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Supply chain is an important aspect for all the companies and can affect many aspects of companies. Especially the disruption in supply chain is causing huge impacts and consequences that are difficult to deal with. This chapter presents a review of selected multiple criteria problems used in supply chain optimization. Research analyzed the multiple criteria decision-making methods to tackle the problem of supplier evaluation and selection. It also focuses on the problem of supply chain when a disruption happens and presents strategies to deal with the issue of disruptions in supply chain and how to mitigate the impact of disruptions. Prevention, response, protection, and recovery strategies are explained. Practical part is focused in the risk-averse models to minimize expected worst-case scenario by single sourcing. Computational experiments for practical examples have been solved using CPLEX solver.

This study aims to critically review and analyse the classification of supply chain risks and disruptions and thereby suggest a suitable method for classifying maritime risks. It aims to discuss the propagation effects of port disruption on the supply chain and mitigation strategies.

In addition to secondary research, six semi-structured interviews were conducted with the management personnel of two terminal operators, two shipping lines and two insurance companies.

When a port disruption happens, the most immediate impact is the adverse effects on terminal operations. It also leads to a domino effect on other parties in the supply chain including shippers and consignees, shipping companies, inter-modal transport providers and other ports. Proper risk management needs to be embraced by the supply chain members. However, there is very little or no such collaboration between the supply chain members in practice.

This article proposes a more integrative approach in assessing various kinds of risks, and more research in this area to be done for Asia.

Risk management has been the concern for many stakeholders ranging from industry practitioners to the people who are affected by the maritime business throughout the world. The maritime industry should look into risk management in the maritime logistics and supply chain context instead of dealing with risk in isolation.

There is a serious lack of research for analysing supply chain disruptions with ports as a focal point. The paper contributes by filling the research gap.

In the past decade, firms have become more aware of supply chain disruptions and their impact on the firm. Developing a supply chain resilience organizational culture has been proposed as an effective way to manage supply chain risks. This study intends to explore how the geographical location risks impact the decision to develop a supply chain resilience strategy, in particular, to anticipate the disruption proactively and have a business continuity plan in place. Using a unique database including thousands of manufacturing locations that belong to over 7,000 firms across 102 countries, we test three hypotheses to understand if geographical location risks, frequency of disruptive events, and the region in which a site is located are factors for the likelihood of a firm having a business continuity plan at their locations. The study also seeks to understand if there are regional effects and firm effects affecting the decision to develop resilience. With a particular focus in Latin America and the firms with a manufacturing presence in that region. The main findings of the study are that natural disaster risks do tend to develop a culture of resilience, while macroeconomic risks tend to do the opposite. These results remain stable for firms' effects. The Latin America region shows no observable statistical difference in developing resilience compared to the Asia region. While the Northern America region shows more resilience compared to Asia. We conclude that economic risk is less predictable and harder to develop a plan for than disruptions, such as natural disasters. The findings of this study present an opportunity for governments to develop resilience plans that can make their countries more attractive for investment to multinational firms looking to establish new manufacturing locations around the world.

This chapter provides an in-depth look at how digital supply chain management (DSCM) can revolutionize supply chains in the post-COVID world. The COVID-19 pandemic exposed the vulnerabilities of traditional supply chains, highlighting the need for resilience and adaptability. The chapter begins by examining these COVID-induced disruptions, setting the foundation for the discussion on DSCM. DSCM, leveraging advanced technologies and data insights, offers a solution to these challenges, promoting agility, transparency, and sustainability in supply chain operations. This represents a significant shift from traditional practices, equipping organizations to cope with the dynamic postpandemic environment. Key capabilities of DSCM, such as resilience, integration, agility, and risk management, are discussed, supported by real-world examples from leading companies. These examples showcase the successful implementation of DSCM and its benefits in navigating the complexities of modern supply chains. However, the adoption of DSCM is not without challenges, including cybersecurity risks and integration difficulties. The chapter suggests strategies to overcome these challenges, emphasizing the importance of technology, collaboration, sustainability, and data-driven decision-making. By embracing these strategies, organizations can effectively manage their supply chains in the evolving global market, leveraging DSCM to withstand future uncertainties.

In recent years, both academics and institutions have acknowledged the crucial role multinational enterprises (MNEs) can play in addressing the sustainability challenges, as formalized by the sustainable development goals (SDGs). Nevertheless, because of their extensiveness and their design as country-level targets, SDGs have proven challenging to operationalize at a firm level. This problem opens new and relevant avenues for research in international business (IB). This chapter attempts to frame the topic of extended value chain sustainability in the IB literature. In particular, it addresses a specific topic, that is, how sustainability and resilience-building practices interact in global value chains (GVCs). To do so, the present study develops the case of STMicroelectronics (ST), one of the biggest semiconductor companies worldwide.

