مقاله انگلیسی رایگان در مورد ایجاد ارزش از طریق مدیریت ریسک زنجیره تامین – امرالد 2017

1.1 Background of the study

Globalization is a topic with supporters of the idea that the development of technology and infrastructure in emerging countries will foster the expansion of supply networks. Others suggest that recent events like the “Brexit” vote and the withdraw of the USA from the Trans-Pacific Partnership (TPP) agreement promoted by Donald Trump are signs of increased protectionism that could lead to the contraction of local-for-local supply chains, a phenomenon described as a wave of “deglobalization”. A survey by O’Marah and Chen (2016) conducted on 1,415 supply chain practitioners across the world supports the idea that, if not localized, the trend of supply chains is to get closer to the target markets. Regardless of the present arguments, this research leverages on the fact that globalization is a reality, and managers need to develop strategies that create the most value for organizations and its shareholders. Outsourcing to China is a topic of continuous discussion fueled by transparency in social media, increasing visibility of accidents, disruptions, product recalls or prosecution to Chinese organizations incurring in illegal/unethical business practices. Some researchers suggest that the risk of failure associated with this supply chain model could offset the gains obtained from cheaper labor costs and the economies of scale created by its manufacturing ecosystems (Ngwenyama and Sullivan, 2007); others like Tse and Tan (2011) argue that the issue is not the practice of outsourcing itself but the lack of supply chain risk management (SCRM) programs to avoid disasters like the one occurred to Mattel, leading to the recall of more than 21 million of Chinese-made toys. Other active promoters of SCRM programs are third-party agencies, leveraging on the idea of a “disproportionate” effect on retailers when failures occur in comparison to the investment in SCRM programs (SGS, 2016). While some may argue that this is a biased stance toward business gains; authors like Heerde et al. (2007), Enderwick (2008), Roberts et al. (2001) defend that, if not managed properly, risk can be very costly and affect customers, suppliers, employees and investors. Drysdale (2008) went beyond, suggesting annual recall losses over US$100bn for the technology industry in the USA with other indirect costs associated with brand damage; additionally, data provided by SGS (2016) show that, during 2015, 16 per cent of consumer recalls in the USA belonged to clothing, textile and other fashion categories