Hernan Cortes And The Aztec Empire - 948 Words

(A) During this time period the western exploration was set forth to find new trades routes and wealth along with trade. People who called themselves conquistadors were those of which who were looking for a new adventure and a place to discover that was new. They also wanted to spread knowledge of Christianity. Sadly this isn’t all what happened. Conquistadors wanted fame and to be able to proud themselves on the accomplishments they will make. For one example Hernan Cortes was a conquistador and he found the land on which the Aztec Empire was thriving. Instead of doing what they originally wanted which was to seek trade routes and discover new land and spread Christianity. He figured he might as well take the kingdom and obtain their wealth. Even though he did want to take their wealth they still wanted to spread the word on Christianity even though unmoral acts may be committed. Now Cortes went into the city and was welcomed as if he was the god that the Aztecs have been wai ting for, the Quetzalcoatl which was a serpent like being. The armor that he wore made it look as this. While the Aztecs didn’t worship Christianity, Cortes had no problem impersonating one of their gods knowing that there is only one true God if he believed in what he wanted to spread. Knowing that his own Spanish army could defeat the Aztecs he took it by force nothing of which was the initial intentions. Wealth and fame made him do these actions. Knowing from then on that going to foreign landShow MoreRelatedAztecs And Incas : Similarities And Differences1422 Words   |  6 PagesThe Aztecs and Incas: Similarities and Differences The Aztecs were warrior people who lived in the Valley of Mexico, with the capital at Tenochtitlan, during the 1400s. Under their authoritarian state, the Aztecs worshipped their patron god, Huitzilopochtli, among other deities. 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These are some of the questions that people ask about these indigenous people. These people are known as the Aztecs but originally called themselves Mexica. They came to Mexico in the early thirteenth century and from there they started to develop a social structure and government consisting of priests, kings, peasants, and soldiers. Besides having a very organized

Patient Centered Primary Care Collaborative Stakeholders

PATIENT-CENTERED PRIMARY CARE COLLABORATIVE STAKEHOLDERS By: Tracey Pinkney â€Å"In a randomized controlled study, we found that Palliative Advanced Home Care and Heart Failure Care (PREFER) increased quality of life in patients with CHF, reduced the number of hospitalizations, and reduced the number of days of hospitalization.† [1] In today’s healthcare system there is an increase in the concern of the quality of life and how can health services be delivered to the home at a reasonable cost to the patient. Due to the ever increasing technology and focus on home care, the Patient-Centered Primary Care Collaborative (PCPCC) is an organization that believes this can be done with the proper policies and stakeholders supporting them.†¦show more content†¦As the continued support grows the PCPCC, the health care sector is recognizing the role of the medical home model, Accountable Care Organizations(ACO), many entities are embracing the model and performing better. According to Center of Medicare and Medicaid, the medical ho me model shows that there is an improvement cost effectiveness, which helps practitioners deliver quality care and advanced approaches to care coordination, care teams, and chronic disease management. As evaluations of ACOs, integrated health systems, and the medical neighborhood continue, the Patient Center Medical Home will be essential to driving improvements in cost, quality, and outcomes. [3] The Stakeholders are divided into five group led by volunteers, who are experts in these cause and the executive committee at Patient-Centered Primary Care Collaborative. The five stakeholder groups consist of: 1. Advocacy and Public Policy 2. Care Delivery and Integration 3. Employer and Purchaser 4. Outcomes and Evaluation 5. Patients, Families, and Consumers The Advocacy and Public Policy center works with the government leaders at the state and federal level, policymakers, and agencies to craft together policy to include essential features of the medical home. Payment reform, changes in health insurances, health information technology, and Accountable Care Organizations are supported and work with this center to

Leading Organisation Purchasing and Logistics Operation

Question: Discuss about the Case Study for Leading Organisation for Purchasing and Logistics Operation. Answer: Introduction: The aim of the report is to identify the current changes in the area of purchasing and logistics. I have been working for Vesuvius Malaysia Sdn Bhd and my responsibility included managing the Purchasing and Logistics for Thailand, Vietnam and Malaysia. It is a UK owned Company and is one of the Worlds leading suppliers of refractory products in the Iron and Steel Industry (Fernie and Sparks 2014). The Company works as an importer of TUBOS REFRACTARIOSand other related products in the market of Malaysia. It has been thoroughly observed that as the companies are increasingly using the supply chain in order to compete with the other existing companies in the same industry and to increase the market share, companies are reforming their logistic and supply chain management (Fernie and Sparks 2014). Logistic and supply chain management include the activities of the internal and the external stakeholders as well. Therefore, keeping a vision for change that include the stakeholders of the or ganisation is equally important in order to make better business approach towards a particular activity. Change management is inevitable in all organisations to match with the dynamic situation of the market and the level of competition that the organisations have to face in their regular business activities. In order to evaluate the changes in the recent perspective in the area of purchasing and logistic, a detailed analysis will be conducted on the recent changes in the area of supply chain. Based on the findings, a number of models will be proposed that shall be implemented to improve the logistic and supply chain management of the particular Company. In addition to this, the vision and mission of the Company will be analysed that will help the organisation to compete with the changes and fill the gap to compensate the changes in the field of logistic and supply chain management. It is only after the detail analysis is made, a number of recommendations will be made that shall help the organisation to improve their business operation and to meet the changes and challenges that they face in the recent time. Discussion: Current changes in the area of Purchasing Logistics As stated by Sussams 2013, supply chain and logistic is a lengthy process and has many links. It has encompasses many contribution towards a business. Supply chain and logistics include distribution of materials, managing the same, inventory control as well as freight procurement that adds up to be the overall function of the supply management. In the recent time, there have been a number of evidences where the marketers are found to fight with the changing situation of the Supply Chain Management and fulfilling the needs of the business and related market process (Winters et al. 2014). A number of current changes can be highlighted in this respect: Technological changes: Pazirandeh and Jafari (2013) stated that technology has driven new waves in the productivity. It is by the means of digitizing the major financial and other business processes that collaboration of organisations across the globe has been made possible. However, in 2016, the shipping practices have changed drastically as it was practiced in 1980s or 1990s. Use of unmanned aerial vehicles and robotics has changed the landscape of logistic operation (Aljohani and Thompson 2016). In addition to this, the automatic identification and data capture technology has provided the opportunity to control the shipping process and the supply chain activities. It has also been evident that there are a number of Bluetooth enable technological devices have been put into use that helped in driving accuracy and timeliness in all kinds of logistic operations. Leadership changes: Strategic procurement requires building of an active approach towards market building with respect to the acquisition of goods and services that are vital to an organisations viability. With the advent of globalisation, leadership in business is getting influenced dramatically (Dashkovskiy et al. 2013). A good leadership is thus, required for carrying out the supply chain activities and inbound and outbound logistic operations. Facing challenges regarding leadership