TARGETING A JUST-IN-CASE SUPPLY CHAIN FOR THE INEVITABLE NEXT DISASTER.

By J. Martha, S. Subbakrishna. 2002

160 citations recorded by the source corpus.

How researchers see this paper

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Managing country disruption risks and improving operational performance: risk management along integrated supply chains (2016, background): “The disruption risks considered often have severe impacts in terms of magnitude in the area of their occurrence and are fairly unpredictable (Martha & Subbakrishna, 2002; Kleindorfer & Saad, 2005).”
The design of robust value-creating supply chain networks (2010, background): “…events, catastrophic events have been ignored by most businesses in the past, and it is only recently that a growing interest was observed (Martha and Vratimos, 2002; Semchi-Levi et al., 2002; Helferich and Cook, 2002; Christopher and Lee, 2004; Chopra and Sodhi, 2004 and Sheffi, 2005).”
An empirical investigation into supply chain vulnerability (2006, methodology): “For the catastrophic risk measure, we generated a four-item scale that captures risks that originate from terrorist acts, socio-political crises, natural disasters, and epidemics (Chopra and Sodhi, 2004; Kleindorfer and Saad, 2005; Martha and Subbakrishna, 2002; Sheffi, 2001 ).”
A model for inbound supply risk analysis (2006, background): “Relatively, there are many failure stories in managing uncontrollable uncertainties as cited by Martha and Subbakrishna [11] which are primarily due to lack of contingency plans or poor execution.”