Chapter 2

Literature Review

Risk Mitigation in the Supply Chain of Dredging and Land Reclamation Industry

Research Project proposal

Name: Ahmad Aftab Qureshi - ONL3012108A02

Date: 20/08/2022
 Chapter 2

1 Literature Review

As discussed in the previous chapter, risk can be defined as uncertainty. Risk is the

probability of an occurrence of an event that cannot be pre-determined correctly, therefore,

posing a potential danger. Therefore, uncertainty and probability can be used to understand and

define risks. Risks in the supply chain can negatively impact the dredging and land reclamation

industry, thereby interfering with project objectives in the project completion lifecycle (Wang et

al., 2016). Risks exist in any construction project from the beginning to the end and even

throughout the operating period, regardless of the project's type, complexity, scale, or location

(Golgeci & Ponomarov, 2013).

The risk and mitigation of the risks of the supply chain of the dredging and land reclamation

industry have not been adequately defined in the existing literature (Li et al., 2016). Very few

existing studies have exhausted the subject matter industry in this research. However, this study

explores and identifies the key factors that directly affect the production and output of the

dredgers developed by current ongoing studies and assessed through designing a questionnaire

survey conducted with UAE active dredging companies and intermediaries involved in the global

supply chain (Ambulkar et al., 2015). A systematic literature review of existing literature will

help build this thesis and answer the research questions.

Researchers have examined SCRM extensively in recent decades, and several studies have

sought to investigate the origins and implications of stable and sustainable SCs (Durach et al.,

2015; Hohenstein et al., 2015; Colicchia & Strozzi, 2012). Despite the essential and apparent link

between risk management competence and competitive edge as competitive qualities,

previous research has not examined this relationship experimentally. Furthermore, no

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comprehensive analysis of the links between risk management, SCM innovation & competence,

and competitiveness has been conducted (Thun & Hoenig, 2011).

1.1 Search strategy

The majority of the literature review for this study was undertaken using an automated

search engine. There are levels of keywords used together with conjunctions to identify recently

published articles about the SCRM. Some of the keywords used included; supply chain, risk and

uncertainty, resilience and robustness, flexibility and agility, or sustainability. A systematic

literature review of past publications (published 2012-2022) was conducted based on descriptive,

thematic, and content analysis. The period selected for the publications relevant to this study is

within t0 years. Three more search processes are used to check and assure completeness: (1)

rearward snowballing (i.e., reviewing reference lists) on a few original studies; (2) title and

abstract searches in recent volumes of the most prestigious journals in relevant disciplines; and

(3) comparison to publications examined in earlier supply chain risk literature reviews

(Hohenstein et al., 2015).

1.2 Scope of the research

The survey's scope is defined by a set of inclusion and exclusion criteria. First and

foremost, research must be peer-reviewed and produced in the English language. Second, each

research must incorporate at least one proactive rather than reactive response to a supply chain

risk issue in at least one practice, technique, or methodology. It's worth noting that studies don't

have to address risk specifically; instead, they can indicate uncertainty or any of the other search

criteria listed in the preceding section (search strategy). Thirdly, the practices mentioned above,

methodology, and techniques must relate to the Supply chain risks in the dredging and land

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reclamation industry. Other publications with no connection to the SCRM were excluded from

the study.

Publications on supply chain management that have no direct relation to risk-related

concerns are specifically omitted. Furthermore, publications on corporate risk management that

have no evident link to the supply chain are not included. If the proposed methodologies do not

meet the SCRM definition in the introduction, such studies are also eliminated.

Table 1: Overview of related literature

survey Period Reviewed Shared Focus

studies studies
Hohenstein et al., 2015; 2007-2019 48 7 Review of Supply Chain
Kilubi, 2016 Risk Management
Wang et al., 2016; Bottema, 1995-2017 134 26 relationship between
2019 supply chain innovation,
risk management
capabilities, and
competitive advantage
in global supply chains
Sengupta et al., 2018; Yusup et 2008- 2021 68 9 Supply Chain Risk
al., 2015 Management
Golgeci & Ponomarov, 2013; 1978- 2016 18 6 Critical risk factors and
Ghadge, Dani, and Kalawsky responses to dredging
(2012) projects
Ambulkar et al., 2015; Bernard 2000- 2020 127 27 Supply chain planning
& Cook, 2015 under uncertainty
Li et al., 2016; Yurchenko, 2004- 2022 74 22 Supply chain network
2017 design under uncertainty
Nooraie & Parast, 2015 1999- 2018 16 3 SCRM in general