is common in many organisation and same kinds of issues are evident in Vesuvius Malaysia. It has to be understood that logistic and supply chain covers a wider area and this calls for a leader who will be able to drive these challenges and gain competitive advantage in the market scenario (Seo 2015). Since the logistic operation requires covering a large area of operation many organisations undertake the transitional leadership in order to cope up with the situation and carry out the business activities without any hindra nce. Challenges to accept innovations: In the recent time there has been the introduction of many online retailers like Amazon, Ebay. These companies have been coming up with new and innovative techniques to successfully carry out their business activities and fight against the increasing competition in the market (Notteboom et al. 2015). This innovation has given rise to change management within the organisation and the complete supply chain process as well. These innovative techniques have portrait significant savings on the storage of raw materials, its intermediates and the final finished products (Richards and Grinsted 2016). The innovative techniques help to gain reliability to meet the demand of the consumers and at the same time help to manage time and fairness of the presentation. Communication barriers: Effective communication system is the most crucial element that helps to make the logistic operation smooth. With the development of information and communication technology, the determinant factors of consideration for the logistic operation have helped to fight the intense competition of the logistic operation (De Martino et al. 2013). Logistic activities require effective communication with all the stakeholders of the company including co-workers, clients and customers as well. With effective communication, the morale of the complete business process is improved and it shows that the management of the particular workplace has higher morale to deal with the business activities (Gupta 2013). Carrying out the communication by the means of forming a team helps to achieve the goals of the organisation. Vision for change and its outcome Creating a successful vision provides a sense of being in the corporate situation that will assist the particular organisation in shaping their future. With a sensible vision set by the management, any kind of confusing project is dissolved and stops the organisation to move into a wrong direction. Hgevold et al. (2014) pointed out that this vision is important to communicate with publics that shall create better ways for the leaders as well to operate in the dynamic and challenging business environment. The vision for logistic operation is important for the following reasons: To expand target consumers: Nicolian et al. (2015) stated that a vision is created by an organisation to improve business activities that shall bring more profit to the organisation. Therefore, it is expected that the vision set for the organisation should be effective enough to target more consumers. This can be achieved by the means of designing better corporate strategies or improving the communication process with the internal and external stakeholders of the organisation (Winters et al. 2014). Therefore, it is expected that the management of the organisation should focus on designing better strategies by analysing the opportunities in the market and then coming up with better approaches to target more consumers. To create alert in the organisation: It is evident that the necessary changes should be designed in the organisation to create right alertness in the business operation activities. It has been observed that there are a number of challenges that are inevitable, but the organisation must be alert to face these situations (Al-Sebie 2014). In order to keep pace with these activities, it is important to create a business strategy that will meet the demand of the dynamic market. Market analysis: It has been evident that the competitors in the market are increasing. In order to keep pace with these competitors in the market, keeping a trace of these external competitors is important. Major competitors of Vesuvius Malaysia Sdn Bhd include Armada Groups of companies, Avis Pioneer Logistics, J V Logistics and Trading and others (Fernie and Sparks 2014). Conducting market research and keeping a trace of the activities of the competitors and other rivals will help the organisation to carry out their business activity more effectively. To manage and plan the execution process: The vision of change should also take into consideration the basic plans to manage and execute the complete process of business operation. It is expected that the plans set by the organisation will be effective enough to fight against the dynamic situation of the logistic operation in the recent market situation (Senge 2014). The business strategies have to be framed in a way that shall cover different aspects of the business operation. Better leadership strategy: The vision and the objective of the Company should also include the leadership strategy. There should be a complete vision of change management and organisational strategy that shall be helpful for the organisation to tackle the changes that the logistic and the supply chain companies have been suffering (Vasconcelos 2015). The leader should be committed to the changing pattern and the requirement to execute various operations of the logistic activities. It has been already mentioned that undertaking a transitional form of leadership will be the best possible leadership approach that the company could undertake to keep acquainted with the recent form of business strategy (Richards and Grinsted 2016). Gap between future and present logistic business activities: Adner (2016) stated that the main thing that matters is the availability of the product at the retail stores that would be easily available to the consumers. It falls under the responsibility of the logistic and supply management company to supply the same product to the respected retail stores that the consumers could get the supply of the product easily (Page and Page 2016). However, there is no doubt that there are a number of challenges that the logistic companies have to face because there lays a gap between the future and the present modes of business activity. These gaps can be identified as under: Digital technology: The main disrupting agent that has resulted in the creation of major gaps in the business activity is the advancement of digital technology. As pointed out by Harris and Gimbel (2014), businesses cannot unlock its full potential if the organisation is not able to incline its business activities unless the Company has the full potential of utilising the digital technology to carry out their business activities. It is expected that the digital technology will be developing in the recent future (Colbert et al. 2016). This gap could become the most crucial gap in the operational activity of supply chain management. Ability to accept innovations: In the view point of Canas and Sondak (2013), the online retailers and logistic suppliers have been found to come up with many innovative ideas to support their business activities. When these innovative approaches come under consideration of the physical logistic companies, these companies at times fail to recognise the importance of innovation. Therefore, the ability to accept changes and innovation happen to be the biggest gap between the present and the future scenario of the logistic operation. Better storage facility: There have been lots of developments in the storage and the inventory facility. The warehouses or the distribution centres or the stock rooms have gone under lots of changes in the recent perspective (Huth and Lohre 2014). There have been huge improvements in the storage facilities of different products and the warehouses where the products are kept. However, for some logistic companies undermining these storage facilities becomes challenging. In addition to this, the packaging of the products is another important thing that has been changed in the recent perspective (Richards and Grinsted 2016). This is another major challenge or the gap between the present and the future logistic operation. Communication method: Recent business activity requires prompt response from the stakeholders. Adoption of the quick response might prove to be challenging for the people in the business related to logistic and supply chain (Hedman and Valo 2015). Business activity has to be really fast and prompt to match the competitive approach of the other companies in the market. It has to be understood that the complete logistic operation follows a long chain of people into the business activity and communicating with each individual might not be possible for detailed business activity (Harris