LEADER 05189nam 2200625Ia 450 001 9910139535603321 005 20170815145808.0 010 $a0-470-57046-6 010 $a1-119-19835-6 010 $a1-282-31963-9 010 $a9786612319631 010 $a0-470-57044-X 035 $a(CKB)2550000000001352 035 $a(EBL)565058 035 $a(OCoLC)512905538 035 $a(SSID)ssj0000309545 035 $a(PQKBManifestationID)12106853 035 $a(PQKBTitleCode)TC0000309545 035 $a(PQKBWorkID)10286229 035 $a(PQKB)10919932 035 $a(MiAaPQ)EBC565058 035 $a(PPN)150894007 035 $a(EXLCZ)992550000000001352 100 $a20090625d2009 uy 0 101 0 $aeng 135 $aur|n|---||||| 181 $ctxt 182 $cc 183 $acr 200 10$aSingle point of failure$b[electronic resource] $ethe ten essential of supply chain risk management /$fGary S. Lynch 210 $aHoboken, NJ $cWiley$d2009, c2010 215 $a1 online resource (317 p.) 300 $aIncludes index. 311 $a0-470-42496-6 327 $aSingle 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? 327 $aChapter 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 Evolving Risk; Expanding the Risk Awareness Universe 327 $aKnow 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 327 $aWhy 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? 327 $aEnter 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 327 $aQuestioning Old Assumptions 330 $aOver 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 606 $aBusiness logistics 606 $aRisk management 615 0$aBusiness logistics. 615 0$aRisk management. 676 $a658.5/03 676 $a658.7 700 $aLynch$b Gary S$g(Gary Scott),$f1958-$0972075 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910139535603321 996 $aSingle point of failure$92210153 997 $aUNINA