Linking Risk Management Practices and Strategies to Performance. Case Study: Ceramic and Tiles Industry

Hamideh Khanzadeh Charkhab (), Mohammad Reza Eslami and Hassan Dehghan Dehnavi

International Journal of Academic Research in Accounting, Finance and Management Sciences, 2014, vol. 4, issue 2, 413-424

Abstract: The supply chain is a network of independent and linked organizations that cooperate in direction to controlling, managing and improving of material and information flow from suppliers to final consumers in order to meet satisfaction of client. Supply chain risk management (SCRM) is very important in industry especially that goes to long supply chains. SCRM process focus on recognition of existing risk and decrease of undesired effect in supply chains, it consists of recognition, assessment, control or management and tracking of risky occurrence. The effects of supply chain risk management on performance of a supply chain remain unexplored. In this research have assumed 4 hypotheses, that consider effect of SCRM on supply chain strategies (agility and robustness) so effect of these strategies on the supply chain's customer value and on business performance. We consider this research as a practical survey and empirical strategy. Research data was collected via questionnaire with Likert scale. To testing measures reliability use of Cronbach,s alpha so validity by Confirmatory Factor Analysis. Data were collected simple randomly. statistic society include 140 persons of tile and ceramic co's director managers, commercial mangers, logistic and sales experts that mainly were located in Yazd province. For hypotheses testing use of structural equation modeling so Lisrel software. Finally, result show that all hypotheses, except, the effect of robustness on supply chain's customer value so its effect on business performance, have been approved.

Keywords: Strategy; Risk management; Supply chain management; Agility; Robustness; Performance management (search for similar items in EconPapers)
Date: 2014
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Persistent link: https://EconPapers.repec.org/RePEc:hur:ijaraf:v:4:y:2014:i:2:p:413-424

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