Reducing the Risk of Supply Chain Disruptions

By Sunil Chopra, ManMohan S. Sodhi. 2014

510 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/e0ba908a07d92ea993916c3ba2c951fed5116d5a

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Citations in the corpus

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).”
Literature review on disruption recovery in the supply chain* (2017, methodology): “…achieved significant improvements at managing the SCs and mitigating recurrent SC risks through improved coordinated planning and execution, e.g., vendor-managed inventory (VMI) or collaborative planning, forecasting and replenishment (CPFR) (Chopra and Sodhi 2014; Govindan 2015; Xu et al. 2015).”
Supply chain risk management and artificial intelligence: state of the art and future research directions (2018, unknown): “These range from natural disasters, such as the 2011 Thailand ﬂoods which caused a global shortage of hard disk drives (Chopra and Sodhi 2014), to man-made disasters such as the 9/11 terrorist attacks.”
Low-Certainty-Need (LCN) supply chains: a new perspective in managing disruption risks and resilience (2018, unknown): “Chopra and Sodhi (2014) emphasized the impact of SC centralization and decentralization on SC resilience and disruption risk management.”
Supply chain disruption propagation: a systemic risk and normal accident theory perspective (2018, background): “Managers who understand these factors are better prepared to contain disruptions and prevent them from spreading through the supply chain (Chopra and Sodhi 2014).”
Mitigating Supply Chain Risk via Sustainability Using Big Data Analytics: Evidence from the Manufacturing Supply Chain (2017, background): “Recently, supply chain risk management (SCRM) has become a priority because of its capability to avert potential disruption and recover more quickly from disruptions that cannot be averted [24].”
A multi-objective approach to supply chain risk management: Integrating visibility with supply and demand risk (2015, background): “The impact of such incidents has led to a growing interest in the area of supply chain risk and its management, as evidenced in the number of industry surveys, practitioner conferences, and consultancy reports devoted to the topic (e.g., Muthukrishnan and Shulman, 2006; Chopra and Sodhi, 2014).”
Increasing Supply Chain Robustness through Process Flexibility and Inventory (2018, background): “However, holding a large amount of inventory would incur a high loss in cost efﬁciency (Chopra and Sodhi 2014), as these inventories are only used when disruptions occur.”
Supply chain disruptions and resilience: a major review and future research agenda (2021, background): “According to the literature, managers need to respond to such incidents by following three identified stages of response: first detecting the volume of disruption, then designing or selecting a predesigned recovery method to tackle the disruption and finally deploying the solution (Chopra and Sodhi ”