and Gimbel 2014). E-commerce activity: Almost all business activity is based on e-commerce activities. People are becoming reliable on the e-commerce because this is an easier way to carry out the marketing activity. Therefore, it is expected that businesses will face major challenges in near future if they do not mould their business activities in the form to support e-commerce activities. It is expected that the organisation will also adapt certain forms of e-commerce approach to overcome the gap between the present and the future business operations (Hgevold et al. 2014). The above mentioned situations are the major things that have created a generative gap between the present and the earlier situation of logistic operation. There is no doubt that the technological advancement has changed the way business used to run earlier. There has been inclusion of robotic and better communication technologies that has improved the situation of the business by many folds. Therefore, it falls under the responsibility of the organisation to change their business strategies as well to cope up with the recent changes and fill the gap that has been created in recent time. Considering the role of the stakeholders certain strategies should be formulated to meet the expectations of the market. Identification of key stakeholders and strategies used in securing buy in and building their commitment and engagement A major concern that arises at the fundamental level of the supply chain management is regarding the identification of the stakeholders. As pointed out by Al-Sebie (2014), it is one of the responsibilities of the project management to consider the role of the Stakeholders significantly. Project managers are likely to deliver the products at the right time without considering any kind of failure. At the time of mapping and implementing a project, it is important to consider a direct relationship with the stakeholders As stated by Canas and Sondak (2013), stakeholders are usually the investors of the company and they have a major role to play in determining the major business decisions and outcomes. The role of stakeholders differs from organisations to organisations but the major operation remains the same. However, in order to avoid any kind of mismanagement in the organisation it is expected that the organisation will always consider the role of the stakeholders as one of the major priority of the business operation. It is for the same reason important to keep the perspective of both internal and external stakeholders into perspective at the time of carrying out any change management. Internal stakeholders: It is necessary to consider the relationship with the internal stakeholders of the Company. Internal stakeholders include the employees, staffs and other important persons at the higher authority that include Board Members, CEO and others (Northouse 2015). Traditionally, it was regarded that managing the internal stakeholders is easy but in the recent context, there has been considerable challenges that the leaders have to face due to internal stakeholders. Although they are not the one who directly contributes to the business of the organisation, but by the means of these internal stakeholders, the business activities becomes successful. Role of the important stakeholders can be mentioned here: Employees: Changes related to communication method or the digital technology has to be addressed by the employees of the organisation (Vasconcelos 2015). In case, if the employees are not able to cope up with the changes, it is expected that they will be given proper and adequate training regarding the particular issue that they can adapt the changes easily. Board members: It has to be understood that the board members and the management is responsible for formulating any kind of change in the policies of the organisation (Canas and Sondak 2013). Therefore, in case of adapting any policy for the sake of organisational change or any other inputs, the board members have to put input in shaping the change. Other staffs: The involvement of other staffs of the organisation is equally important to give a proper shape to the strategies formulated by the organisation. Changes related to the leadership approach or the technical alteration should be informed to the internal staffs of the organisation that they remain aware of the changes (Richards and Grinsted 2016). In case of any operational hindrance, the staff members should be active enough to resonate against these changes and cope up with the business activities. External stakeholders: The consumers also impact the logistics and the supply chain. An active approach with respect to the acquisition of goods and services has to be made by the organisation. Although purchasing is a separate entity of business, but it fall under the logistic and supply chain activities as well. Consumers: For the change activities that have to be undertaken in the organisation, consumers might not play an important role in shaping the organisational activity but consumers are the most important stakeholder of an organisation. In case of other logistic companies and online retailers, the consumers hold great importance but the same cannot hold much importance in case of this particular organisation (Hgevold et al. 2014). However, their importance cannot be denied and the business strategies must be shaped according to the needs of the consumers as well. Suppliers: In order to expand the business activities, the suppliers also play a crucial role in any kind of change management. Inclusion of digital technology or better communication in order to achieve better result in the entire business activities, it is important to include the suppliers in the change process (Canas and Sondak 2013). Changes in the technical and the digital means of business activity has to be implemented in the process of business operation. Competitors: The competitors of the organisation cannot play a significant role in shaping the business activities but understanding the business activities of the competitors is important. The innovative and e-commerce activities of other organisations should be traced on a regular basis and on the basis of findings, certain changes might be made. In order to incorporate the changes in the organisation, it is expected that both the internal and the external stakeholders will be included in formulating the basic changes in the operational activities of the organisation. If the internal stakeholders have to be identified who holds the greatest importance in formulating any kind of change in the organisation, it can be said that the employees and the members at the higher authority plays the most significant role. However, in addition to this, the external stakeholders are rationally important for the organisation at the time of reviewing their business strategies and policies. Recommendations and Conclusion: Conclusion: With detailed analysis, it has been observed that there have been dramatic changes in the recent logistic and supply chain management. It has been found that the capacity of the major logistic companies has increased by many folds due to the impact of communication and digital technology in the contemporary time. It is for the same reason, important for the organisation under discussion that it should consider certain strategies to improve their logistic operations and compete with the other organisations in the market. A number of factors have been highlighted in the paper that included the involvement of digital technology or changes in the communication process of the organisation. It has also been observed that if the leadership strategy of the organisation is considered, it has to be said that considerable changes can be easily made on the leadership strategies. Since, the logistic operation involves a long chain of people, transactional leadership can be the best possible leade rship approach that the organisation could undertake. It has also been found that the internal and the external stakeholders of an organisation hold equal importance at the time of coming up with any kind of changes in the business activities of the organisation. It has to be understood that the demand of products and the needs of the consumers have changed drastically. In order to match the demand of the market, an organisation has to come up with certain policies that could help them to keep pace with the changes. In this respect, understanding the view point of the internal and the external stakeholders is important. In addition to this, it has been found that the role of the internal stakeholders is more important at the time of framing any organisational changes. With the increase of capacity and demand driven models, changes are inevitable. It falls under the responsibility of the management of the organisation to think of better ways to formulate