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Table 2: Survey of the Literature

Author Major Finding Variable Methodology Gaps & Limitations, Future Research
involved
Hohenstein et Review of Supply Chain Risk Technology Quantitative analysis Incorporating nonstationary supply and
al., 2015; Management Flexibility survey questionnaire demand processes
Kilubi, 2016 • Complexity and uncertainty Cost factors Systematic literature • Including dynamic supply
• Practices and tools for SCRM Environmental network analysis (citation configurations of suppliers in supply
• Organization of SCRM process Impacts analysis) management strategies
• Including dynamic pricing/revenue
management in demand management
strategies
Wang et al., Relationship between supply chain Infrastructure Developing quantitative Very small literature that talks about
2016; innovation, risk management Level of skills models the supply chain in the dredging and
Bottema, 2019 capabilities, and competitive Feasibility of Questionnaire land reclamation industry
advantage in global supply chains projects Primary and Secondary • Considering alternative objectives
data rather than cost/profit for disruption
risks
Sengupta et Supply Chain Risk Management Level of risks Participant observation, The literature largely focuses on risks,
al., 2018; New SCRM definition Knowledge gap informant interviewing, there is a need to narrow down the
Yusup et al., • Supply chain risk categorization Infrastructure and enumeration industry to dredging and land
2015 (macro risk, demand risk, Level of skills reclamation industry
manufacturing risk, supply risk, and • Considering alternative objectives
infrastructural risk) rather than cost/profit for disruption
• Factors affecting supply chain risks
risks
• Classification of quantitative and
qualitative SCRM method
Golgeci & Critical risk factors and responses to Technology Mixed Methods The research does not address SCRM
Ponomarov, dredging projects competence through focus group fully, it lacks;
2013; Ghadge, • Complexity and uncertainty Flexibility interviews and • Dynamic assortment planning in
Dani, and • Practices and tools for SCRM Cost factors survey questionnaire product management strategies
Kalawsky • Organization of SCRM process through email for • Including Collaborative Planning,

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(2012) • Increased supply chain resilience data collection for Forecasting, and Replenishment
and robustness the Quantitative systems in information management
Using their proposed typology of study. Systematic strategies for supply chain in dredging
risk to: literature network analysis and land reclamation
- investigate the impact of risks on
supply chains
-Investigate supply chain partner
engagement
Assess the benefits of visibility on
reducing supply chain risk
Ambulkar et Supply chain planning under Infrastructure Developing quantitative There is a need to use their proposed
al., 2015; uncertainty Level of skills models typology of risk to:
Bernard & • Including Collaborative Planning, Cost factors Questionnaire • investigate the impact of risks on
Cook, 2015 Forecasting, and Replenishment Level of Primary and Secondary supply chains
systems in information management planning data • investigate supply chain partner
strategies engagement
• assess the benefits of visibility in
reducing risks
Li et al., 2016; Supply chain network design under Infrastructure Citation analysis Developing quantitative models would
Yurchenko, uncertainty Level of skills • Developing quantitative help in future research
2017 Increased supply chain resilience Feasibility of models • Paying more attention to information
and robustness projects Conceptual framework flow risk
Tang and • Material flow risk Technology Developing quantitative This research addresses the risks
Musa (2011) • Financial flow risk competence models involved in the whole supply chain but
• Information flow risk Flexibility Questionnaire does not narrow it down to the
• Developing quantitative models Cost factors Primary and Secondary dredging and land reclamation industry.
• Paying more attention to Environmental data
information flow risk Impacts
Ho et al. Reviewing quantitative approaches Infrastructure Conceptual This research can help in Supply
(2015) to SCRM based on the definition of Level of skills Developing quantitative Management, Demand management,
supply chain risk and risk measures Feasibility of models Product management, and Information
projects Questionnaire management
Primary and Secondary

