BUILDING A SECURE AND RESILIENT SUPPLY NETWORK.

By J. Rice, Federico Caniato. 2003

683 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/212cc1f7726aae07042d20b0a078f6589086e340

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Citations in the corpus

Supply chain resilience: the whole is not the sum of the parts (2019, background): “This is done primarily through investments in capital and capacity, such as safety stocks and backup suppliers or storage (Rice and Caniato, 2003; Supply chain resilience Kamalahmadi and Parast, 2016).”
Sources of Supply Chain Disruptions, Factors That Breed Vulnerability, and Mitigating Strategies (2009, background): “After the 9=11 terrorist attacks, research has focused primarily on increased security measures to reduce both the occurrence of terrorist attacks and decrease supply chain disruptions (Lee & Wolfe, 2003; Rice & Caniato, 2003; Rosoff & von Winterfeldt, 2007; Sheffi, 2003).”
A critical review on supply chain risk – Definition, measure and modeling ☆ (2015, background): “According to Rice and Caniato the most relevant “resilience capabilities” are flexibility and redundancy [114].”
Global sourcing and quality recalls: An empirical study of outsourcing-supplier concentration-product recalls linkages (2014, background): “Further, nationally diversifying the supply base, in effect, would inhibit inventory visibility and traceability and, consequently, supply chains would be more exposed to disruptions (e.g. Rice and Caniato, 2003; Stauffer 2003; Chopra and Sodhi 2004; Tang 2006; Deloitte Consulting, 2007).”
The Effect of Operational Slack, Diversification, and Vertical Relatedness on the Stock Market Reaction to Supply Chain Disruptions (2009, background): “Anecdotal evidence also indicates that disruptions can be costly (e.g., Latour, 2001; Rice and Caniato, 2003).”
The design of robust value-creating supply chain networks (2010, background): “Several authors reported the impact of such catastrophic events on companies in terms of monetary losses, based on direct costs of repair and market share loss (Rice and Caniato, 2003; Lee, 2004; Sheffi, 2005, Hendricks and Singhal, 2005).”
Planning for Disruptions in Supply Chain Networks (2006, background): “[52], Lynn [63], Rice and Caniato [76], Sheffi [84]).”
Supply chain resilience for single and multiple sourcing in the presence of disruption risks (2018, background): “It is difficult to accurately measure the costs of disruption; however, one firm studied by Rice and Caniato (2003) estimates the daily cost resulting from a disruption to be $50–$100 million.”
Competition and Diversification Effects in Supply Chains with Supplier Default Risk (2006, unknown): “Both academics and practitioners have published a number of articles addressing questions of managing supply chains under the threat of disruptions (see Sheffi 2001; Rice and Caniato 2003a, b; Chopra and Sodhi 2004; Tang 2006).”