Challenges in the Era of Globalization - iaabd

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Proceedings of the 12th Annual Conference © 2011 IAABD d) identifies risks facing manufacturers in emerging and developing markets as 1) trade risk (delays in customs processing, bribery from officials, and erratic enforcement create financial costs and ethical dilemmas); 2) Political risk (regime stability, religious tensions, bureaucracy, crime, corruption, and interstate conflict; religious and ethnic tensions; bureaucracy; crime and corruption (illegal bribery and kickbacks); customs and border protection, tax authorities, and organized crime linked with business operations; 3) Geophysical risk (weak infrastructure, epidemics in a country, and long distance; 4) Economic indicator (inflationary pricing, economic diversification(i.e., reliance on a limited number of key sectors or resources for economic prosperity); and 5) Operational risks (labor, supply disruptions (supplier failures), commodity price volatility, internal product failures, and energy costs; Input risks (electric power). Following Simchi-Levi (2010), supply chain risk sources can be identified as shown in Figure 1. Further, in agreement with Rumsfeld (former U.S. Secretary of Defense) these sources of supply chain disruption risks can also be classified as known-unknowns (i.e., those supply chain disruption risks we know that we do not know), unknown-unknowns (i.e., those supply chain disruption risks we do not know that we do not know). Known-unknowns • Infrastructure • Machine failure • Labor strikes and costs • Technology • Access to credit • Demand & supply uncertainty • SCM knowledge • Bribery and Corruption • Port delays and high charges • Government policies • Multiple taxes • Currency exchange rate • Accidents • Network-related • Social-political actions • Force majeure • Epidemics Unknown-unknowns Uncontrollable Figure 1. Known-Unknowns and Unknown-Unknowns Supply Chain Risk Sources The known-unknowns sources of risks such as infrastructure deficiencies, machine breakdowns, access to credit, and technology can be quantified and controlled. For example, currency exchange rate fluctuations can be managed and mitigated through the use of hedging (Simchi-Levi, 2010). For the unknownunknowns sources of risks such as force majeure, epidemics, and social-political actions are unquantifiable and uncontrollable. Manufacturing Supply Chain risk Assessment Framework Controllable 568
Challenges in the Era of Globalization Edited by Emmanuel Obuah The manufacturing supply chain risk assessment framework is shown in Figure 2. This type of risk assessment framework enables a manufacturing firm to focus on which sources of supply chain risk need to take action to mitigate specific risk types. Also, it affords a manufacturing firm the opportunity to visualize the interdependencies among supply chain risks to specific risk types. According to Simchi-Levi (2010), “controllable risk sources [known-unknowns] with high expected impact can and must be managed effectively.” High Manufacturing Expected impact Low Force majeure Supply uncertainty Demand uncertainty Social-political actions Government policies Multiple taxes Commodity prices Epidemics Accidents Networkrelated Low Ability to Control High Figure 2. Risk Assessment Framework – Ability to Control vs. Anticipated Severity Impact of Supply Chain Disruption on Manufacturing Infrastructure Currency exchange rate Machine failure Bribery & corruption Port delays & high charges Labor costs Labor strike Technology SCM knowledge Import competition Energy costs Access to credit Enyinda et al (2008) noted that global supply chain disruption risks and uncertainties can have profound implications for global manufacturing firms. Organizations are increasingly susceptible to both highimpact and low-impact disruptive events (Sheffi and Rice, 2005). Significant supply chain disruptions can tailspin an organization’s revenue, erode market share, bloat costs and budget, threaten production and distribution, tarnish credibility with investors and other stakeholders, and skyrocket the cost of capital (Bosman, 2006). Supply chain disruption risk can precipitate to excess inventory, lead time variance, protracted cycle times, and decreased customer service (Sarathy, 2006). Supply chain disruptions can erode manufacturing firms’ shareholder value and profitability. Disruptions to manufacturing and in turn 569
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Challenges in the Era of Globalizat
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Table of Contents Challenges in the
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Lennart Bangens, Goteborg, Sweden C
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Local Steering Committee Jacob Musi
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Track 1: Accounting, Finance, and I
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Abstract Challenges in the Era of G
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Abstract Determinants of Bank Lendi
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Empirical Results Challenges in the
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Table 3 Determinants of Competitive
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Research Findings Challenges in the
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Abstract: Study on Africa Governmen
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Abstract Challenges of Oil Revenue
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Abstract Land Based Sources of Poll
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Abstract On the Mitigation of Rever
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⎧κ ( ω) − ( 1− p) β ( ω)
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Assessment of pollutants in nigeria
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Figure 1: Lagos off shore survey po
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Academic Pry School 3 3 0 Backgroun
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Track 5: Management Education Chall
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Table: Model Fitness Regression Sta
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Conclusion Challenges in the Era of
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37. Provision of sound education fo
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The cost structure Challenges in th
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Empirical Analysis Challenges in th
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Variable Coefficient Std. Error t-S
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Abstract The Changing Requirements
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The Model, Data and Variable Defini
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Track 8: Gender and Economic Develo
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Empirical results Challenges in the
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Abstract Gender, poverty and sustai
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Figure 1.1: Spread of directorships
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Theoretical Framework Challenges in
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Single 18.1 Masters and above 35.3
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Source: Field survey, 2010 Table 3:
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Track 9: Global Studies and Politic
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Conceptual Definitions Challenges i
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Conclusions and Implications Challe
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Abstract Exploring Organisational R
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district hospitals: Evidence from N
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Defining the Organisational Culture
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Table 1: A Summary of Operating Ban
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Discussion and Conclusion Challenge
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Abstract What does Globalization me
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7. I see globalization as providing
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Track 12: Information Systems and E
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Research Methods approach Challenge
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Page 533 and 534: Challenges in the Era of Globalizat
Page 535 and 536: Statement of the Problem Challenges
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Page 573 and 574: Convenient location of banks Challe
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The study seeks to: • examine typ
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Figure 2: Customer Perception of MT
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Relationship Commitment Total 1264.
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Factor Item Loading Imaginative 0.4
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Figure 1: Components of Data Analys
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Abstract Marketing Nigerian medicin
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References Challenges in the Era of
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firms attained below average market
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Conclusion Dissatisfied 6 3.4 3.6 7
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Abstract Customer satisfaction with
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Methodology Challenges in the Era o
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Discussion Challenges in the Era of
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Postgraduate 19 Internet experience
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Average daily Internet hours z P-va
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Track 17: Project Management in Afr
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Conclusion Challenges in the Era of
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GOVERNMENT MoFED SECTORS Structure
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�− growth and represented by
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Results Challenges in the Era of Gl
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Input: Process, regulation Referenc
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CSOEs Statesponsored Agenda Resourc
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Figure1.1Inflation and Indexation R
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Football Spectatorship Challenges i
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