供應(yīng)鏈風(fēng)險(xiǎn)管理外文翻譯

畢業(yè)論文外文翻譯原文SupplyChainRiskManagementD.L.OlsonandD.WuGlobalcompetition,technologicalchange,andcontinualsearchforcompetitiveadvantagehavemotivatedriskmanagementinsupplychains.1Supplychainsareoftencomplexsystemsofnetworks,reachinghundredsorthousandsofparticipantsfromaroundtheglobeinsomecases(Wal-MartorDell).Thetermhasbeenusedbothatthestrategiclevel(coordinationandcollaboration)andtacticallevel(managementoflogisticsacrossfunctionsandbetweenbusinesses).2Inthissense,riskmanagementcanfocusonidentificationofbetterwaysandmeansofaccomplishingorganizationalobjectivesratherthansimplypreservationofassetsorriskavoidance.Supplychainriskmanagementisinterestedincoordinationandcollaborationofprocessesandactivitiesacrossfunctionswithinanetworkoforganizations.Tangprovidedaframeworkofriskmanagementperspectivesinsupplychains.3Supplychainsenablemanufacturingoutsourcingtotakeadvantagesofglobalrelativeadvantages,aswellasincreaseproductvariety.Therearemanyrisksinherentinthismoreopen,dynamicsystem.SupplyChainRiskManagementProcessOneviewofasupplychainriskmanagementprocessincludesstepsforriskidentification,riskassessment,riskavoidance,andriskmitigation.4ThesestructuresforhandlingriskarecompatiblewithTang’slistgivenabove,butfocusonthebroaderaspectsoftheprocess.RiskIdentificationRisksinsupplychainscanincludeoperationalrisksanddisruptions.Operationalrisksinvolveinherentuncertaintiesforsupplychainelementssuchascustomerdemand,supply,andcost.Disruptionriskscomefromdisasters(naturalintheformoffloods,hurricanes,etc.;man-madeintheformofterroristattacksorwars)andfromeconomiccrises(currencyreevaluations,strikes,shiftingmarketprices).Mostquantitativeanalysesandmethodsarefocusedonoperationalrisks.Disruptionsaremoredramatic,lesspredictable,andthusaremuchmoredifficulttomodel.Riskmanagementplanningandresponsefordisruptionareusuallyqualitative.RiskAssessmentTheoretically,riskhasbeenviewedasapplyingtothosecaseswhereoddsareknown,anduncertaintytothosecaseswhereoddsarenotknown.Riskisapreferablebasisfordecisionmaking,butlifeoftenpresentsdecisionmakerswithcasesofuncertainty.Theissueisfurthercomplicatedinthatperfectlyrationaldecisionmakersmayhaveradicallydifferentapproachestorisk.Qualitativeriskmanagementdependsagreatdealonmanagerialattitudetowardsrisk.Differentrationalindividualsarelikelytohavedifferentresponsetoriskavoidance,whichusuallyisinverselyrelatedtoreturn,thusleadingtoatradeoffdecision.Researchintocognitivepsychologyhasfoundthatmanagersareofteninsensitivetoprobabilityestimatesofpossibleoutcomes,andtendtoignorepossibleeventsthattheyconsidertobeunlikely.5Furthermore,managerstendtopaylittleattentiontouncertaintyinvolvedwithpositiveoutcomes.6Theytendtofocusoncriticalperformancetargets,whichmakestheirresponsetoriskcontingentuponcontext.7Someapproachestotheoreticaldecisionmakingpreferobjectivetreatmentofriskthroughquantitativescientificmeasuresfollowingnormativeideasofhowhumansshouldmakedecisions.Businessinvolvesanuntheoreticalconstruct,however,withhighlevelsofuncertainty(datanotavailable)andconsiderationofmultiple(oftenconflicting)factors,makingqualitativeapproachesbaseduponperceivedmanagerialriskmoreappropriate.Becauseaccuratemeasuresoffactorssuchasprobabilityareoftenlacking,robuststrategies(morelikelytoenableeffectiveresponseunderawiderangeofcircumstances)areoftenattractivetoriskmanagers.Strategiesareefficientiftheyenableafirmtodealwithoperationalrisksefficientlyregardlessofmajordisruptions.Strategiesareresilientiftheyenableafirmtokeepoperatingdespitemajordisruptions.Supplychainriskcanarisefrommanysources,includingthefollowing:8●Politicalevents●Productavailability●Distancefromsource●Industrycapacity●Demandfluctuation●Changesintechnology●Changesinlabormarkets●Financialinstability●ManagementturnoverRiskAvoidanceTheoldestformofriskavoidanceisprobablyinsurance,purchasingsomeleveloffinancialsecurityfromanunderwriter.Thisfocusesonthefinancialaspectsofrisk,andisreactive,providingsomerecoveryafteranegativeexperience.Insuranceisnottheonlyformofriskmanagementusedinsupplychains.DeltaAirlinesinsurancepremiumsforterrorismincreasedfrom$2millionin2001to$152millionin2002.9Insurancefocusesonfinancialrisks.Othermajorrisksincludelossofcustomersduetosupplychangedisruption.Supplychainriskscanbebufferedbyavarietyofmethods.Purchasingisusuallyassignedtheresponsibilityofcontrollingcostsandassuringcontinuityofsupply.Buffersintheformofinventoriesexisttoprovidesomeriskreduction,atacostofhigherinventoryholdingcost.GiuniperoandAlEltantawycomparedtraditionalpracticeswithnewerriskmanagementapproaches.10Thetraditionalpractice,relyinguponextrainventory,multiplesuppliers,expediting,andfrequentsupplierchangessufferedfromhightransactioncosts,longpurchasefulfillmentcycletimes,andexpensiverushorders.Riskmanagementapproaches,drawinguponpracticessuchassupplychainalliances,e-procurement,just-in-timedelivery,increasedcoordinationandothertechniques,providesmorevisibilityinsupplychainoperations.Theremaybehigherpricesincurredforgoods,andincreasedsecurityissues,butmethodshavebeendevelopedtoprovidesoundelectronicbusinesssecurity.RiskMitigationTangprovidedfourbasicriskmitigationapproachesforsupplychains.11Thesefocusonthesourcesofrisk:managementofuncertaintywithrespecttosupply,todemand,toproductmanagement,andinformationmanagement.Furthermore,therearebothstrategicandtacticalaspectsinvolved.Strategically,networkdesigncanenablebettercontrolofsupplyrisks.Strategiessuchasproductpricingandrolloverscancontroldemandtoadegree.Greaterproductvarietycanstrategicallyprotectagainstproductrisks.Andsystemsprovidinggreaterinformationvisibilityacrosssupplychainmemberscanenablebettercopingwithrisks.Tacticaldecisionsincludesupplierselectionandorderallocation(includingcontractualarrangements);demandcontrolovertime,markets,andproducts;productpromotion;andinformationsharing,vendormanagedinventorysystems,andcollaborativeplanning,forecasting,andreplenishment.SupplyManagementAvarietyofsupplierrelationshipsarepossible,varyingthedegreeoflinkagebetweenvendorandcoreorganizations.Differenttypesofcontractsandinformationexchangearepossible,anddifferentschemesforpricingandcoordinatingschedules.SupplierSelectionProcessSupplier(vendor)evaluationisaveryimportantoperationaldecision.Therearedecisionsselectingwhichsupplierstoemploy,aswellasdecisionswithrespecttoquantitiestoorderfromeachsupplier.Withtheincreaseinoutsourcingandtheopportunitiesprovidedbyelectronicbusinesstotapworld-widemarkets,thesedecisionsarebecomingevermorecomplex.Thepresenceofmultiplecriteriainthesedecisionshaslongbeenrecognized.12Aprobabilisticmodelforthisdecisionhasbeenpublishedtoincludethefollowingcriteria:131.Qualitypersonnel2.Qualityprocedure3.Concernforquality4.Companyhistory5.Pricerelativetoquality6.Actualprice7.Financialability8.Technicalperformance9.Deliveryhistory10.Technicalassistance11.Productioncapability12.ManufacturingequipmentSomeofthesecriteriaoverlap,andothercriteriamayexistforspecificsupplychaindecisionmakers.Butclearlytherearemanyimportantaspectstoselectingsuppliers.SupplierOrderAllocationOperationalrisksinsupplychainorderallocationincludeuncertaintiesindemands,supplyyields,leadtimes,andcosts.Thusnotonlydospecificsuppliersneedtobeselected,thequantitiespurchasedfromthemneedstobedeterminedonarecurringbasis.Supplychainsprovidemanyvaluablebenefitstotheirmembers,butalsocreateproblemsofcoordinationthatmanifestthemselvesinthe“bullwhip”effect.14Informationsystemcoordinationcanreducesomeofthenegativemanifestationsofthebullwhipeffect,buttherestillremainstheissueofprofitsharing.Decisionsthatareoptimalforonesupplychainmemberoftenhavenegativeimpactsofthetotalprofitabilityoftheentiresupplychain.15DemandManagementDemandmanagementapproachesincludeusingstatisticsinmodelsforidentificationofanoptimalportfolioofdemanddistributions16andeconomicmodelstoselectstrategiesusingpriceasaresponsemechanismtochangedemand.17Otherstrategiesincludeshiftingdemandovertime,acrossmarkets,oracrossproducts.Demandmanagementofcourseisoneoftheaimsofadvertisingandotherpromotionalactivities.However,ithaslongbeennotedasoneofthemostdifficultthingstopredictovertime.ProductManagementAneffectivestrategytomanageproductriskisvariety,whichcanbeusedtoincreasemarketsharetoservedistinctsegmentsofamarket.Thebasicideaistodiversifyproductstomeetthespecificneedsofeachmarketsegment.However,whilethiswouldbeexpectedtoincreaserevenuesandmarketshare,itwillleadtoincreasemanufacturingcostsandinventorycosts.VariouswaystodealwiththepotentialinefficienciesinproductvarietyincludeDell’smake-to-orderstrategy.SupplyChainDisruptionTangclassifiedsupplychainvulnerabilitiesasthoseduetouncertaineconomiccycles,customerdemand,anddisasters.LandRoverreducedtheirworkforcebyoveronethousandwhenakeysupplierwentinsolvent.DolewasaffectedbyHurricaneMitchhittingtheirbananaplantationsinCentralAmericain1998.September11,2001suspendedairtraffic,leadingFordMotorCompanytoclosefiveplantsforseveraldays.18Manythingscandisruptsupplychains.Supplychaindisruptionshavebeenfoundtonegativelyimpactstockreturnsforfirmssufferingthem.19SupplyChainRisksRecentresearchintosupplychainriskcoversmanytopics.NewTechnologyRiskGoldaandPhillipi20consideredtechnicalandbusinessriskcomponentsofthesupplychain.Technicalrisksrelatetoscienceandengineering,anddealwiththeuncertaintiesofresearchoutput.Businessrisksrelatetomarkets,humanresponsestoproductsand/orrelatedservices.AtIntel,threeriskmitigationstrategieswereconsideredtodealwiththerisksassociatedwithnewtechnologies:1.Partnerships,withassociateddecisionsinvolvingwhotopartnerwith,andatwhatstageofproductdevelopment2.Pursueextendablesolutions,evolutionaryproductsthatwillcontinuetooffervalueasnewtechnicalbreakthroughsaregained3.EvaluatemultipleoptionstoenablecommercializationPartnerSelectionRiskPartner(toincludevendor)evaluationisaveryimportantoperationaldecision.Importantdecisionsincludewhichvendorstoemployandquantitiestoorderfromeachvendor.Withtheincreaseinoutsourcingandtheopportunitiesprovidedbyelectronicbusinesstotapworld-widemarkets,thesedecisionsarebecomingevermorecomplex.Thepresenceofmultiplecriteriainthesedecisionshaslongbeenrecognized.21OutsourcingRisksOtherrisksarerelatedtopartnerselection,focusingspecificallyontheadditionalrisksassociatedwithinternationaltrade.Risksinoutsourcingcaninclude:22●Cost–unforeseenvendorselection,transition,ormanagement●Leadtime–delayinproductionstart-up,manufacturingprocess,ortransportation●Quality–minorormajorfinishingdefects,componentfitting,orstructuralDefectsOutsourcinghasbecomeendemicintheUnitedStates,especiallyinformationtechnologytoIndiaandproductiontoChina.23Riskfactorsinclude:●Abilitytoretaincontrol●Potentialfordegradationofcriticalcapability●Riskofdependency●Poolingrisk(proprietarialinformation,clientscompetingamongthemselves)●RiskofhiddencostsEcologicalRisksInourever-morecomplexworld,itnolongerissufficientforeachorganizationtomakedecisionsinlightoftheirownvestedself-interest.Thereisgrowingconcernwiththeimpactofhumandecisionsonthestateoftheearth.Thisisespeciallytrueinmassproductionenvironmentssuchaspowergeneration,24butalsoisimportantinallaspectsofbusiness.Cruz(2008)presentedadynamicframeworkformodelingandanalysisofsupplychainnetworksinlightofcorporatesocialresponsibility.25Thatstudypresentedaframeworkmultipleobjectiveprogrammingmodelwiththecriteriaofmaximizingprofit,minimizingwaste,andminimizingrisk.MultipleCriteriaSelectionModelAnumberofmethodologiesareappliedinpractice,toincludesimplescreeningandscoringmethods,26supplierpositioningmatricestolayoutrisksbyvendor,withassociatedratings,27andacombinationofsortscombiningriskcategorizationwithratingsofopportunity,probability,andseverity.28Traditionalmultiplecriteriamethodshavealsobeenapplied,toincludeanalytichierarchyprocess.29Thesimplemultiattributeratingtheory(SMART)30modelbasesselectionontherankorderoftheproductofcriteriaweightsandalternativescoresoverthesecriteria,andwillbeusedhere.Notethatwearedemonstrating,andarenotclaimingthattheordersandratingsusedareuniversal.Weareratherpresentingamethodthatrealdecisionmakerscouldusewiththeirownratings(andevenwithothercriteriathattheymightthinkimportantinagivenapplication).OptionsTherearevariouslevelsofoutsourcingthatcanbeadopted.Theserangefromsimplyoutsourcingparticulartasks(muchliketheideaofserviceorientedarchitecture),co-managingserviceswithpartners,hiringpartnerstomanageservices,andfulloutsourcing(inacontractualrelationship).Wewillusethesefouroutsourcingrelationshipsplusthefifthoptionofdoingeverythingin-houseasouroptions.CriteriaWewillutilizethecriteriagivenbelow:●Cost