Department of Management

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Author: search.filters.author.Sharma, Satyendra KumarSubject: search.filters.subject.Risk Management

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Now showing 1 - 6 of 6
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    Risk Management in Construction Projects
    (Sage, 2011-07) Sharma, Satyendra Kumar
    Risks are unavoidable in almost every construction project whether it is building projects, civil works, or any other type of construction projects. Risk is inherent in all human endeavors, including construction activities, and the risk factors involved are diverse and varied. Managing construction project risks is considered as compulsory for any project to be successful. Thus, this study aims to identify and classify the types of construction project risks, to evaluate the level of construction project risks and finally, to identify the methods available to reduce or mitigate the construction project risks. This study also demonstrates a quantitative approach to Construction Risk Management through Analytical Hierarchy Process (AHP). The entire methodology is explained through a case study of the Delhi metro bridge collapse and its effectiveness in building a speedy and well judged response is demonstrated.
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    Risk Management in Construction Projects Using Combined Analytic Hierarchy Process and Risk Map Framework
    (SSRN, 2014-07) Sharma, Satyendra Kumar
    This paper aims at developing a risk management framework for project risk management in construction projects and demonstrate its application in an ongoing construction project in Amravati, Maharashtra, India. The various risk factors encountered in construction projects and various risk management methods already in use are identified and then a framework is developed which combines the Analytic Hierarchy Process (AHP) and risk map methods. The data was collected from various stakeholders in the construction project. The findings reveal that the proposed framework helps managers to objectively find out the most important risk factor associated with the project and accordingly work towards risk minimization.
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    An Empirical Study on Supply Chain Risk Management Strategies in Indian Automobile Industry
    (SSRN, 2015-08) Sharma, Satyendra Kumar; Bhat, Anil Kumar; Routroy, Srikanta
    Supply chain disruptions, major or minor, have affected supply chains negatively. Literature shows that supply chain disruptions also lead to reduction in shareholder value. Supply Chain Risk Management (SCRM) has become a concern for boardrooms, and companies have started to think how they can better manage their supply chains to survive and continue operations. This paper provides insights into SCRM in Indian automobile sector. Strategies used to deal with supply chain risks are explored in this paper. First a taxonomy is suggested based on the review of the extant literature, i.e., proactive strategies, coping strategies, aligning strategies, early warning strategies and survival strategies. These strategies are then empirically tested in the context of Indian automobile industry. A total SCRM strategy index is calculated and the status of Indian automobile industry in SCRM is discussed.
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    Risk adjusted total cost of ownership model for strategic sourcing decisions
    (Inder Science, 2016-03) Sharma, Satyendra Kumar
    The aim of this research is to develop a strategic sourcing decision model that incorporates the cost elements and risk elements. This paper demonstrates the effect of supply chain disruptions on total cost of ownership (TCO) in sourcing decisions. A suitable methodology was designed to conduct this research. Brainstorming method was used to identify relevant cost and risk factors in a sourcing context. Then, failure mode and effects analysis and analytic hierarchy process was used for quantifying and prioritising supply chain risks in sourcing context. This research propounds that an actual cost of sourcing is much higher than TCO. When buying firm considers only TCO model, then TCO comes at 156.75 M INR and when buying firm considers combined TCO and risk, then total cost comes out to be 270.89 M INR. Riskiness of supplier and susceptibility of supplier's environment to risks greatly affects total cost of doing business.
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    Risk Mitigation in Automotive Supply Chain: An Empirical Exploration of Enablers to Implement Supply Chain Risk Management
    (Sage, 2016-07) Sharma, Satyendra Kumar; Bhat, Anil Kumar
    Supply chain (SC) risk management (SCRM) is a high-level concern for SC professionals. Supply chain risk management implementation is a difficult task because it requires involvement of various firms across the SC. For effective SCRM implementation, managers need to know the enabling factors and their relative importance. In this research, an empirical study on SC risk mitigation enablers was carried out in Indian automotive industry to examine the relationship between SCRM enablers and SCRM implementation. This relationship was tested using discriminant analysis. The research shows that the most important enabler is information visibility and it is followed by incentives alignment. Contingency planning is the third-most important enabler and last is risk management governance (RMG). Success of the SCRM implementation in terms of its efficiency and effectiveness can be assured by following the sequence of SCRM enablers suggested in this research
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    Path Analysis Model for Supply Chain Risk Management
    (IGI Global, 2018) Bhat, Anil Kumar; Sharma, Satyendra Kumar
    The purpose of this paper is to develop a model to understand the relationship of supply chain risk sources, risk drivers, and risk mitigation strategies to the overall risk exposure of the firm and to validate the model empirically. An attempt has been made to determine the major contributors of supply chain risk as viewed by automotive professionals in today's competitive market. This study empirically validates the effects of the three critical constructs on overall supply chain risk exposure. The limitations of this study can be seen in the use of perceptual data from single informants and the focus on automotive firms in a single country. The detailed operationalization of the constructs sheds further light on the major risk sources, drivers, and mitigation strategies in supply chain networks. Clear evidence of proactive strategies in mitigating risks provides managers with a business case to invest in such initiatives.