The Four Stage Model: A Chronological Clarification Of Supply Chain Recovery

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methods. This four stage model provides a chronological clarification of the recovery processes. However a fundamental consideration is that this model isn't specifically applicable to supply chain recovery and therefore not the ideal approach. A more prioritised model is by Braithwaite (2014, table 4) which discusses the stages from identification of the problem to long after the recovery measures have taken place. Even though this model is preferred it shares similar flaws. These perspectives are clearly reductionist and they severely lack depth making it hard apply to specific businesses. Christopher and Rutherford's (2004) six stigma approach (continuous improvement) can coincide with the models to ensure recovery. If a supply chain returns to its normalised condition (recovery) the disruption could reoccur however continuous improvement of the status quo it will help the chain recover permanently. All perspectives are contributory however a combination of Kumar and Havey's approach and the six stigma model provides optimal recovery. Importantly recovery is far less contributory towards supply chain resilience because of its infrequent occurrence unlike the preventative and mitigation measures. Christopher (2011) pointed out that resilient supply chains are not the most affordable however they are more competent when dealing with uncertain organisational environments; this creates a conflict of interests. The Zone of Resilience (Figure 5, Pettit et al,2010) demonstrates the conflict between capability (positively associated with firm distinction, Morash, 2001,p42) and vulnerability (makes organisations susceptible to disruptions). This model suggests equilibrium is optimal because over emphasising on capabilities erodes pr... ... middle of paper ... ...ues "disruption will have a typical profile in terms of its effect on company performance" and created a breakdown structure of disruption. The Disruption Profile (Sheffi and Rice,2005) outlines the stages and progressive effects of disruption from preparation to long term effects. These measures need to be considered to effectively buffer successive organisational disruptions which portrays it's a critical importance for resilience seeking operatives. This will better educate managers enabling them add resilience to their supply chains. (Punter, 2013, p11) categorises the effect supply chain failures caused by disruption and their frequency of occurrence. This is critical to supply chain managers because realisation of effects can help prevent future occurrences.

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