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 data
Nooraie & SCRM in general Technology Secondary and Incorporating nonstationary supply and
Parast, 2015 Incorporating nonstationary supply competence primary research, demand processes
and demand processes Flexibility quantitative using • Including dynamic supply
• Considering alternative objectives Cost factors survey questionnaire configurations of suppliers in supply
rather than cost/profit for disruption management strategies
risks This research can help in Supply
• Including dynamic supply Management, Demand management,
configurations of suppliers in supply Product management, and Information
management strategies management
• Including dynamic pricing/revenue
management in demand
management strategies

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Table 3. Summary of Variables in SCRM in the existing literature

1.3 Relation of studies

Even though SCRM is a unique study subject and has a very brief history, various

publications have been published with the goal of summarizing relevant literature. Table 1

summarizes survey articles published in the last ten years. Because their results may be repeated

and compared, only studies that fully explain the search process and reference all examined

research are included. It is worth noting that a few of the SCRM studies that relate to dredging

and land reclamation applied methodologies include: Kilubi, 2016; Wang et al., 2016; and

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Bernard & Cook, 2015. However, some adopt a narrow view of dredging and land reclamation

rather than reinforcing learning and generic information regarding the industry that does not

directly relate to the UAE.

The ratio of shared studies with other surveys is modest, except for Nooraie & Parast,

2015. This might be related to the fact that the studies are older (Yurchenko, 2017) or that they

have a narrower emphasis: Ghadge, Dani, and Kalawsky (2012) and Colicchia and Strozzi

(2012) both focus on strategic approaches to SCRM. Only corporate firm's studies are included

in Ambulkar et al. (2015), and only results that match both "supply chain" and "risk" are

included in Ho et al. (2015).

Figure 1: Distribution of studies by year of publication

1.4 Supply chain risks in the Dredging and Land Reclamation Industry

The goal of risk identification in the dredging and land reclamation industry is to identify

all relevant risks (Kern et al., 2012) and anticipate future uncertainty so that they may be

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managed proactively. Only by recognizing a risk can any risk management action be initiated;

hence this stage is important to the effectiveness of managing SCRs. This means that an early

judgment is required during risk identification to determine if a risk is important and should be

further analyzed or managed. As a result, the risk assessment must take a holistic approach to

identify all potential supply chain risks and weaknesses (Kern et al., 2012). This is, therefore, a

critical stage in managing risks in the SC.

1.4.1 Supply Chain Risk Drivers

Probability and Impact drivers are examples of SCR drivers. Probability drivers are

known as competitive forces with risk-source implications that may enhance or decrease supply

chain vulnerability. A concentration on efficiency through lean methods, for example, might

render a supply chain susceptible (Thun and Hoenig, 2011). Conditions having risk-consequence

implications that alter the degree of loss are known as impact drivers (e.g., standardized contracts

and supplier dependence). Withholding information, collaborations, and other close ties (Li et

al., 2015; Chen et al., 2016) are risk drivers that can be both probability and impact drivers.

SCRs may be discovered, and, more importantly, risk treatment programs can be established to

eliminate both probability and effect drivers by understanding these drivers.

1.4.2 Classification of risks

A focus on risk identification has been included in several of them. The fact that most

empirical research is context-specific and data is acquired from many businesses and nations

influences disagreements over how to define hazards (Rangel et al., 2015). Most academics are

aware of the two stages of risk identification, namely, risk listing and categorizing; nevertheless,

research has failed to uncover inter-relationships between hazards and risk categories. Some

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studies yield lengthy lists of risk types (18 publications). However, they do not classify the

hazards further.

There are several methods for finding risks in the literature for the dredging and land

reclamation industry. Some have been proposed by researchers but not yet implemented; others

have been developed and implemented by researchers, yet others show evidence of company

usage in reality. The hierarchy process (AHP), value engineering (VFPE), and the supply chain

risk detection system are just a few examples (SCRIS). However, many researchers and

practitioners appear to utilize the cause-and-effect diagram as their only tool (Lavastre et al.,

2012). It needs to be seen how some of the strategies provided by the researcher function in

practice and if practitioners will use them independently. As a result, it may be necessary to

discover a strategy to bridge the gap between research-based procedures and those that are

commonly used.