(includinghidden)●Leadtime●Quality●Abilitytoretaincontrol●Potentiallossofcriticalcapability●Riskofdependency●Riskoflossofproprietarialinformation●RiskofclientcontentionTheSMARTmethodbeginsbyrankorderingcriteria.Hereassumethefollowingrankorderofimportance:1.Abilitytoretaincontrol2.Riskproprietarialinformationloss3.Qualityofproductandservice4.Potentiallossofcriticalcapability5.Riskofdependency6.Cost7.Leadtime8.RiskofclientcontentionThenextstepistodeveloprelativeweightsofimportanceforcriteria.Wewilldothisbyassigningthemostimportantcriterion100points,andgiveproportionalratingsforeachoftheothersasgiveninTable5.1:Weightsareobtainedbydividingeachcriterion’sassignedpointvaluebythetotalofpoints(here435).ThisyieldsweightsshowninTable5.2:ScoringofAlternativesoverCriteriaThenextstepoftheSMARTmethodistoscorealternatives.Thisisanexpressionbythedecisionmaker(orassociatedexperts)ofhowwelleachalternativeperformsoneachcriterion.Scoresrangefrom1.0(idealperformance)to0(absoluteworstperformanceimaginable).Thisapproachmakesthescoresindependentofscale,andindependentofweight.DemonstrationisgiveninTable5.3:Onceweightsandscoresareobtained,valuefunctionsforeachalternativearesimplythesumproductsofweightstimesscoresforeachalternative.Thecloserto1.0(themaximumvaluefunction),thebetter.Table5.4showsvaluescoresforthefivealternatives:Theoutcomehereisthatin-houseoperationsbestsatisfythepreferencefunctionofthedecisionmaker.Obviously,differentweightsandscoreswillyielddifferentoutcomes.Butthemethodenablesdecisionmakerstoapplyasoundbutsimpleanalysistoaidtheirdecisionmaking.譯文：供應(yīng)鏈風(fēng)險(xiǎn)管理D.L.Olson和D.Wu全球競(jìng)爭(zhēng)，技術(shù)變化，以及不斷尋找具有競(jìng)爭(zhēng)優(yōu)勢(shì)的動(dòng)機(jī)的供應(yīng)鏈風(fēng)險(xiǎn)管理。供應(yīng)鏈往往是復(fù)雜的系統(tǒng)網(wǎng)絡(luò)，全球數(shù)百或數(shù)以千計(jì)的參與者都在該系統(tǒng)網(wǎng)絡(luò)中（沃爾瑪或戴爾）。這個(gè)詞已經(jīng)被用在戰(zhàn)略層面（協(xié)調(diào)和合作）和戰(zhàn)術(shù)水平都（跨職能與企業(yè)物流管理）。在這個(gè)意義上說(shuō)，風(fēng)險(xiǎn)管理可以集中精力確定更好的方法和實(shí)現(xiàn)組織方式，而不是簡(jiǎn)單的保全資產(chǎn)或規(guī)避風(fēng)險(xiǎn)。供應(yīng)鏈風(fēng)險(xiǎn)管理對(duì)協(xié)調(diào)和跨職能的活動(dòng)過(guò)程和內(nèi)部協(xié)作的組織網(wǎng)絡(luò)很感興趣。湯從風(fēng)險(xiǎn)管理的角度提供了供應(yīng)鏈的框架。供應(yīng)鏈?zhǔn)怪圃鞓I(yè)外包能夠利用全球的相對(duì)優(yōu)勢(shì)，優(yōu)勢(shì)，以及增加產(chǎn)品品種。在此有更開(kāi)放的，動(dòng)態(tài)系統(tǒng)固有的風(fēng)險(xiǎn)。供應(yīng)鏈風(fēng)險(xiǎn)管理過(guò)程供應(yīng)鏈的一個(gè)風(fēng)險(xiǎn)管理進(jìn)程，包括風(fēng)險(xiǎn)識(shí)別，風(fēng)險(xiǎn)評(píng)估，風(fēng)險(xiǎn)規(guī)避和風(fēng)險(xiǎn)緩解步驟。處理這些風(fēng)險(xiǎn)結(jié)構(gòu)與上述湯的名單兼容，但重點(diǎn)放在該進(jìn)程的更廣泛的方面。