Challenges in the Era of Globalization - iaabd

Recommendations

Info

Proceedings of the 12th Annual Conference © 2011 IAABD of supply chain disruption to the success of the electoral process. Disruptions as a result of supply chain blind spots or judgmental mistakes can impair effective flows of material supplies and information imperative for an organization’s nimbleness to changes in environmental conditions and performance. Supply Chain Vulnerability Assessment Vulnerability is a function of probability and consequence. Probability can be reduced by way of security and early warning systems, while consequences can be reduced through building resilience (i.e., the ability to regain (or recreate) prior capability; requiring advance planning, additional capabilities/capacity; and designing systems for resilience. A risk assessment identifies and evaluates risks based on various factors, including capability and the potential effect of a predictable or an unpredictable event. Because organization such as INEC often do not know if it has identified every risk and/or have actionable information regarding the identified risks, it must therefore depend on vulnerability and criticality assessment approach. Vulnerability and criticality assessments are important in proactive risk management. A supply chain vulnerability assessment is a process that identifies blind spots. A supply chain logistics vulnerability assessment is a process that systematically identifies and evaluates an organization’s supply chain logistics exposure to blind spots or risks. Supply chain vulnerability assessment is very crucial because it provides a basis for prioritizing which supply chain logistics processes or assets require mitigation. Supply chain logistics vulnerability assessment is reported in Figure 1. The following identified blind spots are not ranked according to the order of importance: 1 = supplier failure/reliability; 2 = default of suppliers; 3 = logistics failures; 4 = commodity cost volatility; 5 = equipment breakdowns; 6 = force majeure; 7 = accidents; 8 = social political actions; 9 = lack of trust with partners; 10 = electric power shortage and outage; 11 = information delays, scarcity, sharing; 12 = infrastructure breakdown; 13 = contract failure; degree of 14 = control over logistics operations; 15 = weaknesses in the national, regional, and local infrastructure; 16 = supplier product/material quality failures; 17 = supply chain logistics security breaches; 18 = rising energy costs; 19 = rising transportation costs; and 20 = IT risks, loom large as potential blind spots for INEC, suppliers, logistics providers, and customers or voters to sustaining a consistent state of operations continuity. High Probability of Disruption Low Vulnerability (H, L) Vulnerability (H, H) 11 19 17 Vulnerability (L, L) 13 18 16 1 2 20 Low Severity (Consequences) of Disruption High Figure 1. Supply Chain Vulnerability Assessment Framework 4 3 14 6 8 Vulnerability (L, H) 10 9 7 578
Challenges in the Era of Globalization Edited by Emmanuel Obuah Following Sheffi and Rice (2005), supply chain blind spot (risk) profile can be categorized into probability (likelihood) of distribution and consequences (severity) of disruption. The high vulnerability cell suggests that both the probability of disruption and the severity of disruption are high. Low vulnerability cell indicates low probability of disruption and low severity of disruption. In this case, an organization requires limited planning or action. The vulnerability that is characterized by low probability but high severity disruption requires planning and action that is beyond the realm of daily operations management. Finally, the vulnerability that is characterized by high probability but low severity disruption is part of an organization’s operations management. Supply Chain Logistics Disruptions Supply chain complexity is one of the key driver or antecedents of supply chain disruptions. The complex and convoluted nature of supply chain impair information visibility. Supply chain complexity and convoluted characteristics represent a significant challenge to managing and mitigating elections supply chain disruptions. These characteristics make it difficulty in identifying and locating vulnerabilities in a network that is extended across individual organizations. The more