Figure 2: A cause and effect diagram, also known as an Ishikawa or "fishbone" diagram

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 The supply shortages of critical raw materials for the industry are expected to cause

contractors to face significant risks unless contractual concerns are appropriately addressed.

Construction material shortages should be regarded as delaying factors that entitle contractors to

a time extension (Wang et al., 2016). Contractors can also expect increased obstacles in

obtaining raw materials for projects that meet the environmental permit's requirements. A

thorough inspection procedure to check materials provided by subcontractors should be in place.

This shortage may result in risks such as delayed timelines, wrong standards or projects, or total

stoppage of the operations. For example, contractors bidding on reclamation projects should

evaluate the risks associated with sand supply and ensure that the contract includes a method for

claiming additional payment owing to sand price fluctuations.

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1.5 Impact of Dredging and Land Reclamation

Human activities such as dredging and reclamation may lead to geo-hazards such as

coastal erosion, landslides, and flooding, among other effects on aquatic life. Human activities

such as dredging and land reclamation may lead to geo-hazards such as coastal erosion,

landslides, flooding, and impact on aquatic life. Dredging is an excavation operation carried out

by numerous enterprises worldwide (Nooraie & Parast, 2015). Dredging has the potential to

harm marine animals; however, the impacts vary depending on the species and region

(Yurchenko, 2017). Entrainment, habitat degradation, noise, pollutant remobilization, suspended

sediments, and sedimentation can influence benthic, epibenthic, and infaunal communities,

which may indirectly impact marine animals through changes in prey. In general, data shows that

if management measures are employed, the impacts will include masking and short-term

behavioral changes and changes in prey availability (Kilubi, 2016). Dredging indirectly affects

marine life due to changes in their physical habitat or prey. Dredging and land reclamation

changes physical properties such as terrain, depth, waves, tidal currents, sediment particle size,

and suspended sediment concentrations.

Dredging's potential effects on the maritime environment include both the dredging and

disposal processes. Both the reclamation and dredging sites are affected biologically, physically,

and chemically. During dredging and delivery to the surface, dredged material may create

suspended solids due to substratum disturbance, overflow from barges, or pipeline leaks during

transmission between dredged and disposal locations. Dredging can change the bathymetry,

current velocity, and wave conditions, which can all have an impact on the physical

environment. In addition, the quantity of light available to seagrass plants, coral reefs, and other

marine creatures is affected by light attenuation caused by suspended particles (turbidity).

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 Recent large-scale dredging and land reclamation projects in Singapore, which covered a

100-square-kilometer region, are believed to have damaged the seagrass bed, although this has

not been verified. More recently, some of the greatest land reclamation projects in modern

history have been carried out in Dubai, United Arab Emirates (Martín-Antón et al., 2016). The

total area regained is anticipated to be around 200 square kilometers. In Bahrain, reclamation

added around 91 square kilometers to the overall land area, accounting for about 11% of the total

land area. Land reclamation projects and industrial activity in the Arabian Gulf have caused

concerns to marine life.

Changes in wave height and velocity may occur in the physical environment (Elbisy &

Mlybari, 2017). The biological effects may cause the creatures to die or be displaced from their

native habitat. Chemical contamination from companies might include gasoline and oil spills and

chemical deposits such as phosphates and pesticides (Elbisy, 2016). Even though there are many

reasonable reasons for the sector's effects, few of them mention the hazards associated with the

supply chain business.

1.6 Knowledge-based risk response

Knowledge-based risk response is better to risk mitigation and management by prioritizing

risk factors and allocating knowledge and experience in decision-making to establish an efficient

and effective supply chain. Prankerich (2016) asserted that a knowledge base is at the heart of an

organization's computer and file backup of actual expertise, documents, and professional skills in

a given field and that the material in a knowledge base needs to be integrated, filtered, indexed,

and classified as one of the critical tools in intellectual capital (Wang et al., 2016). The analytic

hierarchy process (AHP) is one of the most effective ways of analyzing multi-criteria decision-

making and subjective judgment to prioritize risk variables based on professional knowledge and

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experience. As a result, the AHP is a reliable priority ranking approach (Sengupta et al., 2018;

Yusup et al., 2015). Although much of its factor prioritization function is well-known in the

engineering community, it is evident that it can be applied in other industries and, specifically,

the supply chain to avoid wastage.