their business strategies to improve their business. Recommendations: With the detailed evaluation, a number of things have been identified that requires changes and thus, it is recommended that the organisation shall undertake to improve their business operation. In order to match with the increasing competition of the market, it is indeed needed to come up with better strategies to fight against the intense competition. These recommendations can be formulate here: Reinvention of the supply chain strategy: Supply chain includes both the retailers as well as the consumers. It is for the same reason, important to frame the supply chain strategy keeping the perspective of these stakeholders in mind. In order to undertake any kind of reinventing strategy, change management is inevitable. It is expected that the organisation will come up with basic strategies that will be initiated at the organisation and will benefit from the change. Many companies are coming up with better formulation in their business activities to improve their service and create better opportunity for the internal and external stakeholders to deal with the business operations. Therefore, it is highly recommended that the supply chain strategy should be reinvented. Better leadership approach: There are many situations when the leaders have to face complex and ambiguous situations. It is advisable that in order to get over such situations and conflicting views, the leader should seek and reflect counselling of the situation and try to get the best outcome. In addition to this, it is very important to carry out a transitional leadership practice, when the leadership role can be easily transferred to any other person who can be eligible enough to handle the situation. There is no doubt that a better leadership approach will benefit the organisation in many ways. The business operation should be flexible enough to give priority to the employees and other people at the management level to provide flexibility in the business operation. If this instance is acceptable by the organisation, it will be very fruitful for the organisation because in that respect, the chances of prompt response increase by many folds and the business activity will prosper. Proper communication: In order to let the work go on smoothly, proper communication and involvement of people in the complete business process is indeed important. Therefore, it is also recommended at the same time that the communication strategy used by the organisation should be appropriate enough that people get involved easily. This will reduce any kind of dilemma that might occur at the time of logistic operation. The main aim is to complete the supply chain activity with the less possible mishandling as possible. In order to support the communication activity, it is recommended to use advanced technology and other techniques that will facilitate the communication activity of the organisation. It is expected that with the above stated recommendations, the company will prosper in their business activity. Reference list: Adner, R., 2016. Navigating the Leadership Challenges of Innovation Ecosystems.MIT Sloan Management Review,58(1). Aljohani, K. and Thompson, R.G., 2016. Impacts of logistics sprawl on the urban environment and logistics: Taxonomy and review of literature.Journal of Transport Geography,57, pp.255-263. Al-Sebie, M., 2014. Organizational challenges facing integrating e-government systems: an empirical study.European Scientific Journal,10(10). Ballou, R.H., 2013. Reformulating a logistics strategy: a concern for the past, present and future.International Journal of Physical Distribution Logistics Management. Canas, K. and Sondak, H., 2013.Opportunities and challenges of workplace diversity. Pearson Higher Ed. Christopher, M., 2016.Logistics supply chain management. Pearson Higher Ed. Colbert, A., Yee, N. and George, G., 2016. The digital workforce and the workplace of the future.Academy of Management Journal,59(3), pp.731-739. Dashkovskiy, S., Karimi, H.R. and Kosmykov, M., 2013. Stability analysis of logistics networks with time-delays.Production Planning Control,24(7), pp.567-574. De Martino, M., Errichiello, L., Marasco, A. and Morvillo, A., 2013. Logistics innovation in seaports: An inter-organizational perspective.Research in Transportation Business Management,8, pp.123-133. Fernie, J. and Sparks, L., 2014.Logistics and retail management: emerging issues and new challenges in the retail supply chain. Kogan Page Publishers. Gupta, D.A., 2013. Organizational challenges towards international growth.Arth prabandh: A Journal of Economics and Management,2(10), pp.24-33. Harris, T.C. and Gimbel, P., 2014. Leadership Two Ways: Corporate and Educational Perspectives on Today's Leadership Challenges. Hedman, E. and Valo, M., 2015. Communication challenges facing management teams.Leadership Organization Development Journal,36(8), pp.1012-1024. Higgins, A., Watson, I., Chilcott, C., Zhou, M., Garca-Flores, R., Eady, S., McFallan, S., Prestwidge, D. and Laredo, L., 2013. A framework for optimising capital investment and operations in livestock logistics.The Rangeland Journal,35(2), pp.181-191. Hgevold, N.M., Svensson, G., Wagner, B., Petzer, D.J., Klopper, H.B., Varela, J.C.S., Padin, C. and Ferro, C., 2014. Sustainable business models: Corporate reasons, economic effects, social boundaries, environmental actions and organizational challenges in sustainable business practices.Baltic Journal of Management,9(3), pp.357-380. Huth, M. and Lohre, D., 2014. Risk management in logistics enterprises: Findings from the 2013 empirical study.Logistics and Transport,22(2), pp.5-12. Li, K.X. and Qi, G., 2016. International Logistics and Trade.Journal of International Logistics and Trade,14(2), pp.142-155. Nicolian, N., Welch, C.E., Read, M.J. and Roberts, M., 2015. Critical organizational challenges in delivering business value from IT: in search of hybrid IT value models.The Electronic Journal Information Systems Evaluation,18(2), pp.130-146. Northouse, P.G., 2015.Leadership: Theory and practice. Sage publications. Notteboom, T., Parola, F., Satta, G. and Penco, L., 2015. Disclosure as a tool in stakeholder relations management: a longitudinal study on the Port of Rotterdam.International Journal of Logistics Research and Applications,18(3), pp.228-250. Page, M.B. and Page, M.B., 2016. Public leadership: Navigating leadership challenges and operating in service of the common good in an interconnected world.International Journal of Public Leadership,12(2), pp.112-128. Pazirandeh, A. and Jafari, H., 2013. Making sense of green logistics.International Journal of Productivity and Performance Management,62(8), pp.889-904. Richards, G. and Grinsted, S., 2016.The Logistics and Supply Chain Toolkit: Over 100 Tools and Guides for Supply Chain, Transport, Warehousing and Inventory Management. Kogan Page Publishers. Senge, P.M., 2014.The dance of change: The challenges to sustaining momentum in a learning organization. Crown Business. Seo, Y.J., 2015. Comment: The Current Challenges and Future of Logistics.KMI International Journal of Maritime Affairs and Fisheries,7(2), pp.1-9. Shaw, W.S., Besen, E., Pransky, G., Boot, C.R., Nicholas, M.K., McLellan, R.K. and Tveito, T.H., 2014. Manage at work: a randomized, controlled trial of a self-management group intervention to overcome workplace challenges associated with chronic physical health conditions.BMC public health,14(1), p.1. Sundar, S., 2013. Addressing the Challenges of Cross-Cultural and Virtual Communication in the Workplace. Sussams, J.E., 2013. The impact of logistics on retailing and physical distribution.Logistics Information Management. Vasconcelos, A.F., 2015. Older workers: some critical societal and organizational challenges.Journal of Management Development,34(3), pp.352-372. Wehking, K.H. and Popp, J., 2016. Linked logistics concepts for future automobile manufacturing using innovative equipment. In16. Internationales Stuttgarter Symposium(pp. 537-545). Springer Fachmedien Wiesbaden. Winters, G., McDonough, C. and Willis, T., 2014. Understanding Skills and Performance Challenges in the Logistics Sector. Wood, J.T., 2015.Interpersonal communication: Everyday encounters. Nelson Education

Resilient Supply Chain Essay Example

