ANP Disruption Simulation for Supply Chains due to Macro Risks

Transcription

1 ANP Disruption Simulation for Supply Chains due to Macro Hella Abidi* Matthias Klumpp POMS 23rd Annual Conference Chicago, Illinois, U.S.A. April 20 to April 23, 2012

2 Agenda 1. Research interest 2. Macro risks 3. Impact of macro risks on a supply chain 4. Analytical network process 5. Results and managerial insight 6. Conclusion 2

3 1. Research interest improving quality, reduction manufacturing time and costs, rapid technology development, contracting out, global markets, product dynamic, service complexity, reduction supplier and inventory practices complex and interlinked business environment = global supply chain afflicted with risks (micro and macro risks) linguistic, cultural deficits, customs regulations, transportation delays, logistics service differences and natural, man-made as well as technological disasters supply chain disruption 3

4 1. Research interest Research questions: Strategic level: If the available supply chain is aligned to the risk management objectives? Tactical level: Are all potential risks due to macro risk events well known and does the supply chain management dispose of contingency plans and are they prepared when these disasters occurred? Operational level: If the time is known when the prepared contingency plan can be deployed and if the users are able to learn from the experience and to improve their reflexes for future events? 4

5 2. Macro risks Suply chain risks and business threat due to: Micro risks Crimes Customs Business differences ICT (e.g. system failure) Macro risks Natural disasters Man-made disasters Technological disasters 5

6 2. Macro risks 6

7 2. Macro risks 7

8 3. Impact of macro risks on a supply chain Sub-supplier Sub-supplier Sub-supplier Sub-supplier Sub-supplier Sub-supplier Supplier I Supplier II Supplier III Energy Manufacturer Consumer I Consumer II Consumer III 8

9 3. Impact of macro risks on a supply chain 1. Macro disaster 6. Mitigation of supply chain risks 2. Risk identification 5. Implementation of supply chain risk management strategy 3. Risk assessement and evaluation 4. Selection of appropriate risk management 9

10 4. Analytical Network Process (ANP) Multi Criteria Decision Making (MCDM) method for complicated and unstructured problems Extension of analytical hierarchy process Solves multiple qualitative and quantitative criteria problems in a network process Allows groups or individuals to deal with the interconnections (dependence and feedback) between factors of complex structure in decision making process C 4 C 1 C 3 Feedback C 2 Arc from component C4 to C2 indicates the outer dependence of the elements in C2 on the elements in C4 with respect to a common property. 10

11 4. Analytical Network Process (ANP) Model design and problem formulation: in the first place the main subject has to be determined and has to be put in broad context which includes goals and outcomes Identification of clusters and nodes Cluster includes three different risk classes Risk class 1 poses a major risk with an impact on a supply chain of with a frequency of > 2,0 Risk class 2 means relevant with an impact on a supply chain with a frequency of > 1,0 > Risk class 3 can be seen as irrelevant with an impact on a supply chain of < 0, 5 Criteria based on the literature review The determinants such as disasters are categorized in 4 groups 11

12 4. Analytical Network Process (ANP) Type of threat Reference Type of threat Reference Price increase Moder (2008) Currency decrease Moder (2008); Kersten et al. (2008); Chopra and Sodhi Quality Demand uncertainty Zsidin and Ellram (2003); Chopra and Sodhi (2004); Moder (2008); Kersten el at. (2008) Moder (2008) Supplier capacity Kersten et al. (2008); Chopra and Sodhi (2004); Zsidin and Ellram (2003) Transportation delay Chopra and Sodhi (2004); Birou and Fawcett (1993); Cho and Kang (2001) Inventory management Information management (2004) Cho and Kang (2001); Chopra and Sodhi (2004); Zsidisin and Ellram (2003) Moder (2008); Zsidisin and Ellram (2003) Liquidity crisis Moder (2008); Kersten et al. (2008) Global sourcing Moder (2008) Single sourcing Moder (2008) Contract risks Moder (2008); Kersten et al. (2008) Cycle time Zsidin and Ellram (2003) Trade regulation Schniederjans and Zuckweiler (2004) Bankruptcy Moder (2008) Cultural and Schniederjans and language deficit Zuckweiler (2004); Supplier Moder (2008); dependence Kersten et al. (2008) Process change Kersten et al. (2008); Moder (2008) Moder (2008) Economy risk Moder (2008); Kersten et al. (2008) Customs regulation Cho and Kang (2001) 12