1.6.1 Risk management (Resilience and Robustness)

The ultimate objective of SCRM (Colicchia and Strozzi, 2012) is to create a robust and

resilient SC or logistics network that allows a company to remain viable despite significant

interruptions. Both robustness and resilience are typically used interchangeably to describe the

ability to efficiently cope with SC hazards, although they have different meanings (Spiegler et

al., 2012). In principle, robustness is the ability to resist and endure, whereas resilience is the

ability to adapt and retain, according to Colicchia and Strozzi (2012).

In the SC environment, robustness refers to the capacity to stay successful in all possible

future circumstances. Physical strength is the greatest way to explain robustness, which refers to

the capacity to deal with mistakes and unpredictability in SCM. SCRM studies place a premium

on solution robustness, or the ability to leave a wide range of alternatives open for decision under

all possible future situations (Colicchia & Strozzi, 2012). Because robustness is strongly tied to

conventional SC design decisions, it is seen to be more suited for sustaining ordinary SC

operations under tolerable changes, frequent fluctuations, or repetitive low-impact occurrences.

Resilience, on the other hand, is described as "a system's capacity to return to its original

form, or to transition to a new, more desired one, after being disrupted." It is an adaptive skill in

the SC environment to plan for, respond to, and recuperate from unexpected occurrences while

being connected and in control. Redundancy, flexibility, agility, responsiveness, visibility, and

cooperation, according to researchers, are all factors that contribute to resilience (Spiegler et al.,

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2012). In contrast to robustness, resilient SCs are capable of dealing with unanticipated

catastrophes that are low-probability but high-impact.

According to Colicchia and Strozzi (2012), disruptions range from the moderate first

impact stage to the severe full impact stage at the opposite end of the spectrum. Their technique

considered both the degree of performance and the duration of disruptions when determining the

severity of risk implications within these stages. Because well-prepared logistics networks with

risk awareness may minimize or even eliminate the recurring risk occurrence, robustness plays a

critical role in the early stages of disruption. Because a strong SC can tolerate and handle

disturbances at an acceptable level, variance from the regular performance level is likewise

limited. Risk occurrence and impact are reduced through flexibility, anticipation with visibility,

outsourced quality control, and collaborative risk preparation, all of which contribute to the

robustness capacity of the SC. Furthermore, by reducing the rate of performance deterioration,

robustness can allow time for a company to select and execute the most effective risk mitigation

measures.

Resilience, on the other hand, is crucial in the second stage due to its reactive aspect,

which helps to minimize unforeseen or future risk events. Firms can re-engineer processes by

effectively adapting to the new environment since flexibility is a major component of

resilience. Because the pace of re-engineering is closely tied to the speed of recovery,

responsiveness is an important aspect of resilience (Spiegler et al., 2012). A resilient SC can

swiftly recover from disturbances to its usual performance level or even to a higher acceptable

level due to its adaptability and reactivity. Furthermore, by shortening the period of disruptions,

resilience can minimize the degree of risk consequences.

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 From this approach, the contrast underlying robustness and resilience is that the former

refers to the capacity to proactively develop a structure or design. In contrast, the latter refers to

the ability to survive, adapt, respond, and expand despite disruptions, albeit reactively. These

qualities will alter the firm's ability to function productively in international logistics over time,

hence the amount of competitiveness.

1.6.2 Development of hypothetical SCRM

SC innovation should aid the focus business and its partners in improving risk management

skills to provide more effective customer value. Innovative applications of integrated

communication systems along with the global SC, for example, can help to improve risk

management resilience and robustness by providing opportunities for planning, monitoring,

forecasting, and replenishment, resulting in accurate, concrete, and fast decision-making for

emergent or important situations. Because innovation is frequently manifested in the form of

technologically enhanced infrastructure and equipment investments, it may be useful in

reshaping effective risk management infrastructure or reconfiguring resource configurations,

increasing resilience (Ambulkar et al., 2015).

