The Severity of Supply Chain Disruptions: Design Characteristics and Mitigation Capabilities

By Christopher W. Craighead, Jennifer Blackhurst, Manus Johnny Rungtusanatham, Robert B. Handfield. Decision Sciences, 2007

1,664 citations recorded by the source corpus.

Subfields: Management Information Systems, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/cf700b45cd8f3bf93574bc35c6fdcc23bfcb39ed

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In Management Information Systems

In Strategy and Management

Citations in the corpus

Predicting the impacts of epidemic outbreaks on global supply chains: A simulation-based analysis on the coronavirus outbreak (COVID-19/SARS-CoV-2) case (2020, neutral): “Supply chain (SC) risks are multifaceted and can be classified into operational and disruption risks (Tang, 2006, Tomlin, 2006, Craighead et al., 2007, Sawik, 2011, Govindan et al., 2017, Fahimnia et al., 2018, Ivanov, 2018b, Choi et al., 2019, Xu et al., 2020).”
Sources of Supply Chain Disruptions, Factors That Breed Vulnerability, and Mitigating Strategies (2009, neutral): “Supply chain disruptions are unavoidable (Craighead et al., 2007).”
Low-Certainty-Need (LCN) supply chains: a new perspective in managing disruption risks and resilience (2018, neutral): “…management that aim at mitigating the adverse effects of disruptions on SC financial and operational performance (Blackhurst et al. 2005, Tang 2006, Craighead et al. 2007, Handfield and McCormack 2008, Blackhurst et al. 2011, Gurnani et al. 2012, Sodhi et al. 2012, Tang et al. 2012, Haber-mann et…”
Revealing interfaces of supply chain resilience and sustainability: a simulation study (2018, background): “…centres, tsunami and floods leading to production facility disruptions, legal conflicts between suppliers and strikes at airlines and railway companies (Craighead et al. 2007; Chopra and Sodhi 2014; Simchi-Levi, Schmidt, and Wei 2014; Ho et al. 2015; Hasani and Khosrojerdi 2016; Sawik 2016).”
Viable supply chain model: integrating agility, resilience and sustainability perspectives—lessons from and thinking beyond the COVID-19 pandemic (2020, background): “…inventories, subcontracting capacities, backup supply and transportation infrastructures, omni-channel anddata-driven, real-timemonitoring andvisibility systems) (Craighead et al. 2007; Ho et al. 2015; Hosseini et al. 2019) helped the companies to survive and recover through the pandemic?”
Can supply chain risk management practices mitigate the disruption impacts on supply chains’ resilience and robustness? Evidence from an empirical survey in a COVID-19 outbreak era (2020, background): “Thus, the goal of SCRM processes is to limit the effects of SC disruptions that hinder the continuity of material and information flows within the SC (Bode et al., 2011; Chowdhury and Quaddus, 2017; Craighead et al., 2007).”
Lithium-Ion Battery Supply Chain Considerations: Analysis of Potential Bottlenecks in Critical Metals (2017, background): “material supply can lead to short-term supply gaps, which have the potential to create significant price volatility and commodity price uncertainty.(22,23)”
A critical review on supply chain risk – Definition, measure and modeling ☆ (2015, neutral): “Supply chain risk Supply chain vulnerability1⁄4SePe [36,65,128]”
A review of supply chain risk management: definition, theory, and research agenda (2018, background): “These risks may result from man-made problems or natural disasters, and can have major consequences for organisations, including financial and operational problems, potentially leading to business discontinuity (Craighead et al., 2007; Rajesh et al., 2015).”
Managing country disruption risks and improving operational performance: risk management along integrated supply chains (2016, background): “Disruptions are unplanned and unanticipated events that break the normal flow of goods and materials within a chain and expose it to operational and financial risks (Craighead et al., 2007).”
Supply Chain Risk Management: Present and Future Scope (2012, neutral): “Craighead et al. (2007) employed a three-phase empirical study of case study, interviews and focus group to study the severity of supply chain disruptions.”