Many companies today have embraced the concept of risk management, usually in the form of enterprise risk management or supply chain risk management. Both are based on a holistic view of risks. ...Hence, risks related to specific functions within a company must be considered more broadly than previously. Risks, however, involve uncertainty, and the less specific the context in which risks are viewed, the more uncertainty will be involved. One particular way to express uncertainty is through trapezoidal intuitionistic fuzzy numbers (TrIFNs). In this paper, risks that are relevant for supplier risk assessments are first collected from the literature. Then it is illustrated how the multi-criteria decision analysis method ELECTRE TRI-C can be used for sorting suppliers into risk categories, when the risks as well as some of the method's parameters are expressed with TrIFNs. In order to do this, we make use of a small modification of an existing method for converting TrIFNs into crisp values. The approach is illustrated in a case problem based on a company that is looking for service providers (suppliers) of electrical maintenance. The problem involves 20 suppliers that are sorted into three risk categories based on evaluations from 27 criteria. Results from the case study point to two low risk suppliers. A further ad-hoc analysis suggests one of these to be less risky than the other.
The Standard of Care Vanderpool, Donna
Innovations in clinical neuroscience,
07/2021, Volume:
18, Issue:
7-9
Journal Article
Peer reviewed
This ongoing column is dedicated to providing information to our readers on managing legal risks associated with medical practice. We invite questions from our readers. The answers are provided by ...PRMS (www.prms.com), a manager of medical professional liability insurance programs with services that include risk management consultation and other resources offered to health care providers to help improve patient outcomes and reduce professional liability risk. The answers published in this column represent those of only one risk management consulting company. Other risk management consulting companies or insurance carriers might provide different advice, and readers should take this into consideration. The information in this column does not constitute legal advice. For legal advice, contact your personal attorney. Note: The information and recommendations in this article are applicable to physicians and other health care professionals so "clinician" is used to indicate all treatment team members.
The impact of digitalisation and Industry 4.0 on the ripple effect and disruption risk control analytics in the supply chain (SC) is studied. The research framework combines the results from two ...isolated areas, i.e. the impact of digitalisation on SC management (SCM) and the impact of SCM on the ripple effect control. To the best of our knowledge, this is the first study that connects business, information, engineering and analytics perspectives on digitalisation and SC risks. This paper does not pretend to be encyclopedic, but rather analyses recent literature and case-studies seeking to bring the discussion further with the help of a conceptual framework for researching the relationships between digitalisation and SC disruptions risks. In addition, it emerges with an SC risk analytics framework. It analyses perspectives and future transformations that can be expected in transition towards cyber-physical SCs. With these two frameworks, this study contributes to the literature by answering the questions of (1) what relations exist between big data analytics, Industry 4.0, additive manufacturing, advanced trace & tracking systems and SC disruption risks; (2) how digitalisation can contribute to enhancing ripple effect control; and (3) what digital technology-based extensions can trigger the developments towards SC risk analytics.
Enterprise risk management (ERM) has emerged as a construct that ostensibly overcomes limitations of silo-based traditional risk management (TRM), yet little is known about its effectiveness. The ...scant research on the relationship between ERM and firm performance has offered mixed findings and has been limited by the lack of a suitable proxy for the degree of ERM implementation. Using Standard and Poor’s newly available risk management rating, the authors find evidence of a positive relationship between increasing levels of TRM capability and firm value but no additional increase in value for firms achieving a higher ERM rating. Considering these results, the authors suggest directions for future research.
This ongoing column is dedicated to providing information to our readers on managing legal risks associated with medical practice. We invite questions from our readers. The answers are provided by ...PRMS, Inc. (www.prms.com), a manager of medical professional liability insurance programs with services that include risk management consultation, education and on-site risk management audits, and other resources offered to health care providers to help improve patient outcomes and reduce professional liability risk. The answers published in this column represent those of only one risk management consulting company. Other risk management consulting companies or insurance carriers might provide different advice, and readers should take this into consideration. The information in this column does not constitute legal advice. For legal advice, contact your personal attorney. Note: The information and recommendations in this article are applicable to physicians and other health care professionals so "clinician" is used to indicate all treatment team members.
Transform your approach to oprisk modelling with a proven, non-statistical methodology Operational Risk Modeling in Financial Services provides risk professionals with a forward-looking approach to ...risk modelling, based on structured management judgement over obsolete statistical methods. Proven over a decade's use in significant banks and financial services firms in Europe and the US, the Exposure, Occurrence, Impact (XOI) method of operational risk modelling played an instrumental role in reshaping their oprisk modelling approaches; in this book, the expert team that developed this methodology offers practical, in-depth guidance on XOI use and applications for a variety of major risks. The Basel Committee has dismissed statistical approaches to risk modelling, leaving regulators and practitioners searching for the next generation of oprisk quantification. The XOI method is ideally suited to fulfil this need, as a calculated, coordinated, consistent approach designed to bridge the gap between risk quantification and risk management. This book details the XOI framework and provides essential guidance for practitioners looking to change the oprisk modelling paradigm. Survey the range of current practices in operational risk analysis and modelling Track recent regulatory trends including capital modelling, stress testing and more Understand the XOI oprisk modelling method, and transition away from statistical approaches Apply XOI to major operational risks, such as disasters, fraud, conduct, legal and cyber risk The financial services industry is in dire need of a new standard - a proven, transformational approach to operational risk that eliminates or mitigates the common issues with traditional approaches. Operational Risk Modeling in Financial Services provides practical, real-world guidance toward a more reliable methodology, shifting the conversation toward the future with a new kind of oprisk modelling.
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