The advent of the digital technologies (DTs), coincided with the pandemic and global conflicts, has proven to be an unprecedented and transformative era for supply chain management (SCM). DTs are reshaping the way organizations plan, execute, and optimize their SC operations. Throughout this book, we posit that the adoption of digital supply chain management (DSCM) has become essential for staying competitive and responsive in a rapidly evolving business environment. However, amid technological advancements and digital solutions, there exists a critical factor that often goes overlooked – the significance of intangible assets, specifically intellectual capital (IC). This chapter comprehensively explores the role of an organization's IC in the adoption and performance of DSCM. We employ a comprehensive analytical approach, drawing upon existing literature from various sources to elucidate the relationship between IC and DSCM. Synthesizing insights from the literature, the chapter shows how each constituent of IC contributes to the adoption, operation, and performance improvement of DSCM. The discussion in the chapter shows that human capital (HC) forms foundations, as the knowledge, skills, and abilities (KSAs) of the employees are prerequisites essential for understanding, adopting, and capitalizing on DTs in SCM. The analysis also reveals that SC, which represents organizational processes, digital tools, and knowledge repositories, supports the seamless integration of DTs within SCs. Similarly, RC, by nurturing trust, open communication, and collaborative networks, plays an instrumental role in establishing ecosystems that help the adoption and effective functioning of DSCM. This chapter makes a convincing case to consider IC as the strategic component while DSCM adoption and performance.

Despite a hangover from the worldwide economic crisis, international trade rebounded nicely with a record-level growth in late 2010. A sharp rise in international trade has sparked the international traffic growth. A majority of this traffic growth originated from maritime logistics which could move cargoes in large volume and at cheaper freight costs. Due to its cost-efficiency and easy access, maritime logistics typically accounts for more than half of the worldwide freight volume. However, maritime logistics poses a greater supply chain risk, since ocean carriers used for maritime logistics are more vulnerable to unpredictable weather conditions, piracy attacks, terrorist hijacking, and cargo damages on the open sea than any other modes of transportation. Also, given the vast areas that maritime logistics covers, it is more difficult to protect maritime logistics activities from potential hazards and threats.

To better protect maritime logistics activities from potential security lapses, this chapter introduces and develops a variety of systematic security measures and tools that were successfully used by best-in-class companies and government entities across the world. Also, this chapter proposes a total maritime security management model as a way to formulate maritime risk mitigation strategies. To elaborate, this chapter sheds light on the roots of maritime security measures and tools, the ways that those measures and tools are best utilized, the roles of advanced information technology in maritime security from the global supply chain perspectives, the visualization and identification of potential maritime and its related supply chain risks, and policy guidelines that will help enhance maritime security.

Purpose: A sophisticated network of interconnected supply chains serves as the central organising principle for most of the manufacturing serving the global economy. Right from computers and vehicles to life-saving pharmaceuticals and food is made possible by the supply web. The final goods part of a supply chain may include thousands of components from various global regions. These supply chains have been refined to achieve the highest speed and efficiency.

Methodology: This study includes a sample of 127 firms that have been in business for at least 15 years and are familiar with business dynamics. The authors anticipate how climate risks, common in global supply networks, will evolve over the next several decades. This study examines the vulnerability of nine commercial value chains to climatic disasters. Also, it explores company and value chain vulnerabilities, financial losses, and adaptation or strategic methods to increase resilience.

Findings: Companies must plan forward in terms of locations by retaining operational facilities while running new operations in less risky places. Without change, supply networks will become unstable and dangerous shortly. Using their climate objectives, businesses must decarbonise their supply chains. Businesses should connect with suppliers longer-term. The quality and dependability of a company’s suppliers affect its success and safety. Future-focussed corporations are already engaging their suppliers on health, safety, and environmental issues.

Significance: The typology may be helpful to executives as they make decisions about the strategic option(s) they wish to pick to address climate change. These decisions can also be influenced by the insights provided by the research about the present status of operations of other firms from different sectors all over the globe.

Socio-economic, health and environmental turbulences experienced during the past decades have caused major value chain disruptions, triggering multinational enterprises (MNEs) to rethink the footprints of their global operations and redesign for resilience. These developments have fueled a rapidly expanding scholarly literature on resilience. Yet, its conceptual understanding and practical utility remain highly fragmented, cross-disciplinarily disconnected and ambiguous. This study explores the intellectual structure of resilience research in business and management, relying on a systematic literature review approach based on bibliometric techniques and content analysis. A unique database consisting of 545 peer-reviewed articles published in 65 leading Academic Journal Guide (AJG) journals are analyzed. Based on the findings, three leading research communities dominate the resilience discussion in business and management. Moreover, the intellectual structure of the field through the most productive authors and top cited journal articles is discussed. Based on the results, five potential research avenues are suggested.