2026-09-20T20:04:23Zhttps://dspace.mit.edu/server/oai/requestoai:dspace.mit.edu:1721.1/400962026-06-06T01:03:27Zcom_1721.1_7582com_1721.1_7581com_1721.1_101402col_1721.1_131023col_1721.1_101610
Yossi Sheffi.
Lee, Garrett J. (Garrett James)
Chang Zen-Lee M
Massachusetts Institute of Technology. Engineering Systems Division.
Massachusetts Institute of Technology. Engineering Systems Division
2008-02-04T16:04:35Z
2008-02-04T16:04:35Z
2007
2007
http://hdl.handle.net/1721.1/40096
183633158
Thesis (M. Eng. in Logistics)--Massachusetts Institute of Technology, Engineering Systems Division, 2007.
This electronic version was submitted by the student author. The certified thesis is available in the Institute Archives and Special Collections.
Includes bibliographical references (leaves 74-76).
This thesis looks at two back-to-back disruptive supply chain events, one due to a sole-supplier's bankruptcy and the other caused by Hurricane Rita, that occurred at a specialty chemical company, and uses these examples to demonstrate how managing crises is more costly than managing risks. In examining the events surrounding the sole-supplier bankruptcy, managing a crisis cost this specialty chemical company 45% more money than managing a risk. Through the findings of these two disruptive events, a framework, the Eye of Providence, is created to manage supply chain risks. First, an organization must determine how developed its risk-management protocol is. Next, by studying past disruptive events and determining the key impact factors, an organization could calculate and learn about the opportunity cost of managing crisis. Then, by continuously evaluating its suppliers and rigorously applying those key impact factors to the analysis of its supply chain practice, an organization could evaluate and identify its current vulnerabilities.
(cont.) Finally, by proactively monitoring event-based warning signals, or disruption indicators, an organization could assess its potential supply chain risks, and plan accordingly. Whether a company is low on the risk-maturity level or has already integrated risk management into its corporate culture, the process developed in this thesis serves as a versatile tool that can help businesses structure a more dynamic, resilient supply chain.
by Garrett J. Lee [and] Zen-Lee M. Chang.
M.Eng. in Logistics
87 leaves
eng
Massachusetts Institute of Technology
M.I.T. theses are protected by copyright. They may be viewed from this source for any purpose, but reproduction or distribution in any format is prohibited without written permission. See provided URL for inquiries about permission.
http://dspace.mit.edu/handle/1721.1/7582
Engineering Systems Division.
Supply chain disruptions : managing risks vs. managing crises
Thesis
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<Abstract>This thesis looks at two back-to-back disruptive supply chain events, one due to a sole-supplier's bankruptcy and the other caused by Hurricane Rita, that occurred at a specialty chemical company, and uses these examples to demonstrate how managing crises is more costly than managing risks. In examining the events surrounding the sole-supplier bankruptcy, managing a crisis cost this specialty chemical company 45% more money than managing a risk. Through the findings of these two disruptive events, a framework, the Eye of Providence, is created to manage supply chain risks. First, an organization must determine how developed its risk-management protocol is. Next, by studying past disruptive events and determining the key impact factors, an organization could calculate and learn about the opportunity cost of managing crisis. Then, by continuously evaluating its suppliers and rigorously applying those key impact factors to the analysis of its supply chain practice, an organization could evaluate and identify its current vulnerabilities.</Abstract>
<Abstract>(cont.) Finally, by proactively monitoring event-based warning signals, or disruption indicators, an organization could assess its potential supply chain risks, and plan accordingly. Whether a company is low on the risk-maturity level or has already integrated risk management into its corporate culture, the process developed in this thesis serves as a versatile tool that can help businesses structure a more dynamic, resilient supply chain.</Abstract>
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