Department of Computer Science, University of Wisconsin-Green Bay, Green Bay, USA
Received: 25-Nov-2022, Manuscript No. GRCS-22-82729; Editor assigned: 28-Nov-2022, PreQC No. GRCS-22-82729 (PQ); Reviewed: 12-Dec-2022, QC No. GRCS-22-82729; Revised: 19-Dec-2022, Manuscript No. GRCS-22-82729 (R); Published: 26-Dec-2022, DOI: 10.4172/2321-6212.13.5.001
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Supply Chain Risk Management (SCRM) is defined as "the use of techniques to manage both routine and extraordinary risks along the supply chain based on continual risk assessment with the purpose of minimising vulnerability and maintaining continuity." After consulting with risk management services, SCRM employs risk management process tools, either independently or in partnership with supply chain partners, to address risks and uncertainties relating to logistics-related activities, product availability (goods and services), or resources in the supply chain. Through a coordinated, all-encompassing strategy that ideally involves all supply chain stakeholders, SCRM aims to lessen supply chain vulnerability by detecting, analysing, and addressing potential failure points or modes that could exist within or have an impact on the supply chain.
The supply chain is at risk from everything from unforeseen natural disasters (such as tsunamis and pandemics) to counterfeit products, which affect product quality, security, resilience, and integrity. Logistics, cybersecurity, finance, and risk management practises can all be used to reduce supply chain risks. The ultimate objective is to maintain supply chain continuity in the event of situations or incidents that would otherwise have disrupted regular business operations and, in turn, profitability. Since resilience and other precautions raise production costs even when everything goes according to plan, they must be cost-effective. Lean manufacturing and supply-chain optimization are two strategies in supply chain logistics that might harm continuity and resilience. Businesses, especially manufacturers, are increasingly implementing supplier quality management principles throughout their supply chains.
This strategy has been demonstrated to promote transparency, cut administrative expenses, and boost operational effectiveness. Identification, evaluation, treatment, risk reporting and communication, and monitoring of supply chain hazards are the four processes that commonly make up supply chain risk management. Nevertheless, given the complexity of many supply chains, these procedures might not be adequate to guarantee that all contingencies are covered. In order to ensure that the supply chain can handle incidents and recover from them regardless of their source or character, the cause-oriented notion of supply chain risk management is frequently paired with the idea of supply chain resilience. The ability of a supply chain to endure, adapt, or transform in the face of change is referred to as supply chain resilience.
According to some theorists, supply networks' sustainability and resilience will be greatly enhanced by technical advancements that modernize management techniques along the entire chain, including digitalization, artificial intelligence, big data, and robotics. Time To Recover (TTR), a useful indicator first developed by Cisco and adopted by the Supply Chain Risk Leadership Council, is measured in weeks. When determining TTR, it is assumed that a facility will be effectively made irrelevant as a result of a significant event, demanding extensive repairs and reconstruction as well as the re-sourcing and re-qualification of crucial machinery used in manufacturing and other activities. The chance and impact of an event's occurrence determine supply chain risk. Although this is the most common method for quantifying risk, it has a disadvantage when applied to supply-chain risk since it necessitates determining the likelihood or probability of a wide range of event types across numerous supply-chain organisations and locations.