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Published by:
INSEAD (2019)
Version:
1.2019
Length:
12 pages
Data source:
Field research

Abstract

The case discusses supply chain risk management: how to leverage the structure of a supply network to assess its resilience, focusing on the consequences of disruption rather than the causes, as is traditionally done. The proposed framework, presented in a 2014 HBR paper by Simchi-Levi, Schmidt and Wei, describes how a consultant, Ann Van Delft, applies this framework when assessing the supply chain risk for her client a large telco internet service provider. Telco had recently experienced several outages due to equipment malfunctioning and a shortage of spare parts, resulting in the loss of some customers to its competitors. Ann was hired to deal with these issues as senior management felt the outages were damaging Telco's brand, and would deter new customers.

Topics

Supply chain risk management; Time to survive; Time to recover; Network analysis; Quantitative analysis
Location:
Industry:
Other setting(s):
2017

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