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2017/2018  BA-BISHO2010U  Supply Chain Risk Management

English Title
Supply Chain Risk Management

Course information

Language English
Course ECTS 7.5 ECTS
Type Mandatory
Level Bachelor
Duration One Quarter
Start time of the course Autumn, First Quarter
Timetable Course schedule will be posted at calendar.cbs.dk
Study board
Study Board for BSc in International Shipping and Trade
Course coordinator
  • Andreas Wieland - Department of Operations Management (OM)
Main academic disciplines
  • Supply chain management and logistics
Last updated on 14-12-2017

Relevant links

Learning objectives
To achieve the grade 12, students should meet the following learning objectives with no or only minor mistakes or errors: At the end of the course, the individual student is able to …
  • analyse the elements of complex and dynamic supply chains,
  • apply risk management approaches to global supply chains,
  • integrate theoretical knowledge on risk management, supply chain management and resilience,
  • apply integrated theoretical knowledge in a managerial context,
  • evaluate supply chain risks related to social and environmental issues, and
  • analyse business processes in supply chain risk management.
Supply Chain Risk Management:
Exam ECTS 7,5
Examination form Written sit-in exam on CBS' computers
Individual or group exam Individual exam
Assignment type Multiple choice AND written assignment
Duration 4 hours
Grading scale 7-step scale
Examiner(s) Internal examiner and external examiner
Exam period Autumn and Autumn
Aids Closed book: no aids
However, at all written sit-in exams the student has access to the basic IT application package (Microsoft Office (minus Excel), digital pen and paper, 7-zip file manager, Adobe Acrobat, Texlive, VLC player, Windows Media Player), and the student is allowed to bring simple writing and drawing utensils (non-digital). PLEASE NOTE: Students are not allowed to communicate with others during the exam.
Make-up exam/re-exam
Same examination form as the ordinary exam
If the number of registered candidates for the make-up examination/re-take examination warrants that it may most appropriately be held as an oral examination, the programme office will inform the students that the make-up examination/re-take examination will be held as an oral examination instead.
Course content and structure

It has been argued that with the increasing level of volatility, “the days of static supply chain strategies are over” (Simchi-Levi & Fine, 2010) and that we need to manage “supply chains in the era of turbulence” (Christopher & Holweg, 2011). Indeed, the 2008 financial crisis, the 2011 Tōhoku earthquake, the 2013 Rana Plaza accident and the 2013 horsemeat scandal demonstrate that organizations are exposed to risks outside their own boundaries. Thus, traditional supply chain management needs to be expanded by integrating the notion of risk, and traditional risk management needs to be expanded by taking a supply chain view. This leads to supply chain risk management (SCRM), i.e., “the implementation of strategies to manage both everyday and exceptional risks along the supply chain based on continuous risk assessment with the objective of reducing vulnerability andensuring continuity” (Wieland & Wallenburg, 2012).


Building on knowledge from other courses on operations and supply chain management (namely “Operations & Logistics Management” and “Logistics Clusters”), this course covers the relevant processes of SCRM. It discusses phenomena related to supply chain risk from different theoretical perspectives. Based on interactive discussions and case studies, the participants will learn how to apply such knowledge in a managerial context.

Teaching methods
The lecturer will highlight important issues of SCRM in the class room. The students will read and discuss relevant academic literature. Hereby, case studies, group discussions and videos will improve the learning experience.
Feedback during the teaching period
Feedback will be given in class.
Student workload
lecture 42 hours
preparation 164 hours
Expected literature

Mandatory Literature

  • Christopher, M., Holweg, M. 2011. “Supply Chain 2.0”: Managing Supply Chains in the Era of Turbulence. International Journal of Physical Distribution & Logistics Management, 41 (1), 63–82.

  • Davenport, T.H., Short, J.E. 1990. The New Industrial Engineering: Information Technology and Business Process Redesign. MIT Sloan Management Review, July 15, 1990.

  • Fisher, M.L. 1997. What is the Right Supply Chain for your Product? Harvard Business Review, 75 (2), 105–116.

  • Lee, H.L., Padmanabhan, V., Whang, S. 1997. Information Distortion in a Supply Chain: The Bullwhip Effect. Management Science, 43 (4), 546–558.

  • Mentzer, J.T., DeWitt, W., Keebler, J.S., Min, S., Nix, N.W., Smith, C.D., Zacharia, Z.G., 2001. Defining Supply Chain Management. Journal of Business Logistics, 22 (2), 1–25.

  • Montabon, F., Pagell, M. and Wu, Z. (2016), Making Sustainability Sustainable. Journal of Supply Chain Management, 52, 11-27.


Additional Literature

  • Chopra, S. & Sodhi, M.S. (2014): Reducing the Risk of Supply Chain Disruptions. MIT Sloan Management Review, spring 2014.
  • Lee, H.L., Padmanabhan, V. & Whang, S. (2004): Information Distortion in a Supply Chain: The Bullwhip Effect. Management Science, Vol. 50, No. 12, pp. 1875–1886.
  • Simchi-Levi, D., Schmidt, W. & Wei, Y. (2014): From Superstorms to Factory Fires: Managing Unpredictable Supply-Chain Disruptions. Harvard Business Review, Vol. 92, No. 1/2, pp. 96–101.
  • Wieland, A. & Wallenburg, C.M. (2012): Dealing with Supply Chain Risks: Linking Risk Management Practices and Strategies to Performance. International Journal of Physical Distribution & Logistics Management, Vol. 42, No. 10, pp. 887–905.
  • Wieland, A. & Wallenburg, C.M. (2013): The Influence of Relational Competencies on Supply Chain Resilience: A Relational View. International Journal of Physical Distribution & Logistics Management, Vol. 43, No. 4, pp. 300–320.
Last updated on 14-12-2017