13 4. Analytical Network Process (ANP) Development of an ANP structure Cluster Criteria Determinant Risk class 1 Price increase Quality Demand uncertainty Supplier capacity Transportation delay Single sourcing Cycle time Geophysical: earthquake, volcano, mass movement Risk class 2 Risk class 3 Bankruptcy Supplier independency Process change Currency decrease Inventory management Informationmanagement Liquidity crisis Global sourcing Contract risks Duty/customs regulation Trade regulation Cultural and language difference Economy risk Customs regulation Meteorological: storm Hydrological: flood, mass movement Climatological: extreme temperature, drought, fire 13

14 4. Analytical Network Process (ANP) Pairwise comparison matrix: After a development of an analytical network process structure a pairwise comparison matrix can be established and formed of manifold judgment of risk factors and determinants. Fundamental scale of 1-9 (Saaty 2001) has to be used. Analytical network process derives relative weightings based on this measurement scale (Saaty 2001) Intensity of Definition Explanation importance 1 Equal importance Two activities contribute equally to the objective 2 Weak between Equal and moderate 3 Moderate importance Experience and judgment slightly favour one activity over another 4 Moderate plus between Moderate Strong 5 Strong importance Experience and judgment strongly over another; its dominance demonstrated in practice 6 Strong plus between strong and very strong 7 Very strong An activity is favoured very strongly over another ; it s dominance demonstrated in practice 8 Very, very strong between very strong and Extreme 9 Extreme importance The evidence favouring one activity over another is of the highest possible order of affirmation 14

15 4. Analytical Network Process (ANP) Calculation of the eigenvector and eigenvalue: λ_max (maximum eigenvalue) and w_i (eigenvector) have to be calculated to estimate a relative weight of the decisive elements Supermatrix formulation: By the application of supermatrix, interdependencies that are among the elements of a system can be resolved. It is a subdivided matrix where each sub-matrix presents a set of relationships between and within the clusters or components in as system Weighted supermatrix formulation: The cumulative of the column vectors of a supermatrix have to be equivalent to 1. This ensures an adaption of a long-term stable set of weights. Selection of a harmless macro risk determinant: the best alternative with a high impact on a supply chain 15

16 5. Results and managerial insight 1Cluster 2Risk factors Cluster/Node 1Cluster 3Determinants Risk class 1 Risk class 2 Risk class 3 Climatological Geophysical Hydrological Meteorological Risk class Risk class Risk class Bankruptcy Contract risk Cultural and language difference Currency decrease Customs regulation Cycle time Demand uncertainty Economy risk Global risk Information management Inventory management Liquidity crisis Unweighted supermatrix 16

17 5. Results and managerial insight 1Cluster 3Determinants Cluster/Node Risk class 1 Risk class 2 Risk class 3 Climatological Geophysical Hydrological Meteorological Risk class Risk class Risk class Bankruptcy Contract risk Cultural and language difference Currency decrease Customs regulation Cycle time Demand uncertainty Economy risk Global risk Weighted supermatrix 17

18 Risk class 1 Risk class 2 Risk class 3 5. Results and managerial insight Relevance category: critical endangered company value Relevance category: normalinfluenced company value Relevance category: small influenced company value Feature: likelihood >50-75% Feature: likelihood >26-50% Feature: likelihood >10-25% Determinants Geophysical Hydrological Meteorological Climatological Risk factors Economy risk Cultural and language difference Cycle time Liquidity crisis Currency decrease Global risk Price increase Customs regulation Information management Process change Information management Inventory management Quality Inventory management Liquidity crisis Single sourcing Quality Quality Supplier capacity Transportation delay Trade regulation Supplier inderpendency Transportation delay Transportation delay 18

19 resources 5. Results and managerial insight supply chain risk design (Strategy level) supply chain risk management Contingency plan Risk identification Risk assesment and evaluation Implementation of supply chain risk manangement Tactical and operational action Controlling Location analyzing based on NATHAN Risk Suite Creation of contingency plan suitable to the impact due to macro risks Development of know how and structure Classifying occured disaster (extreme, major and minor) Identification of risks on supply, demand, inventory management ) Decision Process change perception based preparing, reduction the elapsed time between the disaster, detection of disruptions Decision Process change perception based Risk reduction Risk mitigation Operation Performance measurement Reporting Monitoring Risk scale Disaster sudden onset several days 1 to 3 weeks 3 months to 6 months time slow onset several weeks 1 to 4 months 6 months to 9 months 19

20 6. Conclusion Necessity of a risk assessment and measurement instrument Increase supply chain agility and flexibility Risk mitigation Reduction of vulnerability Proactive and reactive supply chain risk mangement Strategic level Tactical level Operational level Transfer to further risk areas such as political, economic and geographical 20

21 ANP Disruption Simulation for Supply Chains due to Macro Thank you for your attention! Hella Abidi* +49 (0) POMS 23rd Annual Conference Chicago, Illinois, U.S.A. April 20 to April 23, 2012