A supply chain view of the resilient enterprise

By J. Rice, Yossi Sheffi. 2005

1,927 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/d8118bf7c3623cd00f6f73f274d741b804419f6c

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Citations in the corpus

Supply Chain Risk Management: Present and Future Scope (2012, unknown): “The 9/11 terrorist attack (2001) disrupted major supply chains in the early part of the decade and also triggered interest in the SCRM field (Chopra and Sodhi, 2004; Sheffi, 2005).”
Quantifying risks in a supply chain through integration of fuzzy AHP and fuzzy TOPSIS (2013, background): “Disruptions not only halt supply chain operations, without preparation and precautions it takes time for the affected system to recover (Hendricks and Singhal 2005, Sheffi and Rice 2005).”
A critical review on supply chain risk – Definition, measure and modeling ☆ (2015, background): “The first definitions of resilience referring to supply chain management were developed in 2004 at the Cranfield University [30] and in parallel studies at the MIT [128].”
Supply chain resilience for single and multiple sourcing in the presence of disruption risks (2018, methodology): “Resilient organisations are better positioned to handle disruptions and gain sustainable competitive advantage from disruptive events (Sheffi et al. 2003; Christopher and Peck 2004; Sheffi and Rice 2005).”
Resilience in family and nonfamily firms: an examination of the relationships between manufacturing strategy, competitive strategy and firm performance (2011, background): “Resilience is generally thought of as the ability of a firm to persist in the face of substantial changes in the business and economic environment and/or the ability to withstand disruptions and catastrophic events (Sheffi and Rice 2005 , Beverly and Rodysill 2007 ).”
Complexity and Adaptivity in Supply Networks: Building Supply Network Theory Using a Complex Adaptive Systems Perspective (2007, background): “Sheffi and Rice (2005) present an illustration of adaptive firm behavior in a cellular telephone supply network.”
The Severity of Supply Chain Disruptions: Design Characteristics and Mitigation Capabilities (2007, background): “Svensson, 2000), resilience (e.g., Sheffi & Rice, 2005), and business continuity planning (e.g., Zsidisin, Melnyk, & Ragatz, 2005).”
Impacts of COVID-19 on Global Supply Chains: Facts and Perspectives (2020, background): “Sheffi, a quick recovery represents the ability to be better positioned than competitors to deal with, and even to gain advantage from disruptions [61].”