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Record Nr. |
UNINA9910139535603321 |
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Autore |
Lynch Gary S (Gary Scott), <1958-> |
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Titolo |
Single point of failure [[electronic resource] ] : the ten essential of supply chain risk management / / Gary S. Lynch |
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Pubbl/distr/stampa |
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Hoboken, NJ, : Wiley, 2009, c2010 |
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ISBN |
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0-470-57046-6 |
1-119-19835-6 |
1-282-31963-9 |
9786612319631 |
0-470-57044-X |
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Descrizione fisica |
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1 online resource (317 p.) |
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Disciplina |
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Soggetti |
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Business logistics |
Risk management |
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Lingua di pubblicazione |
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Formato |
Materiale a stampa |
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Livello bibliografico |
Monografia |
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Note generali |
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Nota di contenuto |
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Single Point of Failure: The Ten Essential Laws of Supply Chain Risk Management; Contents; About the Author; Preface; Acknowledgments; Introduction: Getting to the Truth; Chapter 1: The Laws of the Laws; Laws of the Laws; Risk Management Defined; Law of the Laws #1: Everyone, without Exception, Is Part of a Supply Chain; Law of the Laws #2: No Risk Strategy Is a Substitute for Bad Decisions and a Lack of Risk Consciousness; Law of the Laws #3: It's All in the Details; Law of the Laws #4: People Always Operate from Self-Interest; Indirect and Secondary Impacts; What Can You Conclude? |
Chapter 2: Law #1: If You Don't Manage and Lead Change, You Have to Surrender to ItThe Risk Wake-Up Call-Planned Change, Unplanned Consequences; We Can't Change the Past, but . . . Can We Change the Future?; Can You See the Icebergs Ahead?; Chapter 3: Law #2: The Paradigm Should Destroy the Parasite; The Paradigm in Action; Why Does the Organization Need to Identify a Supply Chain Risk Paradigm?; Beware! The Paradigm Can Shift without Notice; If the Shoe Fits; Chapter 4: Law #3: Manage Your Business DNA in a Petri Dish of |
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Evolving Risk; Expanding the Risk Awareness Universe |
Know Your Business-Know Your SurroundingsThe Keys to Your Risk Kingdom; Your Operation's Complete Footprint; Your Action Plan; Chapter 5: Law #4: In Supply Chain Risk Management, Demand Trumps Supply; Everyone's Customer; Building Your Demand-Based Strategy; Market and Client Factors to Consider; Chapter 6: Law #5: Never Set Up Your Suppliers for Failure; Supply Chain Risk Management Program; Sourcing Strategies That Create More Risk, Not Less; Trust but Verify; Chapter 7: Law #6: Managing Production Risk Is a Dirty Job; Going Global with the Production of Risk; A New Collaborative Effort |
Why Is Production So Critical?Part Two of the Double Whammy: Labor; Chapter 8: Law #7: The Logistics Risk Management Rule: Managing the Parts Does Not Equal Managing the Whole; What Is Logistics Risk?; Cargo and Warehouse Theft; The Piracy Risk; What's at Risk?; Single Points of Failure and Aggregate Risk; Supply Chains Don't Survive on Product Flows Alone; Information Flows Are Essential; In the End It's All about the Priorities and Economics; Chapter 9: Law #8: Mitigation: If Supply Chain Risk Management Isn't Part of the Solution, It Will Become the Problem; Now What Do I Do? |
Enter the Risk Intelligent Supply ChainEconomic Change-A Catalyst for Redefining Resiliency Management; What Is Risk Mitigation?; Chapter 10: Law #9: Financing; Insurance and Its Role in Supply Chain Risk Management; Background on Insurance in the Supply Chain Risk Area; Current Insurance Solutions and Their Limitations; Introducing Supply Chain Insurance: Approach and Challenges; Corporate Customer Benefits Arising from Supply Chain Insurance; Conclusions; What Does the Future Hold?; A View from the Insurer's Side; Chapter 11: Law #10: Manage the Risk as You Manage Your Own |
Questioning Old Assumptions |
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Sommario/riassunto |
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Over the past decade organizations have faced relentless customer demand for better value at less cost, individual customization, greater choice, faster delivery, higher quality, exceptional service, and more recently - increased environmental and social consciousness. The organization's weapon of choice to address this increasing demand has been the supply chain. However, as the supply chain footprint changed (e.g. outsourcing, off-shoring and customer/vendor empowerment) so did the organization's exposure to uncertainty. Organizations were taken by surprise since this exposure was una |
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