Evaluating the risk element of the supply chain of Ghana national fire service
- Author Makafui R. Agboyi
- Co-Author David Ackah
- DOI
- Country : West Africa
- Subject : Procurement and supply Chain Management
Keywords : Risk Evaluation, Risk Management, Risk in Supply Chain
Abstract
This research is undertook to evaluate the risk element of the supply chain of Ghana National Fire Service. The world is alerted to risk and disaster in a way that would have seemed negative and moody just ten years ago. The combinations of ‘global’ shocks that have been experienced in the last few years and their consequential social, environmental and political implications have been a ‘wake- up’ call to the inherent weakness of our complex networked economies. (Committee for European Banking Supervisors 2005) In the context of the supply chain, the experience of disturbance of supply from the variety of shocks has been felt in terms of social welfare, employment, economic activity, and ultimately in corporate and global wealth. The risk points at the corporate level are better understood when external dependencies are considered, for example a supplier base can include a large number of companies of differing size located on different continents. If you add to this picture, the geo-political and economic dependencies that are represented by the rush to global sourcing and resource exploitation, the conceptual complexity is increased exponentially. (Centre for Logistics and Supply Chain Management, Cranfield, Bedford, United Kingdom Mk43 0AL - 2003) The term supply chain is defined in this research as the network of organizations, which are involved through upstream and downstream linkages in different processes and activities that create value in the form of products and services in the hands of customers (Christopher, 1998 cited in Peck, 2005). Supply Chain Management seeks to enhance competitive performance by closely integrating the internal cross-functions within a company and effectively linking them with the external operations of suppliers, customers, and other channel members to be successful (Otchereet al., 2013a; Lambert, James and Elram, 1998; Kim, 2006; Tan, Kannan, and Hadfield, 1998). The complexities of the modern world and the single-minded pursuit of efficiency within supply chains have inadvertently increased the weakness of those same supply chains to unforeseen disturbances. There are many forms of risk, and many theories, too, but only one overriding principle. This means that executives planning for and managing vulnerability face a difficult task since problems can arrive from many different directions. (Depart of Transport and Logistics – Cranfield University, 20013)
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