Resilience In Supply Chain Management Research

Nowadays the turbulent and very competitive business enviroment makes supply chains reassess the way of doing business. Being constantly under pressure from competitors and customers companies are trying to produce more customized products in lower cost, higher quality and with global reach (Ponis & Spanos, 2009, p. 266). Due to this trend the concept of supply chain resilience has been put in the forefront of research in the last years. However it still remains relatively new and unexplored management research area. The objective of this work is to gather and present the main principles for achieving supply chain resilience. First chapter depicts general definition of resilience and few definitions of supply chain resilience elaborated by

Althought it has brought about some positive changes current business enviroment faces challenges and pressures on a scale bigger than ever before. A lot of those obstructions can impact on the continuity of a commercial enterprice, especially through disruption to the wider supply chain (Christopher, 2003, p.11). The functioning of the global, more complex supply chains is subject to increased risk that is related to the geographical distance, the consistency of each cell 's ties, visibility of supply and sudden changes in the market. There are also external factors, like natural disasters, extreme weather conditions, political conflicts and terrorism that increase the risk and threaten operation of chains. According to report „Creating Resilient Supply Chains: A Practical Guide” the framework to classify the sources of risk by location has been set. Three stages have been indentified: internal to the focal firm, external to the focal firm but internal to the supply chain network and external to the network. The first one refers to the processes and control. Process risks are related to disruptions to managerial and value-adding activities in the firm that are likely to depend on internally owned assets and infrastructure. Control risks arise from the application or misapplication of rules and systems that exert control over the processes. The next stage is external to the focal firm but internal to the network, where all goods and information flow. In this stage there are two categories of risks: supply and demand risks – disturbances to information or products flow upstream or downstream of the focal firm. The last stage relates to the disturbances that are external to the supply chain. Although they can