Supply chain risk identification tools

The first step in the process is to identify supply chain risks. If supply chain risks are not comprehensively identified, only limited control measures can be taken. In risk identification, various instruments can be used to identify supply chain risks:

Collection and search methods for risk identification (excerpt)

In general, a distinction must be made between collection and analytical search methods. While collection methods are predominantly suitable for identifying existing risks, analytical search methods are aimed at identifying future and previously unknown risks (Romeike 2004a, p. 157; Romeike 2004b, p. 174). In the case of collection methods, checklists are frequently used in practice to help identify the sources of risk. In addition to the high degree of aggregation, the lack of completeness of the identified risks is problematic here (Ziegenbein 2007, p. 60; Schorcht 2004, p. 115). Furthermore, the 5 ‘whys’ method—for example, interviews or surveys—can be used to identify risks (Jüttner 2005, p. 128; Burger & Buchhart 2002, p. 69; Schubert 2004, p. 164, Romeike 2004c, p. 185).

In the case of analytical search methods, an additional distinction must be made between analytical and creative methods (Burger & Buchhart 2002, p. 68). Some analytical search methods, such as FMEA (Failure Mode and Effect Analysis), were originally developed for quality management (Bergener 2006, p. 274; Brühwiler 2003, p. 182; Ziegenbein 2007, p. 54). Since risk management has similar process structures as quality management, the established methods are largely transferable between the two (Romeike 2004b, p. 176). Compared to creative methods, analytical methods provide a frame of reference and are characterized by a systematic approach. Creative methods, on the other hand, are based on creative processes characterized by divergent thinking (Romeike 2004b, p. 177). Here, for example, brainstorming or free-writing can be cited as common idea-generation methods (Schorcht 2004, p. 187; Ziegenbein 2007, p. 60).

In addition, when identifying risks, it must be decided whether individual risks or aggregated (summarized) risks should be recorded (Romeike 2004c, p. 183; Singer 2012, p. 65; Winkler & Kaluza 2015, p. 311). Selecting a risk landscape that falls within a relevant scope also plays an important role. For example, only risks within one’s own company can be identified or risks that may occur within the entire supply chain (Kajüter 2003, p. 123). Accordingly, before selecting the appropriate tools, whether and how many supply chain partners should be included in the risk identification step should be decided (Kersten et al. 2013, p. 31). Direct suppliers or customers (Tier 1) can be integrated into the risk identification process, or even extended to the initial supplier or end customer (Tier 2 to n) (Eberle 2005, p. 48ff.).

Extract from Schröder, M. (2019): Structured improvement of supply chain risk management. In: Supply Chain Management – Contributions to Procurement and Logistics, Series-Editor: Essig, M.; Stölzle, W., Kersten, W., Springer Gabler: Wiesbaden

Diesen Blogbeitrag zitieren
Meike Schröder (2021, 10. August). Supply chain risk identification tools. Supply Chain Risikomanagement. Abgerufen am 20. Juni 2024, von

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