21-January-15 | 1 ›Dirk Pieter van Donk ›Gerben van der Vegt ›Kirstin Scholten Enhancing...
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Transcript of 21-January-15 | 1 ›Dirk Pieter van Donk ›Gerben van der Vegt ›Kirstin Scholten Enhancing...
21-January-15 | 1
› Dirk Pieter van Donk› Gerben van der Vegt› Kirstin Scholten
Enhancing resilience while maintaining
efficiency: Planning and human decision-making for the unpredictable
› Peter Essens› Thom de Vries
15%
7%
8%
25%
45%
Costs of disruptions over 12 months (157 companies, 2013)
>€1mln
€500,000-€1mln
€250,000-€500,000
€50,000-€250,000
<€50,000
21-January-15 | 2
Why do we need resilience?
Urgent need to better deal with disruptions &
uncertainty
Number of people affected by natural
disasters 1900-2011
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• How are supply chains affected by disruption?
• What is resilience at a supply chain level?• Vertical• Horizontal• Diagonal
How can decision making across the supply chain contribute to effective rebound and resilience ?
Why do we need to research resilience?
Efficiency
Resilience
Sustainability
Resilience
• High inventory
• Redundant capacity
• High costs
Efficiency
• Lean
• Little inventory
• Low Costs
Balancing resilience and efficiency
Effective decision making during disruptions and rebound along the supply
chain improves resilience while maintaining efficiency
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Unpredictable Disruptions
Efficiency
Resilience
Sustainability
Scientific contribution› Understanding disruptions and
supply chain resilience
› Understanding group decision making for supply chain resilience• Experimenting with real-life
disruptions• Design and analyse decision making structures• Cooperation within chains and in networks
(4Cs)
Adds supply chain reality to organizational behaviour & in-depth organizational
behaviour to SCM
21-January-15 | 6
Raw Material Factory DC’s Retail
Information Information Information Information
Decision Decision Decision Decision
Along a chain (Scope)
Acro
ss c
hain
s, in
form
ation
and
dec
isio
ns
Contributin
g
to Orgware
21-January-15 | 7
TNO,Research centersConsortium
Consortium
Postdoc 1
PhD
Postdoc 2
Empirical data collection
Awareness for companies, practice decision making
Behaviour and decison making; different coordination modes
Realistic disruption scenarios
Demonstrations, TrainingPublications, Webinars
Crisis management domain, Teaching
RuG, TNO
Building the training tool› Experiment with • Coordination modes• Team composition • Personality traits
› Build realistic scenarios of disruptions from cases
› What are effective interventions:• Management structure: central vs decentral• Creating awareness• Communication media• Cross training
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Valorisation
› TNO: Experienced in applying scientific results to practice• Serious game for Majors, Resilience for defence
forces• PLATT
› Consortium partners: Solution/application orientation• Oversupply of milk• Lower inventories with vulnerable supply chains• Asset renewal with multiple suppliers while
assuring drink water supply› Started with master thesis projects
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