On the Value of Mitigation and Contingency Strategies for Managing Supply Chain Disruption Risks

By Brian Tomlin. Management Sciences, 2006

1,701 citations recorded by the source corpus.

Subfields: Management Information Systems, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/e6332a9ec3b0027e21b10982903ab0c184b03d8d

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In Management Information Systems

In Strategy and Management

Citations in the corpus

Low-Certainty-Need (LCN) supply chains: a new perspective in managing disruption risks and resilience (2018, neutral): “…reactive decisions is important for increasing SC resilience by utilizing the synergetic effects between mitigation and contingency policies (Sheffi 2005, Tomlin 2006, Melnyk et al. 2014, Ivanov et al. 2016, 2018, Rezapour et al. 2017, Ivanov and Rozh-kov 2017, Geng and Xiao 2017, Ivanov 2018).”
Managing Risk of Supply Disruptions: Incentives for Capacity Restoration (2013, background): “In a detailed study, Tomlin (2006) lists several mitigation and contingency options used by buyers to manage supply disruption risk.”
Literature review on disruption recovery in the supply chain* (2017, background): “redundancies like inventory or capacity buffers) and on speed and scale of recovery measures (Hendricks and Singhal 2005; Sheffi and Rice 2005; Tomlin 2006; Bode et al. 2011; Ivanov and Sokolov 2013; Kim and Tomlin 2013).”
Disruption risks in supply chain management: a literature review based on bibliometric analysis (2020, background): “As shown in Figure 8, Tomlin (2006) is the biggest node, which indicates that it is the most frequently co-cited reference in the field of SCD up to now.”
Resilient and sustainable supply chain design: sustainability analysis under disruption risks (2018, background): “Realising the negative impacts of disruptions, companies more than ever attempt to create and be part of more resilient supply chains (Tomlin 2006; Baghalian, Rezapour, and Farahani 2013; Dehghani et al. 2018; Jabbarzadeh, Haughton, and Khosrojerdi 2018).”
Supply chain disruptions and resilience: a major review and future research agenda (2021, background): “From a search in the Web of Science database regarding the literature on the ripple 1 3 effect of SCs (keywords: “ripple effect” and “supply chain”), 31 journal papers have been identified, 18 of which are published in the IJPR, 3 in the International Journal of Production Economics (IJPE) and the r”
Revealing interfaces of supply chain resilience and sustainability: a simulation study (2018, background): “The ripple effect has been extensively investigated in literature (Tomlin 2006; Liberatore et al. 2012; Ivanov et al. 2014, 2016; Mizgier 2016), however without consideration of sustainability factors.”
The importance of decoupling recurrent and disruption risks in a supply chain (2007, background): “Propositions 5 also agrees with the results from Tomlin [21] for a reliable supplier that has instantaneous and infinite flexibility: that supplier is used more as the first supplier’s uptime (1 − P in our model) goes down.”
Strategic Sourcing in the Presence of Uncertain Supply and Retail Competition (2014, methodology): “With an increasing awareness of the high risks associated with single sourcing, considerable attention has been paid to multiple-sourcing operations in the presence of yield uncertainty (Agrawal and Nahmias 1997, Anupindi and Akella 1993) and supply disruption (Parlar and Perry 1996, Tomlin 2006).”
Managing Disruptions in Decentralized Supply Chains with Endogenous Supply Process Reliability (2014, background): “Although single sourcing provides greater indirect incentive to the selected supplier because that avoids order splitting, we show that the buyer may prefer the diversification strategy under certain circumstances.”
Sources of Supply Chain Disruptions, Factors That Breed Vulnerability, and Mitigating Strategies (2009, background): “Recent research has investigated the effectiveness of various mitigation strategies (Albeniz & Simchi-Levi, 2005; Swinney & Netessine, 2009; Tomlin, 2006).”
Supply Chain Viability and the COVID-19 pandemic: a conceptual and formal generalisation of four major adaptation strategies (2021, background): “The recent literature analysed different strategies to adapt SCs to instant disruptions and pandemic, observing that attempts to substitute supply resulted in designing adhoc SCs that used the resources and capacities of intertwined and even competing networks (Hosseini, Ivanov, and Dolgui 2019; Sny”
Supply chain disruption propagation: a systemic risk and normal accident theory perspective (2018, background): “However, simply increasing inventory levels, alternate sourcing, or contingency strategies are not always ideal and may even increase supply chain risk (Tomlin, 2006; Kull and Closs, 2008).”