Disruption Risk Management in Multi-Echelon Supply Networks

供应链的全球化和供应链合作伙伴之间相互依赖的增加导致了更复杂的供应网络，这可能会加剧供应链合作伙伴中断的影响。此外，最近中断的频率和程度有所增加，许多公司更加关注他们管理风险和应对中断的能力。例如，全球采购研究发现，80%的公司容易受到重大中断的影响。此外，很难预测中断和发生后，它们会对公司造成巨大的负面财务影响，从中断恢复到正常状态通常是缓慢的。因此，如果没有适当的缓解和恢复战略，供应链在从中断中恢复时可能会遭受重大损失。这导致许多供应链重新考虑他们的供应网络配置。例如，在2011年日本地震之后，主要汽车制造商开始询问他们的供应网络应该如何设计，特别是通过增加库存、增加产能或冗余设施来增加冗余的问题。

The globalization of supply chains and increased interdependence among the supply chain partners have resulted in more complex supply networks that can exacerbate the effect of disruptions on the supply chain partners. Also, the frequency and extent of the disruption have increased lately and many companies have become more concerned about their ability to manage risks and respond to the disruptions. For example, the Global Procurement Study found that 80% of companies are vulnerable to a major disruption. In addition, it is very difficult to anticipate disruptions and after occurrence, they cause huge negative financial impacts for companies and recovery from disruption to return to normal conditions is often slow. Therefore, without proper mitigation and recovery strategies, supply chains may suffer significant losses while recovering from disruptions. This has led many supply chains to reconsider their supply network configuration. For example, after the 2011 earthquake in Japan the major auto manufacturers starts asking questions about how their supply network should be designed, in particular the question of adding redundancy through either extra inventory, extra capacity or redundant facilities.