Having an innovative SC opens doors, but it also comes with the potential of introducing

ambiguous practices. Innovative SCs that use such apps may increase the level of accompanying

complexity in business and SC processes, resulting in uncertainty and difficulty in controlling

business and SC operations. The higher the amount of innovation and complexity, the more

difficult it is to recognize the many forms of hazards that endanger enterprises and global SCs

(Elahi, 2013). Although SC innovation offers the firm a platform for improved business

performance, demand is unpredictable due to the relatively young adoption of SC innovation,

resulting in unanticipated fluctuations in logistical operations. As a result, managers must adopt a

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balanced approach to SC innovation, considering both the risks and potential. The longer it takes

to deploy and communicate with SC partners, the higher the risk, which might slow down

innovation efforts.

Because a service provider's (SC) organization's strength is equal to its weakest point, a

firm may want to ensure that its SC is stronger than competitors' by maintaining a particular

degree of risk management competence. SC innovation also helps to improve service quality and

risk management by improving communication conduits and increasing the breadth and speed of

information sharing. Innovation can also help with higher accuracy and error-proofing SCs

(Elahi, 2013). Therefore, a company must be able to manage both recurring low-impact risk

occurrences and high-impact low-likelihood disruptions; this study advised robustness

capabilities for the former and resilience capability for the latter (Elahi, 2013). When SC

innovation is integrated as a resource, SC networks will be able to recognize recurring risk

occurrences and effectively prepare for them, fostering the robustness capability to reduce risk

occurrence and impact.

1.7 Research/Literature Gap

There is quite a considerable number of literature regarding supply chain risks. However,

there is no concrete literature review regarding risk mitigation in the dredging and land

reclamation industry supply chain. Therefore, it is challenging to establish ways that can be used

to mitigate the risks involved in the supply chain. Very little relevant literature supports the

supply chain issues in the dredging and land reclamation industry.

There is quite a sizeable amount of literature regarding dredging and land reclamation.

There is a good account of the explanation about dredging and reclamation activities globally

and major projects undertaken and others completed. A good example would be the Abu Qir Bay

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gas plant in Egypt, recent large-scale dredging and land reclamation projects in Singapore, which

covered a 100-square-kilometer region, and some of the greatest land reclamation projects in

modern history have been carried out in Dubai, United Arab Emirates (Frihy, 2017). The total

area regained is anticipated to be around 200 square kilometers. In Bahrain, reclamation added

around 91 square kilometers to the overall land area, accounting for about 11% of the total land

area. Land reclamation projects and industrial activity in the Arabian Gulf have caused concerns

to marine life. Dubai’s artificial Islands like the Palm Jumeirah among many others (Martín-

Antón, et al., 2016). Although there is a better account of the good and successful activities

undertaken globally, they don’t explain anything about the supply chain or the risk management

of the dredging and land reclamation industry. Therefore, causing the insufficient literature to

review under the study objectives.

Many other articles, journals, and reports discuss the impacts that result from dredging

and land reclamation activities. They include biological, chemical, and physical impacts. The

physical environment may experience changes in waves and velocity (Elbisy & Mlybari, 2017).

The biological impacts may lead to death or displacement of the organisms in their usual natural

environment. The chemical influence may involve fuel and oil spillage and chemical deposits

such as phosphates and herbicides, among other factory chemicals (Elbisy, 2016). Although

there are good explanations of the industry's impacts, few discuss the risks involved in the supply

chain industry.

SCRM has been studied extensively in recent decades, with various research attempts to

uncover the causes and consequences of stable and sustained SCs (Durach et al., 2015;

Hohenstein et al., 2015; Colicchia & Strozzi, 2012). Despite the obvious and important link

between risk management competence and competitive edge as competitive traits, this

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relationship has never been scientifically investigated. Furthermore, no systematic study of the

relationships between risk management, SCM innovation and competency, and competitiveness

has been carried out (Thun & Hoenig, 2011).

This chapter outlines the search strategy and the scope of the research undertaken to

identify the resources relevant for this study. A well-summarized table is also included to help

clarify the search criteria and provide an overview of the related literature. The literature

reviewed under the risks in the supply chain is classified through risk drivers and types of risks.

