From risk to resilience: Learning to deal with disruption
指出传统低成本供应链在中断时风险更高，提出供应链韧性评估与管理框架（SCRAM），帮助企业识别脆弱性并强化应对能力，对供应链管理者和风险分析师有参考价值。
Supply chain practices designed to keep costs low in a stable business environment can increase risk levels during disruptions. Just-in-time and lean production methods, whereby managers work closely with a small number of suppliers to keep inventories low, can make companies more vulnerable due to the lack of buffer capacity. Traditional methods for coping with supply chain risks are based on the notion of stability as the normal state of affairs. The importance of risk management was elevated by a number of high- profile disasters. While processes such as enterprise risk management (ERM) and business continuity management (BCM) can help companies avoid supply chain disruptions and recover normal operations quickly, they also have serious limitations. The supply chain resilience assessment and management (SCRAM) framework enables a business to identify and prioritize the supply chain vulnerabilities it faces as well as the capabilities it should strengthen to offset those vulnerabilities. One company that has incorporated the SCRAM framework into its way of doing business is the Dow Chemical Co.