5 Supply Chain Disruption Risk Management: Major Themes;378
29.5.1;5.1 Conceptualizations of Supply Chain Risk Management;378
29.5.2;5.2 Impact of Supply Chain Disruptions on Organizational Performance;379
29.6;6 Supply Chain Resiliency Enhancers;380
29.7;7 Supply Chain Resiliency Enhancers: Major Findings;383
29.7.1;7.1 Flexibility;383
29.7.2;7.2 Agility;383
29.7.3;7.3 Collaboration;384
29.7.4;7.4 Redundancy;384
29.8;8 Conclusion;385
29.9;References;386
30;Grounding Our Understanding of Supply Chain Risk: Cases and Observations;390
31;22 The Management of Disruption Supply Risks at Vestas Wind Systems;391
31.1;1 Introduction;391
31.2;2 Vestas and the Wind Turbine Industry;392
31.3;3 The Management of Disruption Supply Risk;392
31.3.1;3.1 Disruption Risk Management Strategies;393
31.3.2;3.2 The Variety of Disruption Risks and the Strategies for Managing Them;394
31.4;4 Disruption Risk Management at Vestas;395
31.4.1;4.1 Gearboxes;396
31.4.2;4.2 Towers;397
31.5;5 Electronics;399
31.5.1;5.1 Electronics Case—Earthquake Damages to a Key Supplier’s Production Facility;400
31.5.2;5.2 How These Experiences Led to Changes in Electronics Disruption Management;401
31.6;6 A Framework for Disruption Risk Management;402
31.7;7 Conclusion;403
31.8;References;404
32;23 Foreign Exchange Risk Mitigation Strategies in Global Sourcing: The Case of Vortice SPA;405
32.1;1 Introduction;405
32.2;2 Foreign Exchange Risk Mitigation Strategies;406
32.3;3 Mitigating Foreign Exchange Risk at Vortice Elettrosociali SpA;407
32.3.1;3.1 Background;407
32.3.2;3.2 FX Risk at Vortice;407
32.3.3;3.3 FX Risk Exposure Analysis;408
32.3.4;3.4 FX Risk Mitigation Strategies;409
32.3.5;3.5 The Role of Functional Involvement;414
32.4;4 Conclusions;415
32.5;References;416
33;24 The Paradox of Risk Management: A Supply Management Practice Perspective;418
33.1;1 Introduction;418
33.2;2 Supply Management Process;419
33.3;3 Supply Risk Management;419
33.3.1;3.1 Risk Identification;420
33.3.2;3.2 Risk Assessment;420
33.3.3;3.3 Risk Mitigation or Treatment;421
33.4;4 Case Study Methodology and the Single-Case Design;421
33.4.1;4.1 Empirical Setting;422
33.4.2;4.2 Data Sources;422
33.4.3;4.3 Data Analysis;423
33.5;5 Supply Management Process in the Case Organization;424
33.5.1;5.1 New Supplier Selection;424
33.5.2;5.2 Strategic Sourcing;425
33.5.3;5.3 Receiving and Inspecting the Delivered Goods;425
33.5.4;5.4 Managing the Portfolio of Existing Suppliers;425
33.6;6 Supply Risk Management in the Case Organization;426
33.6.1;6.1 Financial Risk;426
33.6.2;6.2 Sourcing Risk;428
33.6.3;6.3 Performance Risk;428
33.6.4;6.4 Sustainability Risk;429
33.7;7 Discussion;429
33.7.1;7.1 How Are Risks Managed (i.e., Identified, Assessed and Mitigated) Inside a Large Global Organization?;429
33.7.2;7.2 Why May Risk Management in Practice Differ from the Theory and Widely Accepted Standards?;431
33.8;8 Conclusions and Future Research Directions;432
33.9;References;432
34;25 Risk in Complex Supply Chains, Networks and Systems;435
34.1;1 Introduction;435
34.2;2 Examples of Complex Supply Networks and Systems;436
34.2.1;2.1 Example A: Humanitarian Aid Supply;437
34.2.2;2.2 Example 2: Government Procurement;440
34.2.3;2.3 Example 3: Healthcare Supply Networks;442
34.3;3 A Synthesis of Risks and Their Mitigation in Complex Supply Networks and Systems;445
34.3.1;3.1 Supply Network Orchestration Risk;445
34.3.2;3.2 Supply Network Learning Risk;445
34.3.3;3.3 Supply Network Innovation Risk;446
34.3.4;3.4 An Initial Conceptual Framework for Risk in Complex Supply Networks and Systems;446
34.4;4 Reflecting on Theories;447
34.5;5 Summary;448
34.6;References;448
35;26 Surfing the Tides of Political Tumult: Supply Chain Risk Management in an Age of Governmental Turbulence;452
35.1;1 Introduction;452
35.2;2 Supply Chain Risk from Government Actions that Damage the Trade Environment;453
35.3;3 Omission or Inadequacy of Government Action as a Source of Supply Chain Risk;455
35.4;4 Supply Chain Risk from Outside the Central Government;456
35.5;5 Managing the Risk;457
35.6;References;459
36;Index;460