Also, the impact of dredging and land reclamation on the environment is elaborated, with key

issues well outlined. The chapter further diverges into risk response and elaborates on risk

management and the development of hypothetical supply chain risk management. The chapter

concludes by describing the research gap.

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1.8 Table 4. Conceptual Framework
Concepts Brief Description
SC Resilience & Logistics capabilities and SCRM resilience and
robustness robustness are characterized as dynamic capabilities,
and they are inherently adaptable. Organizational
capabilities, routines, and many other aspects of supply
chain relationships are examples of firm resources. As a
result, internal social capital is supported as an
organizational resource that can facilitate SC
Information The use of IT systems in SC processes in isolation
processing allows for the collection of structured and unstructured
capacity process data. Risk-related data can be saved locally. The
interconnection of IT systems enables the unidirectional
or bidirectional exchange of process data. A process-
wide database can be used to store risk-related
information.
By quickly responding to adverse incidents and sharing
and interpreting information between exchange parties,
information processing capacities can be increased and
the information gap between expected and processed
information closed.
Visibility The ability to trace the origin of materials for a product
has been defined as visibility. This is the ability to avoid
risks that may occur in the supply chain. In risk
management practices, supply chain visibility has been
considered a vulnerability mitigation strategy.
Each data point within each risk provides a mix of
qualitative, structured, and semi-structured information.
Each data point within a risk provides a variety of
quantitative data and KPIs.
Gaps & Future Research Solutions
The research does not address SCRM fully, it lacks;
• Dynamic assortment planning in product management
strategies is required.
• Including Collaborative Planning, Forecasting, and
Replenishment systems in information management strategies
for supply chain in dredging and land reclamation
The research does not address SCRM fully, it lacks;
• Dynamic assortment planning in product management
strategies
• Including Collaborative Planning, Forecasting, and
Replenishment systems in information management strategies
for supply chain in dredging and land reclamation
There is a need to use their proposed typology of risk to:
• investigate the impact of risks on supply chains
• investigate supply chain partner engagement
• assess the benefits of visibility in reducing risks
Developing quantitative models would help in future research
• Paying more attention to information flow risk
This research addresses the risks involved in the whole supply
chain but does not narrow it down to the dredging and land
reclamation industry.
There is a need to assess risks based on the KPIs and
comparison with reference values.
Based on the identified risks, the user must identify
appropriate mitigation actions through data points, as well as
select and initiate them.
When a company can trace the material flows, it can see
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Adaptability Actual and potential risk development are compared to
reference values, and an automatic report is generated if
there is a significant deviation.
Based on previous capabilities, the system recommends
which data points should be kept in mind for risk
mitigation.
Predictive capacity The prediction-based risk calculation provides an
overview of current and potential risk development.
Potential actions will be simulated, and the results will
be used to make decisions. Furthermore, potential
negative impacts on other risk data points can be
identified in advance.
Disruption Firms use disruption orientation to bridge strategies to
orientation mitigate risks by establishing strong relationships with
supply chain partners. Because supply chain disruption
events can be idiosyncratic and rare, a novel approach is
required to survive the incidents and maintain
operational continuity. Supply chain disruption
orientation boosts the stability motive and drives a
company to seek out solutions to disruptions. Firms with
a disruption orientation can respond to exogenous
shocks proactively and maintain operational continuity
in the aftermath of SC disruptions.
The resource- According to the resource-based view (RBV), a firm's
based view (RBV) sustainable competitive advantage stems from its
internal resources, which are assumed to be scarce,
valuable, unique, and non-substitutable. The dynamic
through its suppliers at various tiers, which helps the
company's knowledge base about its suppliers and other
supply chain partners. This helps to avert risks.
Incorporating nonstationary supply and demand processes
• Including dynamic supply configurations of suppliers in
supply management strategies
• Including dynamic pricing/revenue management in demand
management strategies
Actual and potential risk development are compared to
reference values, and an automatic report is generated if there
is a significant deviation.
Incorporating nonstationary supply and demand processes
• Including dynamic supply configurations of suppliers in
supply management strategies
This research can help in Supply Management, Demand
management, Product management, and Information
management
This research can help in Supply Management, Demand
management, Product management, and Information
management
Firms with a disruption orientation can respond to exogenous
shocks proactively and maintain operational continuity in the
aftermath of SC disruptions.
Incorporating nonstationary supply and demand processes
Including dynamic supply configurations of suppliers in
supply management strategies
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capabilities perspective fills a gap in RBV by describing
how firms can develop, deploy, protect, renew, and
reconfigure resources and competencies in order to
adapt to changes in the dynamic business environment
and, ultimately, achieve sustainable SC.

