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Management, Leadership & Organisation
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Research paper

Analysing the external supply chain risk driver competitiveness: A risk mitigation framework and business continuity plan

Mauricio F. Blos, Hui-Ming Wee and Joshua Yang
Journal of Business Continuity & Emergency Planning, 4 (4), 368-374 (2010)
https://doi.org/10.69554/VEPJ6530

Abstract

Innovation challenges for handling supply chain risks have become one of the most important drivers in business competitiveness and differentiation. This study analyses competitiveness at the external supply chain level as a driver of risks and provides a framework for mitigating these risks. The mitigation framework, also called the supply chain continuity framework, provides insight into six stages of the business continuity planning (BCP) process life cycle (risk mitigation management, business impact analysis, supply continuity strategy development, supply continuity plan development, supply continuity plan testing and supply continuity plan maintenance), together with the operational constructs: customer service, inventory management, flexibility, time to market, ordering cycle time and quality. The purpose of the BCP process life cycle and operational constructs working together is to emphasise the way in which a supply chain can deal with disruption risks and, consequently, bring competitive advantage. Future research will consider the new risk scenarios and analyse the consequences to promote the improvement of supply chain resilience.

Keywords: competitiveness; supply chain continuity; BCP process life cycle; operational constructs

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Citation

Blos, Mauricio F., Wee, Hui-Ming and Yang, Joshua (2010, November 1). Analysing the external supply chain risk driver competitiveness: A risk mitigation framework and business continuity plan. In the Journal of Business Continuity & Emergency Planning, Volume 4, Issue 4. https://doi.org/10.69554/VEPJ6530.

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cover image, Journal of Business Continuity & Emergency Planning
Journal of Business Continuity & Emergency Planning
Volume 4 / Issue 4
© Henry Stewart
Publications LLP

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