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1、毕业论文外文翻译原文SupplyChainRiskManagementD.L.OlsonandD.WuGlobalcompetition,technologicalchange,andcontinualsearchforcompetitiveadvantagehavemotivatedriskmanagementinsupplychains.1Supplychainsareoftencomplexsystemsofnetworks,reachinghundredsorthousandsofparticipantsfromaroundtheglobeinsomecases(W
2、al-MartorDell).Thetermhasbeenusedbothatthestrategiclevel(coordinationandcollaboration)andtacticallevel(managementoflogisticsacrossfunctionsandbetweenbusinesses).2Inthissense,riskmanagementcanfocusonidentificationofbetterwaysandmeansofaccomplishingorganizationalobjectivesratherthansimplypre
3、servationofassetsorriskavoidance.Supplychainriskmanagementisinterestedincoordinationandcollaborationofprocessesandactivitiesacrossfunctionswithinanetworkoforganizations.Tangprovidedaframeworkofriskmanagementperspectivesinsupplychains.3Supplychainsenablemanufacturingoutsourcingtotakeadvanta
4、gesofglobalrelativeadvantages,aswellasincreaseproductvariety.Therearemanyrisksinherentinthismoreopen,dynamicsystem.SupplyChainRiskManagementProcessOneviewofasupplychainriskmanagementprocessincludesstepsforriskidentification,riskassessment,riskavoidance,andriskmitigation.4Thesestructuresfor
5、handlingriskarecompatiblewithTang’slistgivenabove,butfocusonthebroaderaspectsoftheprocess.RiskIdentificationRisksinsupplychainscanincludeoperationalrisksanddisruptions.Operationalrisksinvolveinherentuncertaintiesforsupplychainelementssuchascustomerdemand,supply,andcost.Disruptionriskscomef
6、romdisasters(naturalintheformoffloods,hurricanes,etc.;man-madeintheformofterroristattacksorwars)andfromeconomiccrises(currencyreevaluations,strikes,shiftingmarketprices).Mostquantitativeanalysesandmethodsarefocusedonoperationalrisks.Disruptionsaremoredramatic,lesspredictable,andthusaremuch
7、moredifficulttomodel.Riskmanagementplanningandresponsefordisruptionareusuallyqualitative.RiskAssessmentTheoretically,riskhasbeenviewedasapplyingtothosecaseswhereoddsareknown,anduncertaintytothosecaseswhereoddsarenotknown.Riskisapreferablebasisfordecisionmaking
