Business continuity planning for a U.S. supply chain
Name
895858023-MIT.pdf
Description
Full printable version
Size
6.24 MB
Format
Adobe PDF
Checksum (MD5)
c344758390e3c644247a833f01ba58a2
Author(s)
Chee, Arthur K. L. (Arthur Kuan Loong)
Lee, Tzu-Hsueh
Advisor(s)
James Blayney Rice, Jr.
Date Issued
2014
Publisher
Massachusetts Institute of Technology
Abstract
The research objective was to provide a directional sense of some key considerations for business continuity planning (BCP) specific to a company's downstream distribution operations in the U.S. This was achieved via a two-pronged strategy comprised of quantitative and qualitative elements to complement insights gained from the literature review. By quantitatively assessing the financial impacts arising from four hypothetical scenarios, the business impact analysis (BIA) showcased the merits of short time-to-recovery (TTR) in the event of a disruption. However, available information also appears to suggest that the estimated financial impact from carrying high-value inventory is not necessarily insignificant. Hence, a company may want to mitigate the likelihood of a scenario whereby large amounts of inventory become damaged. Qualitative information from industry participants in the study highlighted the importance of tailoring continuity plans to the unique supply chain needs of an organization.
Description
Thesis: M. Eng. in Logistics, Massachusetts Institute of Technology, Engineering Systems Division, 2014.
Cataloged from PDF version of thesis.
Includes bibliographical references (pages 79-80).
Subjects
Engineering Systems Division.
MIT Department
Massachusetts Institute of Technology. Engineering Systems Division
Terms of Use
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