Resilient Supply Chain Essay In the recent years many disasters and catastrophic events such as hurricane Mitch, tsunamis, SARS, terrorist attacks and earthquakes have shown that we live in world with increasing uncertainty. These events can cause major disruptions in the supply chain. Although similar events have occurred, since the terrorist attacks of September 11 of 2001 the firms began to reassess the benefits of commonly accepted strategies for sourcing, transportation, demand, planning and managements in a stable environment (Martha and Subbakrisha 2003).In a competitive environment many firms have developed global supply chains which are complex to manage and vulnerable to disruptions. The literature has documented many cases of what can possible go wrong in this supply chains due to unexpected events and what can we learn. For example, Ericsson lost 400 millions euros and the dominant position in the mobile phone market because the managers misestimated the consequences of a fire suffer by their semicon ductor supplier’s plant in Albuquerque (Chopra Sodhi (2004, Rice and Caniato (2003).Norman and Jansson (2004) follow up this case and show how Ericsson implemented proactive supply risk management. Supply chain disruptions can potential compromise facilities, equipment and human resources and the value of stock market shares. Consequently, some studies have quantified the repercussions both in the short and the long run of disruptions in the supply chain. For example, Rice and Caniato (2003) present the results from a company survey that estimates a $50 million to $100 million cost impact for each day its supply network was disrupted.Hendricks and Singhal (2005) analyze the stock market reaction when firms publicly announce they are experiencing disruption during 1989–2000. On a sample of 827 the authors find that one year before through two years after the disruption announcement date, the mean abnormal return of their sample firms was from 33 40%. The author point out that their results suggest that the firms need to invest and develop capabilities and infrastructure that allow them improve reliability and responsiveness in their supply chainThe associated operation and financial risk of supply chain disruptions has been an increasing interesting topic for doing research for academic and practitioners (Craighead et al (2007). The dynamic and evolving nature of supply chain risk does not allow being free of vulnerability (Peck 2005) so it is important to design supply chain that can overcome disruptions and adapt a changing environment. This supply chain is called â€Å"resilient† and there is an increasingly number of papers that discuss the main strategies to build resilient supply chain.The main propose of this paper is to survey the literature in resilient supply chain and try to identify possible research opportunities. Managers Perceptions Catastrophic events and disruption had occurred form a long time and managers are aware of t heir economic and operational consequences. For example, Knight and Pretty (1996) found that the impact of a disruption on shareholder was a sharp decrease of almost 8% and a recovery time (if recovery is possible) of 50 trading days.Despite manager’s recognition of the importance of risk assessment, little investment of resources and time for mitigating supply chain risks have been done. Research has found that is difficult to perform cost/benefit analysis or return on investment analysis to justify certain risk reduction programs or contingency plans (Closs and McGarrell (2004), Rice and Caniato (2003)). Consequently, passive acceptance is often the default strategy even when it is not appropriate (Tomlin 2006).Furthermore as Repenning and Sterman (2001) point out firms rarely invest in improvement programs in a proactive manner because ‘‘nobody gets credit for fixing problems that never happened. ’’ In a recent survey (Poirier and Quinn 2004) foun d that only 33% of firms responded that they paid â€Å"sufficient attention to supply chain vulnerability and risk mitigation actions. Moreover, Mitroff and Alpaslan (2003) present research on preparing for terrorism and state that only between 5% and 25% percent of Fortune 500 companies are prepared to handle crises or disruptions.The answer of how to improve security without jeopardizing supply chain effectiveness can be found in the quality movement (Lee and Wolfe ( 2003)) . Disruptions Drivers, Vulnerabilities and Security Initiatives In this section we briefly show the frameworks, security initiatives and analytical models for assessing risk and mitigating disruptions that have been developed in the literature. †¢ Iniciatives Many authors (Tang (2006a), Lee and Wolfe (2003) and Rice and Caniato(2003)) have explained security initiatives to improve the supply chain security developed and launched by US government after the terrorist attacks.Two important initiatives are: Container Security Initiative launched by US Customs in 2002, allow firms to target conducted at foreign ports before loading and examine high risk-overseas before arrive US ports and Customs –Trade Partnership Against Terrorism (C-TPAT) certificated programmed was established by Customs in 2002. Certificated firms will have the benefit of reduce cargo exams. These initiatives have raised some concerns. For example, Rice and Caniato (2003) pint out that security requires a continuous commitment and effort of many parties. †¢ FrameworkDatta and Allen (2005) develop a multi-dimensional framework of supply chain resilience based on concepts from diverse fields of research. The framework captures two main aspects of a resilient supply chain: the capacity to maintain the production system when a disruption the agility to respond to changes in the environment and customer requirements. Then the authors model the supply chain as a complex system and used multiple adaptive agent s that were able to coordinate and adapted to different business scenarios. Chopra and Sodhi (2004) show 8 categories of supply chain risk and their drivers.Disruptions, one of the categories, have these drivers: Labor dispute, supplier bankruptcy, war and terrorism, dependency on a single source of supply as well as the capacity and responsiveness of alternative suppliers. The author used scenarios methodology (what if) to understand the impacts in each risk categories and then show suitable effective mitigation strategies. Peck (2005) using in-depth exploratory case studies and depth interviews find that there is a little understanding of the scope and dynamics of the vulnerability.She proposed an integrated framework that has four levels of analysis: value stream/product or process; asset and infrastructure dependencies; organizations and inter-organizational networks; and social and natural environment. She states that, the resilience of the network should be asses focusing on c ritical operational assets at stage two. Sheffi and Rice (2005) determines the profile of a disruption where the show the different stages of a disruption form preparation to long term-impact.They also develop a vulnerability assessment where a firm can map the different disruptions into four quadrants that are form by the interaction of the potential consequences and the disruption probability. Kleindorfer and Saad (2005) the author develops a conceptual framework (SAM) for managing supply chain risk which considers the three tasks: Specifying sources of risk management, Assessment and Mitigation. The authors introduce 10 principles to implement SAM. Based on empirical results from U.S Chemical industry, the author point out that reducing the frequency and severity of risks faced and increase the capacity supply chain participant is important dimension in disruption risk management in supply chains. Craighead et al (2007) develop six prepositions that show that the severity of the impact of a disruption is moderated by three supply chain design characteristics density, complexity, and node criticality and two supply chain mitigation capabilities of recovery and warning. †¢ ModelsTomlin (2006) shows different financial tactics and operation mitigation and contingency tactics that a firm can use to manage disruptions. Mitigation tactics refers to an action that firm performs before the disruption occurs and contingency tactics when the disaster occurs. He develops a supply chain model that considers a single product firm which can source from two suppliers, one reliable and another unreliable. He finds that the percentage uptime and the frequency and length of the disruptions are key determinants of the optimal policy.Wu et al (2007) present a model called Disruption Analysis Network (DA_NET) that used a Petri net approach to model a supply chain system and its disruptions. The authors state the use of DA_NET can be used to understand the propagation of di sruptions and how do they affect the operational performance of the supply chain such as: cost or leadtime. Defining Resilience in Supply Chains Resilient is a well known concept in disciplines such as: ecology, psychology and mechanical engineering. Coutu (2002) introduces the concept of organizational resilience, which can be defined as â€Å"the ability to bend and bounce back from hardship†.Some definitions of resilience related with supply chain are: Christopher and Peck (2003) define resilience as â€Å"the ability of a system to return to its original state or move to a new, more desirable state after being