風(fēng)險(xiǎn)識(shí)別在供應(yīng)鏈中的風(fēng)險(xiǎn)可以包括操作風(fēng)險(xiǎn)和干擾。操作風(fēng)險(xiǎn)包括如客戶需求，供應(yīng)和成本的內(nèi)在不確定性的供應(yīng)鏈元素。中斷的風(fēng)險(xiǎn)來(lái)自災(zāi)害（在洪水，颶風(fēng)等形式自然，人，在恐怖襲擊或戰(zhàn)爭(zhēng)的形式提出）。還有來(lái)自經(jīng)濟(jì)危機(jī)的（貨幣重新評(píng)估，罷工，多變的市場(chǎng)價(jià)格）。大多數(shù)定量分析方法主要集中在經(jīng)營(yíng)風(fēng)險(xiǎn)，中斷更戲劇化，較難預(yù)測(cè)，因此更為困難模式。風(fēng)險(xiǎn)管理規(guī)劃和反應(yīng)通常是定性受干擾的。風(fēng)險(xiǎn)評(píng)估理論上，風(fēng)險(xiǎn)已被看作是適用于那些已知?jiǎng)偎愕那闆r下，不確定性和可能性是那些不知道情況。風(fēng)險(xiǎn)是一個(gè)較好的決策依據(jù)，但生活往往不確定性的情況下提出與決策者。這個(gè)問(wèn)題進(jìn)一步復(fù)雜化，因?yàn)橥耆硇缘臎Q策者可能從根本上不同的角度看待風(fēng)險(xiǎn)，定性風(fēng)險(xiǎn)管理很大程度上取決于對(duì)風(fēng)險(xiǎn)管理的態(tài)度很大。不同的理性個(gè)體可能有不同的反應(yīng)，避免風(fēng)險(xiǎn)，通常是負(fù)相關(guān)的回報(bào)，從而導(dǎo)致一個(gè)折中的決定，研究認(rèn)知心理學(xué)的研究發(fā)現(xiàn)，經(jīng)理們往往不敏感的概率估計(jì)可能的結(jié)果，他們往往忽視認(rèn)為是不可能的可能發(fā)生的事件。此外，管理人員往往不注意參與的積極成果的不確定性，他們往往把重點(diǎn)放在關(guān)鍵性能指標(biāo)，這使得他們的風(fēng)險(xiǎn)反應(yīng)于環(huán)境隊(duì)伍，對(duì)于決策理論的一些目標(biāo)，他們希望通過(guò)定量的方法，科學(xué)的風(fēng)險(xiǎn)處置措施后告訴人類應(yīng)該如何作出決定的規(guī)范性意見(jiàn)。業(yè)務(wù)涉及非理論建設(shè)，但是水平高?；诓淮_定性（數(shù)據(jù)不詳）和多個(gè)（往往相互沖突的）因素的考慮，使得在風(fēng)險(xiǎn)管理后，認(rèn)為更適當(dāng)?shù)亩ㄐ苑椒?。由于諸如概率因素往往缺乏準(zhǔn)確的措施，（更可能使個(gè)別情況下廣泛有效的反應(yīng)）的強(qiáng)壯的策略往往吸引風(fēng)險(xiǎn)管理者。策略是有效的，如果他們能幫助一個(gè)公司的經(jīng)營(yíng)風(fēng)險(xiǎn)和有效處理，不論有多大的破壞。有彈性的策略，如果他們能夠堅(jiān)定地維護(hù)一個(gè)主要經(jīng)營(yíng)的中斷。供應(yīng)鏈風(fēng)險(xiǎn)可能來(lái)自許多來(lái)源，包括以下內(nèi)容：●政治事件●產(chǎn)品的可用性●距離來(lái)源●行業(yè)的能力●需求波動(dòng)●技術(shù)變革●在勞動(dòng)市場(chǎng)的變化●金融不穩(wěn)定●管理的營(yíng)業(yè)額風(fēng)險(xiǎn)規(guī)避風(fēng)險(xiǎn)防范可能是最古老的保險(xiǎn)，購(gòu)買一些金融安全來(lái)自承銷商的水平。這側(cè)重于財(cái)務(wù)方面的風(fēng)險(xiǎn)，是被動(dòng)的，提供了一些如何從負(fù)面經(jīng)驗(yàn)后恢復(fù)的方法。保險(xiǎn)不是風(fēng)險(xiǎn)管理在供應(yīng)鏈?zhǔn)褂玫奈ㄒ恍问健５聽(tīng)査娇展镜目植乐髁x保險(xiǎn)的保費(fèi)由200萬(wàn)元增至2001年的1.52億美元于2002年。保險(xiǎn)側(cè)重于金融風(fēng)險(xiǎn)，其他主要風(fēng)險(xiǎn)包括客戶因供給的變化中斷的損失。供應(yīng)鏈風(fēng)險(xiǎn)有多種可緩沖的方法，采購(gòu)?fù)ǔＪ欠峙涞目刂瞥杀竞捅ＷC供應(yīng)的持續(xù)責(zé)任。在存貨的形式存在緩沖器提供一些減少風(fēng)險(xiǎn)，在一個(gè)較高的庫(kù)存持有成本。Giunipero和AlEltantawy是較傳統(tǒng)做法是較新的風(fēng)險(xiǎn)管理方法。傳統(tǒng)的做法是依靠額外庫(kù)存，多供應(yīng)商，在高的交易成本中頻繁地?fù)Q供應(yīng)商，完成購(gòu)買周期長(zhǎng)，和昂貴的急單。風(fēng)險(xiǎn)管理方法的借鑒做法，如供應(yīng)鏈聯(lián)盟，電子采購(gòu)，及時(shí)交貨，加強(qiáng)協(xié)調(diào)和其他技術(shù)，提供了更多的供應(yīng)鏈運(yùn)營(yíng)的可視性。有可能發(fā)生的商品價(jià)格上漲，增加了安全問(wèn)題，但方法已經(jīng)發(fā)展為為客戶提供完善的電子業(yè)務(wù)的安全性。降低風(fēng)險(xiǎn)湯提供了四個(gè)基本的降低供應(yīng)鏈風(fēng)險(xiǎn)的辦法。