Abstract
Increasingly, risk management is becoming an integral part of supply chain management, where suppliers and producers have incorporated different tools and methods that identify, assess and monitor threats, continuously and permanently. However, the peculiarities of each supply chain and the existence of numerous risk management tools make the operationalization of the supply chain risk management (SCRM) a somewhat complex process. In this context, the present research aims to evaluate and operationalize a conceptual model of SCRM for the stages of identification, analysis and risk assessment. This model was created based on the integration of the Environmental Risk Assessment and Risk Index tools. Methodologically, the research was supported by an action research conducted and applied in the Alliance Customs & Trade department of an automobile company in Brazil. As the main empirical result, twenty-nine sources of risk and their consequences for importing inputs and exporting finished products were identified. As the main result of a theoretical nature, the development of structured stages of an action research was presented, which involved researchers in a participatory and cooperative way in solving a real problem.
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Source: Dias et al. (2021)
Source: Adapted from Dias et al. (2020)
Source: Tripp (2005)
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13 October 2023
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This study was financed by FAPERJ - Carlos Chagas Filho Foundation for Research Support of the State of Rio de Janeiro, SEI Process 260003/015086/2021 - APQ1.
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Ualison Rébula de Oliveira: Conceptualization, Methodology, Writing - Review & Editing, Visualization, Supervision, Project administration.
Gabriela Costa Dias: Conceptualization, Methodology, Investigation, Resources, Formal analysis, Writing - Original Draft.
Vicente Aprigliano Fernandes: Investigation, Formal analysis, Review & Editing.
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De Oliveira, U.R., Dias, G.C. & Fernandes, V.A. Evaluation of a conceptual model of supply chain risk management to import/export process of an automotive industry: an action research approach. Oper Manag Res 17, 201–219 (2024). https://doi.org/10.1007/s12063-023-00422-8
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DOI: https://doi.org/10.1007/s12063-023-00422-8