disturbed’. Implicit in this definition is the notion of flexibility, and given that the desired state may be different from the original, ‘adaptability’ One of the most powerful ways of achieving resilience is to create networks, which are capable of more rapid response to changed conditions. This is the idea of agility.Christopher (2004). Mitr off and Alpasan (2003) state that resilient organizations are ‘crisis prepared (or proactive)’ encounter fewer disasters and recover better from hardship. Sheffi defines resilience as â€Å"the ability of a company to bounce back from disruptions†. From the definitions we can notice that resilience have two main characteristics: The capacity to overcome a disruption minimizing the impact and respond to changes in the environment to gain control of the opportunities (Datta and Allen (2005)). Building ResilienceMost of the research recreates short cases were the introduce strategies implemented and developed by many firms. For example, postporment strategy (Lee (1996)) has appeared in many papers (Lee and Wolfe (2003), Tang (2006a)) and illustrated the cases of Benetton and HP deskjet printers. The first papers do not explicitly introduce the term resilience but recommend strategies that are used to secure the supply chain, some of these strategies were also are in corporated in latter papers of resilient supply chain.Following we will briefly summarize the papers that have shown strategies to build resilience in supply chains. Yossi Sheffi (2001) determines the challenges that the firms face in this new environment. The author establishes that redundancies is one possible operate alternative to deal with the terrorist attacks. The paper identifies and discusses some important trade-offs: †¢ Redundancy vs. efficiency. †¢ Centralization vs. dispersion. †¢ The lowest bidder vs. the known supplier. †¢ Government cooperation vs. irect shareholder value. †¢ Managing risk vs. delivering value. Juntter et al. (2003) find that for mangers handling tradeoff is very relevant. Therefore, they claim further research in the ones propose by Sheffi (2001) and develop decision making tools in supply chain. Martha, J. and Subbakrishna, S. (2002) discuss the following strategies to mitigate risk: cultivate sourcing alternative, insure t he risk if you can ,line up alternative transportation, manage inventory right level ,build in quick respond to shifts in demand.Lee and Wolfe (2003) discuss fix mitigating strategies for the effects of a security breach when it occurs. These strategies are: †¢ Comprehensive Tracking and Monitoring †¢ Total Supply Network Visibility. †¢ Flexible Sourcing Strategies: Create a local supply source, develop multiple source component sources for the same component or input material and use supplier with more the one manufacture site to supply materials. †¢ Balance inventory management. †¢ Product and Process Redesign: Standardization and Postponement †¢ Demand Based ManagementChristopher and Peck (2004) describe 4 four principles to create resilience supply chain and in each they determine some key elements: †¢ Supply chain (re) engineering: Supply chain understanding, supply chain design principles and supply base strategy †¢ Supply chain Collabor ation: Collaboration planning and supply chain intelligence †¢ Agility: visibility and velocity and acceleration. †¢ Create a supply chain management culture: continue teams, board- level responsibility andf leadership and factor risk consideration into decision makingRice, J. B. and Caniato (2003) states that resilience can be build be flexibility and redundancy. Redundancy is achieved by maintaining capacity such as: inventory, additional production lines, qualifying and maintaining multiple suppliers, maintaining a dedicated transportation fleet in order to respond to a disruption. The authors state that flexibility is achieved by creating capabilities in the firm’s organization to respond by using existing capacity that can be redirected or reallocated .They also show advantages and disadvantages of different strategies to build resilience for each of the possible disruptions (supply, transportation, production facilities, communication and human resources) that a firm can face in the supply chain. Sheffi (2005) points out that resilience can be achieved by increasing redundancy, building flexibility and changing corporate strategy. He shows actions in each of these strategies. †¢ Redundancy: †¢ Flexibility: Postponement, Standardized process, Concurrency process. Culture Change: Continuous communication, empowerment, passion for work, conditioning for disruptions Peck (2005) states that for a firm to remain truly resilient need slack in the system in the form of inventory, capacity, and capability and even time, plus constant awareness and vigilance. This confirms the importance of redundancy. Lee (2004) study more than 60 successful supply chains around the world and found out that they shared main three characteristics: agility, adaptability and aligned. He introduced a new concept â€Å"The Triple-A Supply Chain†.We can observe that authors have explicitly discussed the first two characteristics as principles to build a resilient supply chains. Some elements of alignment have been explicitly mention resilient supply chain literature. Robust strategies for mitigating disruptions Tang (2006b) introduces the concept of robust strategies have two main proprieties: efficiency and resilience. This means that robust strategists are a subset of the resilient strategies and do not consider redundancies. Tang (2006a) discuss eight robust strategies that have been used by ifferent firms : Postponement, strategic stock, flexible supply base, make and buy, economic supply incentives, flexible transportation, revenue management, dynamic assortment planning and silent product rollover. Table 1 summary of Strategies for building resilient supply Chains |Papers |Methodology |Resilience Strategies | |Christopher and Peck (2003) |Case studies and interviews |Four principles | |Rice, J.B. and Caniato (2003) |Case studies and interviews |Flexibility and redundancy | | | |Strategies depending in the disruption | |Shef fi (2001, 2005) |Case studies and interviews |Redundancy flexibility and culture change. | | | |It is important to consider Trade offs | |Martha, J. nd Subbakrishna, S. |Case studies |Idea of Just in Case, strategies that creates redundancy. | |(2002 | | | |Lee and Wolfe (2003) |Case studies |Introduce how to implement security in supply chain following the path| | | |of the quality movement. | | |fix mitigating strategies for the effects of a security breach | |Tang (2006 a) and (2006b) |Survey papers |Robust strategies =resilient and cost effective. | | | |Eight robust strategies | Conclusions Two big project that provided important knowledge in resilient supply chain are: the first was developed during three years by Sheffi, Rice, Cianiato nd other researchers at MIT center of transportation of MIT and the second sponsored by UK government and developed by Christopher, Peck and other researchers at Cranfiled University. The primarily methodology for studying resilient supply chai n is based on cases and interviews and many studies have discussed the same strategies. As Blackhurst et al (2005) states the literature related to supply-chain disruptions is informative. Consequently, they are some research opportunities in this topic that has an increasingly interest for academia and practitioners.For example INFORMS 2006 annual meeting one of the sessions was dedicated to this topic â€Å"the resilient enterprise- Challenges in supply change security and resilience† Future research There are many opportunities for future research. Some interest topics can be: †¢ How to evaluate the disruptions (low-probability/high-impact) †¢ How can we create resilience we the introduction of new technologies for example, (RFID) †¢ Empirically determine why some companies adopt resilient practice and other do not (Importance supply chain in the firm) †¢ Develop measures or metrics for resilient (do resilient enterprise performs better).It would be dif ficult to actually have a metric for resilience or vulnerability in the supply chain that can capture all the potential risks that a firm faces under such disruptions. †¢ Alliances among suppliers and supply chains. †¢ Humanitarian logistics , what can resilient enterprise learn. †¢ Which elements in common have the companies that are consider resilient. (which strategy is more applied) †¢ How to create resilience in services operations. Resilient Supply Chain Essay Example Resilient Supply Chain Essay In the recent years many disasters and catastrophic events such as hurricane Mitch, tsunamis, SARS, terrorist attacks and earthquakes have shown that we live in world with increasing uncertainty. These events can cause major disruptions in the supply