Presentation for International scientific and practical conference "Economics, Science, Education: Integration and Synergy" (Bratislava, 2016)

1. Operating System Scalability and
Supply Chain Resilience
Kravchenko Volodymyr,
Donetsk National University, Ukraine

2. Operations Scalability
 Scalability captures new potential, capacity, and resource. Its specifics make experts
to assume that it might be investigated with different meta-theoretical perspectives.
These perspectives form critical framework for analysis that combines concepts,
statement, mechanism, tools and other elements from different theories.
ScienceDirect's search results
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3. Supply Chain Management
A supply chain is a set of
relationships among suppliers,
manufacturers, distributors, and
retailers that facilitates the
transformation of raw materials
into final products.
© Benita M. Beamon, 1998
 Supply Chain Management is
 integrative approach to managing supply and distribution networks, that allows
making the chain work better and at lower cost than would be possible by
managing each segment of the chain independently.
 It is the management of physical materials, services, information, money, and time
across and between organizations in a business relationship in a manner that
achieves the objectives of all the organizations at the least total cost.
© Thomas A. Crimi & Ralph G. Kauffman, 2001
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4. Operations Management
The VCAP framework’s questions
© Jan A. Van Mieghem & Gad Allon, 2014.
 What must operating system do perfect and/or well and/or admissible?
 How should the capabilities be prioritized, around cost, flow time, quality and
flexibility (for each market segment)?
 How does the organization perform along each one of these dimensions?
 Who and how must do invest in and develop assets to support the capabilities?
 Who and how must do configure processes to support the capabilities?
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5. Supply chain structure: operations perspective
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6. Supply Chain Resilience
It’s ability to
 to effectively absorb, develop situation-specific responses to, and ultimately
engage in transformative activities to capitalize on disruptive surprises that
potentially threaten organization survival © Legnick-Hall et al., 2011
 to prepare for unexpected events and respond to disruptions. © Speigler et al., 2015
What is required to make supply chain resilient?
 the involvement of a broad cross-section of business, technology, and operation
leaders both inside and outside the organization
 collaboration on gathering and exchanging information to get greater visibility of
processes, capabilities and disruptions.
 decision tools for supply chain risk assessment, monitoring, data analysis, and
modelling supply chain's processes
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7. The system dynamics model of the supply chain
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Manufacturing
LDC's purchases LDC's orders
Material flows among DCs
Deliveries to RDCs
Deliveries to LDCs
Performance
Financial flows
RDC's Orders Purchases
RDC's Backorders