Supply Chain Managers Can Justify Risk Avoidance Investments

How do you put a value on avoiding a problem that seemingly no longer exists because you’ve already spent money on eliminating it? This is the classic Catch-22 dilemma faced by many corporate security managers when trying to justify further investments in steeling the supply chain against disruptions.

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How do you put a value on avoiding a problem that seemingly no longer exists because you’ve already spent money on eliminating it?
This is the classic Catch-22 dilemma faced by many corporate security managers when trying to justify further investments in steeling the supply chain against disruptions.

It’s a vexing problem, but there are ways around it, says Yossi Sheffi, MIT Elisha Gray II Professor of Engineering Systems, Director MIT CTL.

Read more here


About the Author

Patrick Burnson, Executive Editor
Patrick Burnson is executive editor for Logistics Management and Supply Chain Management Review magazines and web sites. Patrick is a widely-published writer and editor who has spent most of his career covering international trade, global logistics, and supply chain management. He lives and works in San Francisco, providing readers with a Pacific Rim perspective on industry trends and forecasts. You can reach him directly at [email protected]

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From the September 2017 Logistics Management Magazine Issue
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