chain. Although similar events have occurred, since the terrorist attacks of September 11 of 2001 the firms began to reassess the benefits of commonly accepted strategies for sourcing, transportation, demand, planning and managements in a stable environment (Martha and Subbakrisha 2003).In a competitive environment many firms have developed global supply chains which are complex to manage and vulnerable to disruptions. The literature has documented many cases of what can possible go wrong in this supply chains due to unexpected events and what can we learn. For example, Ericsson lost 400 millions euros and the dominant position in the mobile phone market because the managers misestimated the consequences of a fire suffer by their semicon ductor supplier’s plant in Albuquerque (Chopra Sodhi (2004, Rice and Caniato (2003).Norman and Jansson (2004) follow up this case and show how Ericsson implemented proactive supply risk management. Supply chain disruptions can potential compromise facilities, equipment and human resources and the value of stock market shares. Consequently, some studies have quantified the repercussions both in the short and the long run of disruptions in the supply chain. For example, Rice and Caniato (2003) present the results from a company survey that estimates a $50 million to $100 million cost impact for each day its supply network was disrupted.Hendricks and Singhal (2005) analyze the stock market reaction when firms publicly announce they are experiencing disruption during 1989–2000. On a sample of 827 the authors find that one year before through two years after the disruption announcement date, the mean abnormal return of their sample firms was from 33 40%. The author point out that their results suggest that the firms need to invest and develop capabilities and infrastructure that allow them improve reliability and responsiveness in their supply chainThe associated operation and financial risk of supply chain disruptions has been an increasing interesting topic for doing research for academic and practitioners (Craighead et al (2007). The dynamic and evolving nature of supply chain risk does not allow being free of vulnerability (Peck 2005) so it is important to design supply chain that can overcome disruptions and adapt a changing environment. This supply chain is called â€Å"resilient† and there is an increasingly number of papers that discuss the main strategies to build resilient supply chain.The main propose of this paper is to survey the literature in resilient supply chain and try to identify possible research opportunities. Managers Perceptions Catastrophic events and disruption had occurred form a long time and managers are aware of t heir economic and operational consequences. For example, Knight and Pretty (1996) found that the impact of a disruption on shareholder was a sharp decrease of almost 8% and a recovery time (if recovery is possible) of 50 trading days.Despite manager’s recognition of the importance of risk assessment, little investment of resources and time for mitigating supply chain risks have been done. Research has found that is difficult to perform cost/benefit analysis or return on investment analysis to justify certain risk reduction programs or contingency plans (Closs and McGarrell (2004), Rice and Caniato (2003)). Consequently, passive acceptance is often the default strategy even when it is not appropriate (Tomlin 2006).Furthermore as Repenning and Sterman (2001) point out firms rarely invest in improvement programs in a proactive manner because ‘‘nobody gets credit for fixing problems that never happened. ’’ In a recent survey (Poirier and Quinn 2004) foun d that only 33% of firms responded that they paid â€Å"sufficient attention to supply chain vulnerability and risk mitigation actions. Moreover, Mitroff and Alpaslan (2003) present research on preparing for terrorism and state that only between 5% and 25% percent of Fortune 500 companies are prepared to handle crises or disruptions.The answer of how to improve security without jeopardizing supply chain effectiveness can be found in the quality movement (Lee and Wolfe ( 2003)) . Disruptions Drivers, Vulnerabilities and Security Initiatives In this section we briefly show the frameworks, security initiatives and analytical models for assessing risk and mitigating disruptions that have been developed in the literature. †¢ Iniciatives Many authors (Tang (2006a), Lee and Wolfe (2003) and Rice and Caniato(2003)) have explained security initiatives to improve the supply chain security developed and launched by US government after the terrorist attacks.Two important initiatives are: Container Security Initiative launched by US Customs in 2002, allow firms to target conducted at foreign ports before loading and examine high risk-overseas before arrive US ports and Customs –Trade Partnership Against Terrorism (C-TPAT) certificated programmed was established by Customs in 2002. Certificated firms will have the benefit of reduce cargo exams. These initiatives have raised some concerns. For example, Rice and Caniato (2003) pint out that security requires a continuous commitment and effort of many parties. †¢ FrameworkDatta and Allen (2005) develop a multi-dimensional framework of supply chain resilience based on concepts from diverse fields of research. The framework captures two main aspects of a resilient supply chain: the capacity to maintain the production system when a disruption the agility to respond to changes in the environment and customer requirements. Then the authors model the supply chain as a complex system and used multiple adaptive agent s that were able to coordinate and adapted to different business scenarios. Chopra and Sodhi (2004) show 8 categories of supply chain risk and their drivers.Disruptions, one of the categories, have these drivers: Labor dispute, supplier bankruptcy, war and terrorism, dependency on a single source of supply as well as the capacity and responsiveness of alternative suppliers. The author used scenarios methodology (what if) to understand the impacts in each risk categories and then show suitable effective mitigation strategies. Peck (2005) using in-depth exploratory case studies and depth interviews find that there is a little understanding of the scope and dynamics of the vulnerability.She proposed an integrated framework that has four levels of analysis: value stream/product or process; asset and infrastructure dependencies; organizations and inter-organizational networks; and social and natural environment. She states that, the resilience of the network should be asses focusing on c ritical operational assets at stage two. Sheffi and Rice (2005) determines the profile of a disruption where the show the different stages of a disruption form preparation to long term-impact.They also develop a vulnerability assessment where a firm can map the different disruptions into four quadrants that are form by the interaction of the potential consequences and the disruption probability. Kleindorfer and Saad (2005) the author develops a conceptual framework (SAM) for managing supply chain risk which considers the three tasks: Specifying sources of risk management, Assessment and Mitigation. The authors introduce 10 principles to implement SAM. Based on empirical results from U.S Chemical industry, the author point out that reducing the frequency and severity of risks faced and increase the capacity supply chain participant is important dimension in disruption risk management in supply chains. Craighead et al (2007) develop six prepositions that show that the severity of the impact of a disruption is moderated by three supply chain design characteristics density, complexity, and node criticality and two supply chain mitigation capabilities of recovery and warning. †¢ ModelsTomlin (2006) shows different financial tactics and operation mitigation and contingency tactics that a firm can use to manage disruptions. Mitigation tactics refers to an action that firm performs before the disruption occurs and contingency tactics when the disaster occurs. He develops a supply chain model that considers a single product firm which can source from two suppliers, one reliable and another unreliable. He finds that the percentage uptime and the frequency and length of the disruptions are key determinants of the optimal policy.Wu et al (2007) present a model called Disruption Analysis Network (DA_NET) that used a Petri net approach to model a supply chain system and its disruptions. The authors state the use of DA_NET can be used to understand the propagation of di sruptions and how do they affect the operational performance of the supply chain such as: cost or leadtime. Defining Resilience in Supply Chains Resilient is a well known concept in disciplines such as: ecology, psychology and mechanical engineering. Coutu (2002) introduces the concept of