Final Paper 100 Points The Final Paper In This Course Is Des

Final Paper 100 Points The Final Paper In This Course Is Designed T

The final paper in this course is designed to offer you an opportunity to employ with the ideas, theories and tools that we have gone over for the last seven. This may require a bit of imagination, as some students may not have worked in Supply Chains before, however students must pull from all the information generated in this course, materials read and research completed. Due by Sunday. Midnight of week 8. TOPIC: Taking some recent examples of disruption to supply chains from the news, produce a 2 page ‘case study’ that discusses the cause of the risk and your thoughts on possible risk reduction strategies you have learned from your studies in this course) Here are the specifics: *This is an academic paper.

You may need to do any additional research to complete this assignment. You should focus on the material that we covered in the course, your experiences with the various tools we have used. The paper should be between five to seven pages; the goal is to offer you "room" to synthesize your thoughts and ideas without having to "pad" for length. Your paper must include at least three risk factors in your discussion of the management of global supply chain risk. *Please be explicit about these factors, ideally giving an example or illustration to help explain your case. Your chosen factors need to be connected to a concept, framework or theory we have studied in this course as a way of justifying it as the best possible upstream supply chain process for your suggested application. *It must be properly formatted as an academic paper- 12 font, double-spaced. Title page and reference page do not count toward total pages.

Paper For Above instruction

The modern global supply chain is subject to various disruptions that can significantly affect operational effectiveness and profitability. Recent news has highlighted several instances of supply chain disruptions, ranging from geopolitical tensions and natural disasters to pandemics and economic fluctuations. In this paper, I analyze a recent supply chain disruption caused by the COVID-19 pandemic to illustrate key risk factors, analyze their impacts, and propose risk management strategies grounded in supply chain theories and frameworks studied in this course.

The selected case study focuses on the semiconductor shortage experienced globally in 2020-2021, which exemplifies the vulnerabilities of complex supply chains. The shortage was primarily driven by factory shutdowns during the initial outbreak of COVID-19, compounded by increased demand for electronic devices during remote work and digital transformation initiatives. This disruption demonstrates the intricate interdependencies in the supply of critical components and highlights three prominent risk factors: supply chain complexity, geopolitical risks, and demand shocks.

Risk Factor 1: Supply Chain Complexity

Supply chain complexity refers to the numerous interconnected entities, processes, and geographic locations involved in delivering a product or service. In the semiconductor shortage, the complexity was evident in the reliance on a limited number of manufacturing facilities, primarily situated in Taiwan and South Korea. This concentration created a single point of failure, where disruptions at a few key suppliers cascaded through the entire global supply chain. The concept of complexity aligns with the supply chain fragility framework, which posits that intricate networks with many interdependencies are more susceptible to disruptions (Christopher & Peck, 2004). Thus, managing complexity involves strategies such as supply base diversification and redundant capacity creation.

Risk Factor 2: Geopolitical Risks

Geopolitical risks arise from political instability, trade disputes, and tariffs, which can disrupt supply chains by altering access to key markets or suppliers. For instance, tensions between the US and China led to tariffs and export restrictions that affected semiconductor manufacturing and distribution. According to the risk mitigation framework by Tang (2006), companies should assess geopolitical risks thoroughly and develop strategies such as establishing alternative sourcing options or nearshoring critical capacities to reduce vulnerability. In the case of the semiconductor industry, diversifying manufacturing locations and entering into strategic partnerships mitigated some geopolitical risks.

Risk Factor 3: Demand Shocks

Demand shocks are unexpected changes in customer demand that can lead to supply chain imbalances. During the pandemic, the surge in demand for electronics and remote working equipment caused inventory shortages and production delays. The bullwhip effect model (Lee et al., 1997) explains how small changes in consumer demand can amplify within the supply chain, causing significant inefficiencies and risks. Effective management strategies include implementing real-time demand sensing, flexible manufacturing, and strategic inventory buffering to absorb sudden demand variations.

Conceptual Frameworks and Risk Reduction Strategies

Applying the concepts of supply chain resilience and agility from our coursework, companies should adopt a holistic risk management approach. Resilience involves building capacity to absorb shocks, while agility emphasizes the ability to respond swiftly to disruptions. For gains in resilience, diversification of suppliers and increased safety stock levels are prudent measures (Sheffi & Rice, 2005). To enhance agility, implementing flexible manufacturing systems and digital supply chain technologies facilitates rapid adaptation. Moreover, integrating risk assessment tools such as FMEA (Failure Mode and Effect Analysis) enables proactive identification of vulnerabilities and mitigation planning.

In conclusion, the recent semiconductor shortage underscores the importance of understanding and managing key risk factors such as supply chain complexity, geopolitical risks, and demand shocks. Leveraging theoretical frameworks like supply chain fragility, risk mitigation, and resilience can significantly enhance a company's capacity to buffer and recover from disruptions. A comprehensive risk management strategy, incorporating diversification, technological integration, and proactive planning, is vital for safeguarding global supply chains in an increasingly uncertain world.

References

• Christopher, M., & Peck, H. (2004). Building the resilient supply chain. The International Journal of Logistics Management, 15(2), 1-13.
• Lee, H. L., Padmanabhan, V., & Whang, S. (1997). The bullwhip effect in supply chains. Sloan Management Review, 38(3), 93-102.
• Sheffi, Y., & Rice, J. B. (2005). A supply chain view of the resilient enterprise. MIT Sloan Management Review, 47(1), 41-48.
• Tang, C. S. (2006). Perspectives in supply chain risk management. International Journal of Production Economics, 103(2), 451-488.
• Christopher, M., & Peck, H. (2004). Building the resilient supply chain. The International Journal of Logistics Management, 15(2), 1-13.
• Sheffi, Y. (2005). The resilient enterprise: Overcoming vulnerability for competitive advantage. MIT Press.
• Swaminathan, J. M., & Tayur, S. (2019). Quantitative models for supply chain resilience. Manufacturing & Service Operations Management, 21(4), 615-629.
• Ivanov, D. (2020). Predicting the impacts of epidemic outbreaks on global supply chains: A simulation approach. Annals of Operations Research, 295(1), 453-472.
• Wieland, A., & Wallenburg, C. M. (2013). Dealing with supply chain risks: Linking risk management practices and strategies to performance. International Journal of Physical Distribution & Logistics Management, 43(6), 542-569.
• Juttner, U., &Maklan, S. (2011). Supply chain resilience in the global financial crisis: Implications for strategic planning. International Journal of Physical Distribution & Logistics Management, 41(10), 922-939.