A continuous review model for an inventory system with two supply modes
Management Science
Optimality of zero-inventory policies for unreliable manufacturing systems
Operations Research
Optimal investment in product-flexible manufacturing capacity
Management Science
Manufacturing flexibility: a strategic perspective
Management Science
Inventory control in a fluctuating demand environment
Operations Research
Diversification under supply uncertainty
Management Science
Principles on the benefits of manufacturing process flexibility
Management Science
The risk-averse (and prudent) newsboy
Management Science
Analysis of a production/inventory system subject to random disruptions
Management Science
Investment Strategies for Flexible Resources
Management Science
Quantity Flexibility Contracts and Supply Chain Performance
Manufacturing & Service Operations Management
A Single-Item Inventory Model for a Nonstationary Demand Process
Manufacturing & Service Operations Management
Impact of Uncertainty and Risk Aversion on Price and Order Quantity in the Newsvendor Problem
Manufacturing & Service Operations Management
Coordination and Flexibility in Supply Contracts with Options
Manufacturing & Service Operations Management
Process Flexibility in Supply Chains
Management Science
On the Value of Mix Flexibility and Dual Sourcing in Unreliable Newsvendor Networks
Manufacturing & Service Operations Management
Optimal Control and Hedging of Operations in the Presence of Financial Markets
Mathematics of Operations Research
Supplier diversification: effect of discrete demand
Operations Research Letters
Using the analytic hierarchy process to rank foreign suppliers based on supply risks
Computers and Industrial Engineering
Supply chain risks analysis by using jump-diffusion model
Proceedings of the 40th Conference on Winter Simulation
Modeling supplier selection and the use of option contracts for global supply chain design
Computers and Operations Research
Multimarket Facility Network Design with Offshoring Applications
Manufacturing & Service Operations Management
Long-Term Contracts Under the Threat of Supplier Default
Manufacturing & Service Operations Management
Impact of Supply Learning When Suppliers Are Unreliable
Manufacturing & Service Operations Management
Journal of Global Optimization
The Effect of Supply Disruptions on Supply Chain Design Decisions
Transportation Science
IEEE Transactions on Systems, Man, and Cybernetics, Part A: Systems and Humans - Special issue on recent advances in biometrics
Mitigating Supply Risk: Dual Sourcing or Process Improvement?
Manufacturing & Service Operations Management
An inventory model with server interruptions
Proceedings of the 5th International Conference on Queueing Theory and Network Applications
Management of disruption risk in global supply chains
IBM Journal of Research and Development
Independence of Capacity Ordering and Financial Subsidies to Risky Suppliers
Manufacturing & Service Operations Management
Performance coordination of the disrupted supply chain with transfer payment
International Journal of Information Technology and Management
Manufacturing & Service Operations Management
Optimal Procurement Design in the Presence of Supply Risk
Manufacturing & Service Operations Management
Optimal newsvendor policies for dual-sourcing supply chains: A disruption risk management framework
Computers and Operations Research
Quantifying supply chain disruption risk using Monte Carlo and discrete-event simulation
Winter Simulation Conference
Supplier Diversification Strategies in the Presence of Yield Uncertainty and Buyer Competition
Manufacturing & Service Operations Management
Developing a supply chain disruption analysis model: Application of colored Petri-nets
Expert Systems with Applications: An International Journal
Supply chain risk management in French companies
Decision Support Systems
Manufacturing & Service Operations Management
The Relational Advantages of Intermediation
Management Science
Managing Disruption Risk: The Interplay Between Operations and Insurance
Management Science
A study on coordination of capacity allocation for different types of contractual retailers
Decision Support Systems
Computers and Industrial Engineering
Sourcing strategies in supply risk management: An approximate dynamic programming approach
Computers and Operations Research
Facility Location Decisions with Random Disruptions and Imperfect Estimation
Manufacturing & Service Operations Management
Managing Inventory in Global Supply Chains Facing Port-of-Entry Disruption Risks
Transportation Science
Computing optimal base-stock levels for an inventory system with imperfect supply
Computers and Operations Research
GBOM-oriented management of production disruption risk and optimization of supply chain construction
Expert Systems with Applications: An International Journal
Collaboration analysis: Joint resolution of problems in global supply networks
Information-Knowledge-Systems Management - Enterprise Transformation: Manufacturing in a Global Enterprise
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We study a single-product setting in which a firm can source from two suppliers, one that is unreliable and another that is reliable but more expensive. Suppliers are capacity constrained, but the reliable supplier may possess volume flexibility. We prove that in the special case in which the reliable supplier has no flexibility and the unreliable supplier has infinite capacity, a risk-neutral firm will pursue a single disruption-management strategy: mitigation by carrying inventory, mitigation by single-sourcing from the reliable supplier, or passive acceptance. We find that a suppliers percentage uptime and the nature of the disruptions (frequent but short versus rare but long) are key determinants of the optimal strategy. For a given percentage uptime, sourcing mitigation is increasingly favored over inventory mitigation as disruptions become less frequent but longer. Further, we show that a mixed mitigation strategy (partial sourcing from the reliable supplier and carrying inventory) can be optimal if the unreliable supplier has finite capacity or if the firm is risk averse. Contingent rerouting is a possible tactic if the reliable supplier can ramp up its processing capacity, that is, if it has volume flexibility. We find that contingent rerouting is often a component of the optimal disruption-management strategy, and that it can significantly reduce the firms costs. For a given percentage uptime, mitigation rather than contingent rerouting tends to be optimal if disruptions are rare.