organizational resilience, which can be defined as â€Å"the ability to bend and bounce back from hardship†.Some definitions of resilience related with supply chain are: Christopher and Peck (2003) define resilience as â€Å"the ability of a system to return to its original state or move to a new, more desirable state after being disturbed’. Implicit in this definition is the notion of flexibility, and given that the desired state may be different from the original, ‘adaptability’ One of the most powerful ways of achieving resilience is to create networks, which are capable of more rapid response to changed conditions. This is the idea of agility.Christopher (2004). Mitr off and Alpasan (2003) state that resilient organizations are ‘crisis prepared (or proactive)’ encounter fewer disasters and recover better from hardship. Sheffi defines resilience as â€Å"the ability of a company to bounce back from disruptions†. From the definitions we can notice that resilience have two main characteristics: The capacity to overcome a disruption minimizing the impact and respond to changes in the environment to gain control of the opportunities (Datta and Allen (2005)). Building ResilienceMost of the research recreates short cases were the introduce strategies implemented and developed by many firms. For example, postporment strategy (Lee (1996)) has appeared in many papers (Lee and Wolfe (2003), Tang (2006a)) and illustrated the cases of Benetton and HP deskjet printers. The first papers do not explicitly introduce the term resilience but recommend strategies that are used to secure the supply chain, some of these strategies were also are in corporated in latter papers of resilient supply chain.Following we will briefly summarize the papers that have shown strategies to build resilience in supply chains. Yossi Sheffi (2001) determines the challenges that the firms face in this new environment. The author establishes that redundancies is one possible operate alternative to deal with the terrorist attacks. The paper identifies and discusses some important trade-offs: †¢ Redundancy vs. efficiency. †¢ Centralization vs. dispersion. †¢ The lowest bidder vs. the known supplier. †¢ Government cooperation vs. irect shareholder value. †¢ Managing risk vs. delivering value. Juntter et al. (2003) find that for mangers handling tradeoff is very relevant. Therefore, they claim further research in the ones propose by Sheffi (2001) and develop decision making tools in supply chain. Martha, J. and Subbakrishna, S. (2002) discuss the following strategies to mitigate risk: cultivate sourcing alternative, insure t he risk if you can ,line up alternative transportation, manage inventory right level ,build in quick respond to shifts in demand.Lee and Wolfe (2003) discuss fix mitigating strategies for the effects of a security breach when it occurs. These strategies are: †¢ Comprehensive Tracking and Monitoring †¢ Total Supply Network Visibility. †¢ Flexible Sourcing Strategies: Create a local supply source, develop multiple source component sources for the same component or input material and use supplier with more the one manufacture site to supply materials. †¢ Balance inventory management. †¢ Product and Process Redesign: Standardization and Postponement †¢ Demand Based ManagementChristopher and Peck (2004) describe 4 four principles to create resilience supply chain and in each they determine some key elements: †¢ Supply chain (re) engineering: Supply chain understanding, supply chain design principles and supply base strategy †¢ Supply chain Collabor ation: Collaboration planning and supply chain intelligence †¢ Agility: visibility and velocity and acceleration. †¢ Create a supply chain management culture: continue teams, board- level responsibility andf leadership and factor risk consideration into decision makingRice, J. B. and Caniato (2003) states that resilience can be build be flexibility and redundancy. Redundancy is achieved by maintaining capacity such as: inventory, additional production lines, qualifying and maintaining multiple suppliers, maintaining a dedicated transportation fleet in order to respond to a disruption. The authors state that flexibility is achieved by creating capabilities in the firm’s organization to respond by using existing capacity that can be redirected or reallocated .They also show advantages and disadvantages of different strategies to build resilience for each of the possible disruptions (supply, transportation, production facilities, communication and human resources) that a firm can face in the supply chain. Sheffi (2005) points out that resilience can be achieved by increasing redundancy, building flexibility and changing corporate strategy. He shows actions in each of these strategies. †¢ Redundancy: †¢ Flexibility: Postponement, Standardized process, Concurrency process. Culture Change: Continuous communication, empowerment, passion for work, conditioning for disruptions Peck (2005) states that for a firm to remain truly resilient need slack in the system in the form of inventory, capacity, and capability and even time, plus constant awareness and vigilance. This confirms the importance of redundancy. Lee (2004) study more than 60 successful supply chains around the world and found out that they shared main three characteristics: agility, adaptability and aligned. He introduced a new concept â€Å"The Triple-A Supply Chain†.We can observe that authors have explicitly discussed the first two characteristics as principles to build a resilient supply chains. Some elements of alignment have been explicitly mention resilient supply chain literature. Robust strategies for mitigating disruptions Tang (2006b) introduces the concept of robust strategies have two main proprieties: efficiency and resilience. This means that robust strategists are a subset of the resilient strategies and do not consider redundancies. Tang (2006a) discuss eight robust strategies that have been used by ifferent firms : Postponement, strategic stock, flexible supply base, make and buy, economic supply incentives, flexible transportation, revenue management, dynamic assortment planning and silent product rollover. Table 1 summary of Strategies for building resilient supply Chains |Papers |Methodology |Resilience Strategies | |Christopher and Peck (2003) |Case studies and interviews |Four principles | |Rice, J.B. and Caniato (2003) |Case studies and interviews |Flexibility and redundancy | | | |Strategies depending in the disruption | |Shef fi (2001, 2005) |Case studies and interviews |Redundancy flexibility and culture change. | | | |It is important to consider Trade offs | |Martha, J. nd Subbakrishna, S. |Case studies |Idea of Just in Case, strategies that creates redundancy. | |(2002 | | | |Lee and Wolfe (2003) |Case studies |Introduce how to implement security in supply chain following the path| | | |of the quality movement. | | |fix mitigating strategies for the effects of a security breach | |Tang (2006 a) and (2006b) |Survey papers |Robust strategies =resilient and cost effective. | | | |Eight robust strategies | Conclusions Two big project that provided important knowledge in resilient supply chain are: the first was developed during three years by Sheffi, Rice, Cianiato nd other researchers at MIT center of transportation of MIT and the second sponsored by UK government and developed by Christopher, Peck and other researchers at Cranfiled University. The primarily methodology for studying resilient supply chai n is based on cases and interviews and many studies have discussed the same strategies. As Blackhurst et al (2005) states the literature related to supply-chain disruptions is informative. Consequently, they are some research opportunities in this topic that has an increasingly interest for academia and practitioners.For example INFORMS 2006 annual meeting one of the sessions was dedicated to this topic â€Å"the resilient enterprise- Challenges in supply change security and resilience† Future research There are many opportunities for future research. Some interest topics can be: †¢ How to evaluate the disruptions (low-probability/high-impact) †¢ How can we create resilience we the introduction of new technologies for example, (RFID) †¢ Empirically determine why some companies adopt resilient practice and other do not (Importance supply chain in the firm) †¢ Develop measures or metrics for resilient (do resilient enterprise performs better).It would be dif ficult to actually have a metric for resilience or vulnerability in the supply chain that can capture all the potential risks that a firm faces under such disruptions. †¢ Alliances among suppliers and supply chains. †¢ Humanitarian logistics , what can resilient enterprise learn. †¢ Which elements in common have the companies that are consider resilient. (which strategy is more applied) †¢ How to create resilience in services operations.