scholarly journals Modeling Enterprise Risk Management in Operations and Supply Chain: A Pharmaceutical Firm Context

2017 ◽  
pp. 1-12 ◽  
Author(s):  
Chris I. Enyinda
Keyword(s):  
Risk Management ◽  
Supply Chain ◽  
Enterprise Risk Management ◽  
Pharmaceutical Firm ◽  
Enterprise Risk

A review of enterprise risk management in supply chain

Kybernetes ◽  
2010 ◽  
Vol 39 (5) ◽  
pp. 694-706 ◽  
Author(s):  
David L. Olson ◽  
Desheng Dash Wu
Keyword(s):  
Risk Management ◽  
Supply Chain ◽  
Enterprise Risk Management ◽  
Enterprise Risk

Enterprise Risk Management as a Strategic Governance Mechanism in B2B-Enabled Transnational Supply Chains

2012 ◽  
Vol 26 (1) ◽  
pp. 51-76 ◽  
Author(s):  
Vicky Arnold ◽  
Tanya S. Benford ◽  
Clark Hampton ◽  
Steve G. Sutton
Keyword(s):  
Risk Management ◽  
Supply Chain ◽  
Supply Chains ◽  
Absorptive Capacity ◽  
Enterprise Risk Management ◽  
Global Supply Chains ◽  
Governance Mechanism ◽  
Business Risk ◽  
Global Business ◽  
Enterprise Risk

ABSTRACT As organizations increasingly face the need to compete for market share by building highly integrated global supply chains, governance of these complex relationships becomes a major strategic challenge. Research reporting high failure rates for collaborative alliances with supply chain partners makes formation of global supply chains a high-risk venture. This study examines the influence of strategic enterprise risk management (ERM) processes on improving supply chain capability while mitigating risks. ERM has become a major strategic management focus, and researchers suggest this momentum arises from the need for governance mechanisms that counter the ineffectiveness of government intervention and cooperation in cross-border relationships. We survey 207 organizations on their perceptions of their own ERM processes and a specific supply chain partner's absorptive capacity, B2B e-commerce business risk, and the global business risk associated with that partner relationship. The results support theorized relationships positing that stronger ERM promotes higher levels of partner absorptive capacity, lower B2B risk, and lower associated global business risk. Results further show that associated global business risk is reduced through managing and controlling partner absorptive capacity and B2B risk. Additional analyses show that stronger ERM is associated with partners being from countries with cultural traits conducive to strong supply chain performance.

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