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 Environmental uncertainty and risks arise from links between the supply chain and

environmental interactions. These factors in the supply chain include; labor, natural disasters,

congestion in means of transportation, and laws & regulations imposed by the government.

Information technology is at the heart of the supply chain where it facilitates the smooth flow

and function of the supply chain (Wang et al., 2015). The information available lacks credibility,

there are delays in information, lack of information breakdown, and many communication issues.

Global supply chain risks are logistical issues related to uncertainties and risks that have the

potential to disrupt the actual movements of goods, services, information, and money. Some of

the global challenges include delays in delivery time, storage issues, lack of proper transport

network management, and poor freight operations. Geopolitical/Trade risks are associated with

customer-related risks between companies and companies. These uncertainties include;

unanticipated or volatile customer or company representatives, reputation risks, receivable risks,

forecast error in demand, and any unanticipated delays to customers.

1.8.1 Information processing theory

Risk detection and response strategies to disruptions are two processes in SCRM. Risk

detection is a risk control measure defined as the execution of a series of actions based on

extensive risk analyses in order to avoid risks. Firms must achieve dynamic control and adaptive

management in the aftermath of disruptive incidents (Grötsch, Blome, & Schleper, 2013). The

SC disruption approach reinforces a company's consciousness and awareness of supply chain

disruptions, as well as its opportunities to learn from, concerns, and seriousness about them. It is

a proactive approach to obtaining up-to-date information on potential disruptions (Yang et al.,

2021). A firm with a disruption orientation is well-prepared for and aware of potential

24
disruptions, as well as eager to learn from previous disruptions of the SC. This is a method of

developing information processing capabilities in order to mitigate disruption risks.

According to information processing theory, SC disruption orientation as an organic effort and

visibility as a mechanistic tendency improve a firm's information processing capacities and close

the information gap between expected and processed information by responding quickly to

adverse incidents and sharing and interpreting information among exchange parties. This helps to

conceptualize disruption orientation and visibility as risk controls (Tukamuhabwa, Mutebi, &

Isabirye, 2021).

1.8.2 The risk management maturity model

Therefore, a model is required to address these SCRM, this is the summary of the five-

stage model; identifying the risk, assessing and evaluating risks, selecting appropriate risk

mitigation/management strategies, strategy implementation, and mitigation of supply chain risks

(Wang et al., 2015). Hence, there are techniques for managing the uncertainty and risks; one is

avoidance by not being involved, withdrawing, or by eliminating. The second one is a reduction

by optimizing mitigation, and the third is retention by acceptance and budgeting (Wang et al.,

2015). These techniques of mitigating the uncertainties and risks do not alter or influence the

primary source of the risks, rather, it provides solutions to try and adapt thus minimizing the

impact (Gupta et al., 2014). Ways of minimizing these risks and uncertainties include; acquiring

redundant suppliers, increasing capabilities and capacity, having extra inventory levels, and

increasing flexibility of demand.

The risk management maturity model can help firms in understanding their capacity to

deal with supply risks. The four conventional degrees of risk management maturity are Ad Hoc,

Initial, Repeatable, and Managed. At the Ad Hoc level, the company is oblivious of the need for

25
risk management and has no organized way to deal with uncertainty, resulting in a series of

crises for each activity (Gupta et al., 2014). Management and engineering procedures, if they

exist at all, are repetitious and reactive, with little or no effort made to learn from previous

projects or prepare for emergencies.

At all levels of management, the firm has developed a risk-aware (rather than risk-averse)

culture that necessitates a proactive approach to risk management in all sectors of the

organization (Gupta et al., 2014). Risk information is constantly created and proactively used to

improve all organizational processes and raise the likelihood of project and operational success.

A standardized process for risk management (or procedures) is documented and implemented

throughout the organization.

26
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