extended the supply chains are, the more chances of disruptions (Kleindorfer and Saad, 2005) and they are only as resilient as their weakest link (Sheffi, 2005). Disruptions are events that can occur in supply chains. These are events that can impact the smooth and real-time flow and/or supply of physical products/materials from the point of source to the final point of consumption. Craighead et al. (2008) explain that disruptions are unplanned and unanticipated events that can disrupt the normal flow of physical products and materials within and across the supply chain. Hendricks and Singhal (2005) describe disruptions as supply chain glitches such as the inability of an organization to match demand and supply. Therefore, decision makers must be aware of those events that can thwart the supplies of materials and information flows. Disruptions in the supply base can negatively impact an organization’s ability to procure the required quantity of materials such as electoral ballot materials. In today’s volatile environment, a significant number of organizations around the globe are increasingly experiencing disruptions in their supply chain operations. However, in spite of the growing disruptions in supply chain operations, organizations are not well prepared or girded to manage and mitigate disruptions effectively. According to Aberdeen Group estimates, on average, organization recovery costs from supply chain disruptions can range from six to seven figures (Enslow, 2004). In spite of the negative consequence of disruptions, Mitroff and Alpaslan (2003) report that merely between 5 and 25% of Fortune 500 organizations are prepared to deal with supply chain disruptions. For example, shortage of electoral sensitive materials resulted in the postponement of elections throughout Nigeria. INEC remained oblivious of the problem for weeks due to lack of or an inefficient chain of information sharing and lack of contingent planning. When it realized the disruptions in the supply chain logistics, it was forced to reschedule the elections. The postponement of the various legs of the elections as a result of the supply chain disruption clearly demonstrates the utter lack of supply chain management and supply chain risk management knowledge by the vendor(s) as well as the INEC’s C-level executives. Indeed, this lack of knowledge triggered disruptions associated with vendors’ supply failures, shortsighted supply chain logistics planning, poor supply chain coordination, and limited supply chain visibility. Also, the two of the three most important flows of supply chain were neglected. MIT Research Project Group (RPG) (2003) contends that organizations often focus on the type of disruption as opposed to its source in order to ascertain how to prepare against risks. It emphasized that what is vitally important is the type of failure modes (i.e., the limited means in which the disruption affects the supply-chain. They include supplier failure/reliability (1); default of suppliers (2); logistics failures (3); commodity cost volatility (4); equipment breakdowns (5); force majeure (6); accidents (7); 579
Page 1 and 2:
Challenges in the Era of Globalizat
Page 3 and 4:
Table of Contents Challenges in the
Page 5 and 6:
Lennart Bangens, Goteborg, Sweden C
Page 7 and 8:
Page 9 and 10:
Page 11 and 12:
Page 13 and 14:
Page 15 and 16:
Local Steering Committee Jacob Musi
Page 17 and 18:
Track 1: Accounting, Finance, and I
Page 19 and 20:
Page 21 and 22:
Page 23 and 24:
Page 25 and 26:
Abstract Challenges in the Era of G
Page 27 and 28:
Page 29 and 30:
Page 31 and 32:
Page 33 and 34:
Page 35 and 36:
Page 37 and 38:
Page 39 and 40:
Page 41 and 42:
Page 43 and 44:
Abstract Determinants of Bank Lendi
Page 45 and 46:
Page 47 and 48:
Empirical Results Challenges in the
Page 49 and 50:
Page 51 and 52:
Page 53 and 54:
Page 55 and 56:
Table 3 Determinants of Competitive
Page 57 and 58:
Page 59 and 60:
Page 61 and 62:
Page 63 and 64:
Page 65 and 66:
Page 67 and 68:
Page 69 and 70:
Page 71 and 72:
Page 73 and 74:
Page 75 and 76:
Page 77 and 78:
Page 79 and 80:
Research Findings Challenges in the
Page 81 and 82:
Page 83 and 84:
Page 85 and 86:
Page 87 and 88:
Abstract: Study on Africa Governmen
Page 89 and 90:
Page 91 and 92:
Page 93 and 94:
Page 95 and 96:
Page 97 and 98:
Page 99 and 100:
Abstract Challenges of Oil Revenue
Page 101 and 102:
Page 103 and 104:
Page 105 and 106:
Page 107 and 108:
Page 109 and 110:
Abstract Land Based Sources of Poll
Page 111 and 112:
Page 113 and 114:
Page 115 and 116:
Abstract On the Mitigation of Rever
Page 117 and 118:
⎧κ ( ω) − ( 1− p) β ( ω)
Page 119 and 120:
Page 121 and 122:
Page 123 and 124:
Assessment of pollutants in nigeria
Page 125 and 126:
Figure 1: Lagos off shore survey po
Page 127 and 128:
Page 129 and 130:
Page 131 and 132:
Page 133 and 134:
Page 135 and 136:
Page 137 and 138:
Page 139 and 140:
Page 141 and 142:
Page 143 and 144:
Page 145 and 146:
Page 147 and 148:
Page 149 and 150:
Page 151 and 152:
Page 153 and 154:
Academic Pry School 3 3 0 Backgroun
Page 155 and 156:
Page 157 and 158:
Page 159 and 160:
Page 161 and 162:
Page 163 and 164:
Track 5: Management Education Chall
Page 165 and 166:
Page 167 and 168:
Page 169 and 170:
Page 171 and 172:
Page 173 and 174:
Page 175 and 176:
Page 177 and 178:
Table: Model Fitness Regression Sta
Page 179 and 180:
Page 181 and 182:
Page 183 and 184:
Page 185 and 186:
Page 187 and 188:
Page 189 and 190:
Page 191 and 192:
Page 193 and 194:
Page 195 and 196:
Page 197 and 198:
Page 199 and 200:
Page 201 and 202:
Page 203 and 204:
Page 205 and 206:
Page 207 and 208:
Page 209 and 210:
Page 211 and 212:
Page 213 and 214:
Page 215 and 216:
Page 217 and 218:
Page 219 and 220:
Page 221 and 222:
Page 223 and 224:
Page 225 and 226:
Page 227 and 228:
Conclusion Challenges in the Era of
Page 229 and 230:
Page 231 and 232:
Page 233 and 234:
Page 235 and 236:
37. Provision of sound education fo
Page 237 and 238:
Page 239 and 240:
Page 241 and 242:
The cost structure Challenges in th
Page 243 and 244:
Page 245 and 246:
Page 247 and 248:
Page 249 and 250:
Empirical Analysis Challenges in th
Page 251 and 252:
Page 253 and 254:
Page 255 and 256:
Page 257 and 258:
Page 259 and 260:
Page 261 and 262:
Page 263 and 264:
Page 265 and 266:
Page 267 and 268:
Page 269 and 270:
Page 271 and 272:
Page 273 and 274:
Page 275 and 276:
Variable Coefficient Std. Error t-S
Page 277 and 278:
Page 279 and 280:
Page 281 and 282:
Page 283 and 284:
Page 285 and 286:
Page 287 and 288:
Page 289 and 290:
Page 291 and 292:
Abstract The Changing Requirements
Page 293 and 294:
Page 295 and 296:
The Model, Data and Variable Defini
Page 297 and 298:
Page 299 and 300:
Page 301 and 302:
Page 303 and 304:
Page 305 and 306:
Page 307 and 308:
Page 309 and 310:
Page 311 and 312:
Page 313 and 314:
Page 315 and 316:
Track 8: Gender and Economic Develo
Page 317 and 318:
Page 319 and 320:
Empirical results Challenges in the
Page 321 and 322:
Page 323 and 324:
Abstract Gender, poverty and sustai
Page 325 and 326:
Page 327 and 328:
Page 329 and 330:
Page 331 and 332:
Page 333 and 334:
Page 335 and 336:
Figure 1.1: Spread of directorships
Page 337 and 338:
Page 339 and 340:
Page 341 and 342:
Page 343 and 344:
Theoretical Framework Challenges in
Page 345 and 346:
Single 18.1 Masters and above 35.3
Page 347 and 348:
Source: Field survey, 2010 Table 3:
Page 349 and 350:
Page 351 and 352:
Track 9: Global Studies and Politic
Page 353 and 354:
Conceptual Definitions Challenges i
Page 355 and 356:
Page 357 and 358:
Page 359 and 360:
Page 361 and 362:
Page 363 and 364:
Page 365 and 366:
Page 367 and 368:
Page 369 and 370:
Page 371 and 372:
Page 373 and 374:
Page 375 and 376:
Page 377 and 378:
Page 379 and 380:
Page 381 and 382:
Page 383 and 384:
Page 385 and 386:
Page 387 and 388:
Page 389 and 390:
Page 391 and 392:
Page 393 and 394:
Page 395 and 396:
Page 397 and 398:
70000 60000 50000 40000 30000 20000
Page 399 and 400:
Page 401 and 402:
Page 403 and 404:
Page 405 and 406:
Page 407 and 408:
Page 409 and 410:
Page 411 and 412:
Page 413 and 414:
Page 415 and 416:
Page 417 and 418:
Page 419 and 420:
Page 421 and 422:
Page 423 and 424:
Conclusions and Implications Challe
Page 425 and 426:
Abstract Exploring Organisational R
Page 427 and 428:
Page 429 and 430:
Page 431 and 432:
Page 433 and 434:
Page 435 and 436:
Page 437 and 438:
district hospitals: Evidence from N
Page 439 and 440:
Page 441 and 442:
Page 443 and 444:
Page 445 and 446:
Page 447 and 448:
Page 449 and 450:
Page 451 and 452:
Page 453 and 454:
Page 455 and 456:
Page 457 and 458:
Defining the Organisational Culture
Page 459 and 460:
Page 461 and 462:
Page 463 and 464:
Page 465 and 466:
Page 467 and 468:
Table 1: A Summary of Operating Ban
Page 469 and 470:
Page 471 and 472:
Page 473 and 474:
Page 475 and 476:
Page 477 and 478:
Page 479 and 480:
Page 481 and 482:
Page 483 and 484:
Page 485 and 486:
Page 487 and 488:
Page 489 and 490:
Discussion and Conclusion Challenge
Page 491 and 492:
Page 493 and 494:
Abstract What does Globalization me
Page 495 and 496:
Page 497 and 498:
7. I see globalization as providing
Page 499 and 500:
Page 501 and 502:
Page 503 and 504:
Page 505 and 506:
Page 507 and 508:
Page 509 and 510:
Track 12: Information Systems and E
Page 511 and 512:
Page 513 and 514:
Page 515 and 516:
Page 517 and 518:
Page 519 and 520:
Page 521 and 522:
Research Methods approach Challenge
Page 523 and 524:
Page 525 and 526:
Page 527 and 528:
Page 529 and 530:
Page 531 and 532:
Page 533 and 534:
Page 535 and 536:
Statement of the Problem Challenges
Page 537 and 538:
Page 539 and 540:
Page 541 and 542:
Page 543 and 544: Abstract Challenges in the Era of G
Page 545 and 546: Challenges in the Era of Globalizat
Page 573 and 574: Convenient location of banks Challe
Page 593: Challenges in the Era of Globalizat
Page 613 and 614: Figure 1.Framework for Bank selecti
Page 617 and 618: Banks in Ghana Challenges in the Er
Page 627 and 628: References: Challenges in the Era o
Page 633 and 634: Figure 5: Causal loop diagram inclu
Page 637 and 638: The study seeks to: • examine typ
Page 641 and 642: Figure 2: Customer Perception of MT
Page 645 and 646:
Page 647 and 648:
Page 649 and 650:
Page 651 and 652:
Relationship Commitment Total 1264.
Page 653 and 654:
Page 655 and 656:
Page 657 and 658:
Page 659 and 660:
Page 661 and 662:
Page 663 and 664:
Page 665 and 666:
Page 667 and 668:
Factor Item Loading Imaginative 0.4
Page 669 and 670:
Page 671 and 672:
Page 673 and 674:
Page 675 and 676:
Figure 1: Components of Data Analys
Page 677 and 678:
Page 679 and 680:
Abstract Marketing Nigerian medicin
Page 681 and 682:
Page 683 and 684:
Page 685 and 686:
References Challenges in the Era of
Page 687 and 688:
Page 689 and 690:
Page 691 and 692:
Page 693 and 694:
Page 695 and 696:
Page 697 and 698:
Page 699 and 700:
Page 701 and 702:
Page 703 and 704:
Page 705 and 706:
Page 707 and 708:
Page 709 and 710:
firms attained below average market
Page 711 and 712:
Page 713 and 714:
Page 715 and 716:
Page 717 and 718:
Page 719 and 720:
Conclusion Dissatisfied 6 3.4 3.6 7
Page 721 and 722:
Abstract Customer satisfaction with
Page 723 and 724:
Methodology Challenges in the Era o
Page 725 and 726:
Discussion Challenges in the Era of
Page 727 and 728:
Page 729 and 730:
Postgraduate 19 Internet experience
Page 731 and 732:
Average daily Internet hours z P-va
Page 733 and 734:
Page 735 and 736:
Track 17: Project Management in Afr
Page 737 and 738:
Page 739 and 740:
Conclusion Challenges in the Era of
Page 741 and 742:
Page 743 and 744:
Page 745 and 746:
Page 747 and 748:
Page 749 and 750:
Page 751 and 752:
Page 753 and 754:
Page 755 and 756:
Page 757 and 758:
Page 759 and 760:
Page 761 and 762:
Page 763 and 764:
Page 765 and 766:
GOVERNMENT MoFED SECTORS Structure
Page 767 and 768:
Page 769 and 770:
Page 771 and 772:
�− growth and represented by
Page 773 and 774:
Results Challenges in the Era of Gl
Page 775 and 776:
Page 777 and 778:
Input: Process, regulation Referenc
Page 779 and 780:
Page 781 and 782:
Page 783 and 784:
CSOEs Statesponsored Agenda Resourc
Page 785 and 786:
Page 787 and 788:
Track 19: Graduate Student Paper Ch
Page 789 and 790:
Page 791 and 792:
Page 793 and 794:
Page 795 and 796:
Page 797 and 798:
Page 799 and 800:
+ ∑ ∑ β j it )(ln X jt ) + ∑
Page 801 and 802:
Page 803 and 804:
Page 805 and 806:
Page 807 and 808:
Page 809 and 810:
Page 811 and 812:
Methodology and estimation results
Page 813 and 814:
Page 815 and 816:
Page 817 and 818:
Page 819 and 820:
Page 821 and 822:
Page 823 and 824:
Page 825 and 826:
Methodology Challenges in the Era o
Page 827 and 828:
Page 829 and 830:
Page 831 and 832:
Page 833 and 834:
Page 835 and 836:
Figure1.1Inflation and Indexation R
Page 837 and 838:
Page 839 and 840:
Page 841 and 842:
Page 843 and 844:
Football Spectatorship Challenges i
Page 845 and 846:
R 2, 000 - R5, 000 22 R5, 001 - R10
Page 847 and 848:
Page 849 and 850:
Page 851 and 852:
Page 853 and 854:
Page 855 and 856:
show all

Challenges in the Era of Globalization - iaabd

You also want an ePaper? Increase the reach of your titles

Delete template?

Save as template?