這些問(wèn)題對(duì)風(fēng)險(xiǎn)的來(lái)源重點(diǎn)：管理方面的不確定性的供應(yīng)，需求，產(chǎn)品管理和信息管理，此外，還有戰(zhàn)略和戰(zhàn)術(shù)方面的工作。從戰(zhàn)略上講，網(wǎng)絡(luò)設(shè)計(jì)可以更好地控制供應(yīng)風(fēng)險(xiǎn)，如產(chǎn)品定價(jià)和長(zhǎng)期策略可以在一定程度上控制需求，更多的產(chǎn)品品種保護(hù)戰(zhàn)略可以根據(jù)產(chǎn)品的風(fēng)險(xiǎn)程度，系統(tǒng)提供更大的供應(yīng)鏈成員之間可以實(shí)現(xiàn)更好的資訊透明度以應(yīng)對(duì)風(fēng)險(xiǎn)，戰(zhàn)術(shù)的選擇和決定包括供應(yīng)商訂單分配（包括合同安排）；需求在時(shí)間控制，市場(chǎng)，產(chǎn)品，產(chǎn)品推廣和信息共享，供應(yīng)商管理庫(kù)存系統(tǒng)，協(xié)同規(guī)劃，預(yù)測(cè)和補(bǔ)貨。供應(yīng)管理一個(gè)供應(yīng)商的各種關(guān)系是可能的，不同的供應(yīng)商和核心組織之間的聯(lián)系程度。合同的不同類型和信息交流是可能的，定價(jià)及協(xié)調(diào)不同的計(jì)劃時(shí)間表。供應(yīng)商選擇過(guò)程供應(yīng)商（賣方）的評(píng)估是一個(gè)非常重要的業(yè)務(wù)決定。有選擇的決定聘請(qǐng)哪些供應(yīng)商以及決定從每個(gè)供應(yīng)商有關(guān)數(shù)量的訂購(gòu)。隨著外包的增加和電子業(yè)務(wù)開(kāi)拓世界各地市場(chǎng)提供的機(jī)會(huì)，這些決定正變得越來(lái)越復(fù)雜，在這些決定的多重標(biāo)準(zhǔn)的存在，早已得到承認(rèn)。這一決定的一個(gè)概率模型已經(jīng)出版，包括下列準(zhǔn)則：1.高素質(zhì)人才2.質(zhì)量程序3.關(guān)注質(zhì)量4.公司的歷史5.價(jià)格相對(duì)質(zhì)量6.實(shí)際價(jià)格7.財(cái)政能力8.技術(shù)性能9.交付的歷史10.技術(shù)援助11.生產(chǎn)能力12.制造設(shè)備這些標(biāo)準(zhǔn)的一些重疊，可能存適合特定的供應(yīng)鏈決策者的其他標(biāo)準(zhǔn)。但是很顯然還有很多選擇供應(yīng)商的重要方面。供應(yīng)商的訂單分配供應(yīng)鏈訂單分配的業(yè)務(wù)風(fēng)險(xiǎn)包括需求的不確定性，供應(yīng)產(chǎn)量，交貨時(shí)間和成本。因此，不僅需要做具體的供應(yīng)商選擇，他們購(gòu)買的數(shù)量也需要經(jīng)常性的確認(rèn)。供應(yīng)鏈為他們的成員提供了許多寶貴的權(quán)益，但同時(shí)也造成了協(xié)調(diào)的問(wèn)題，表現(xiàn)在“牛鞭效應(yīng)”的影響。資訊系統(tǒng)的協(xié)調(diào)可以減少牛鞭效應(yīng)的一些負(fù)面影響，但仍然存在利潤(rùn)分享問(wèn)題。一個(gè)供應(yīng)鏈成員的選擇的決定往往會(huì)對(duì)整個(gè)供應(yīng)鏈總體的利潤(rùn)造成負(fù)面的影響。需求管理需求管理的方法包括利用在一個(gè)需求分布和經(jīng)濟(jì)模型的最優(yōu)組合識(shí)別模型統(tǒng)計(jì)，作為一種戰(zhàn)略選擇反應(yīng)機(jī)制，代表價(jià)格變動(dòng)的需求。其他戰(zhàn)略轉(zhuǎn)移的需求隨著時(shí)間的推移，包括跨市場(chǎng)，或跨產(chǎn)品。需求管理當(dāng)然是廣告和其他宣傳活動(dòng)的目的之一。然而，長(zhǎng)期以來(lái)人們注意到，最困難的事情之一是時(shí)間的預(yù)測(cè)。產(chǎn)品管理一個(gè)有效的策略來(lái)管理多種產(chǎn)品的風(fēng)險(xiǎn)是，它可以被用來(lái)增加市場(chǎng)份額，以滿足市場(chǎng)不同的部分。其基本思路是以多樣化的產(chǎn)品來(lái)滿足各個(gè)細(xì)分市場(chǎng)的特定需求。然而，雖然預(yù)計(jì)這將會(huì)增加收入和市場(chǎng)份額，但會(huì)導(dǎo)致生產(chǎn)成本增加和庫(kù)存成本。以不同的方法來(lái)處理各種潛在的產(chǎn)品包括戴爾的低效率的化妝品按訂單生產(chǎn)的策略。供應(yīng)鏈中斷湯分類供應(yīng)那些由于不明朗的經(jīng)濟(jì)周期、客戶的需求、災(zāi)害鏈的漏洞。路虎減少了超過(guò)一千的主要供應(yīng)商時(shí)，其工作人員破產(chǎn)。多爾被擊中受颶風(fēng)米奇于1998年在中美洲的香蕉種植園。01年9月11日暫?？罩薪煌?，導(dǎo)致福特汽車公司關(guān)閉了數(shù)天。許多事情可以破壞供應(yīng)鏈的五家工廠。供應(yīng)鏈中斷已經(jīng)導(dǎo)致他們?cè)诳嚯y之中產(chǎn)生負(fù)面影響的公司的股票的回報(bào)。供應(yīng)鏈風(fēng)險(xiǎn)目前的供應(yīng)鏈風(fēng)險(xiǎn)研究包涵了多個(gè)主題。新技術(shù)風(fēng)險(xiǎn)戈?duì)栠_(dá)和飛利浦20考慮了供應(yīng)鏈的技術(shù)和商業(yè)風(fēng)險(xiǎn)組成部分。技術(shù)