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A review on supply chain risk management: Definition, theory, and research agenda

Research output: Contribution to journalJournal article

E-pub ahead of print
<mark>Journal publication date</mark>3/12/2020
<mark>Journal</mark>International Journal of Physical Distribution and Logistics Management
Issue number3
Volume48
Number of pages26
Pages (from-to)205-230
Publication statusE-pub ahead of print
Early online date10/01/18
Original languageEnglish

Abstract


Purpose
The purpose of this paper is to review the extant literature on supply chain risk management (SCRM, including risk identification, assessment, treatment, and monitoring), developing a comprehensive definition and conceptual framework; to evaluate prior theory use; and to identify future research directions.

Design/methodology/approach
A systematic literature review of 354 articles (published 2000-2016) based on descriptive, thematic, and content analysis.

Findings
There has been a considerable focus on identifying risk types and proposing risk mitigation strategies. Research has emphasised organisational responses to supply chain risks and made only limited use of theory. Ten key future research directions are identified.

Research limitations/implications
A broad, contemporary understanding of SCRM is provided; and a new, comprehensive definition is presented covering the process, pathway, and objectives of SCRM, leading to a conceptual framework. The research agenda guides future work towards maturation of the discipline.

Practical implications
Managers are encouraged to adopt a holistic approach to SCRM. Guidance is provided on how to select appropriate risk treatment actions according to the probability and impact of a risk.

Originality/value
The first review to consider theory use in SCRM research and to use four SCRM stages to structure the review.

Bibliographic note

This article is (c) Emerald Group Publishing and permission has been granted for this version to appear here. Emerald does not grant permission for this article to be further copied/distributed or hosted elsewhere without the express permission from Emerald Group Publishing Limited.