Most managers know that they should protect their supply chains from serious and costly disruptions — but comparatively few take action. The dilemma: Solutions to reduce risk mean little unless they are evaluated against their impact on cost efficiency.
Sunil Chopra and ManMohan S. Sodhi
March 18, 2014
For supply chain executives, the early years of the 21st century have been notable for major supply chain disruptions that have highlighted vulnerabilities for individual companies and for entire industries globally. In addition to taking many lives, the Japanese tsunami in 2011 left the world auto industry reeling for several months. Thailand’s 2011 floods affected the supply chains of computer manufacturers ...