PRIN.OF OPERATIONS MANAGEMENT-MYOMLAB
11th Edition
ISBN: 9780135226742
Author: HEIZER
Publisher: PEARSON
expand_more
expand_more
format_list_bulleted
Question
Chapter 11.S, Problem 2DQ
Summary Introduction
To determine: Whether the importance of unique-event risk increase or decrease when the probability of super-event risk increases.
Introduction:
Unique-event Risk:
In unique-event risk, the disruption occurs to only one supplier. When such phenomenon occurs, one supplier can be chosen over other suppliers. Selection of more than one supplier is necessary to overcome unique-event risk.
Super-event Risk:
The disruption rate to suppliers is high in super-event risk because all suppliers are affected in super-event risk. Chances for occurrence of super-event risks are very low. However firms must make proactive arrangement to overcome super-event risks.
Expert Solution & Answer
Want to see the full answer?
Check out a sample textbook solution
Students have asked these similar questions
If the probability of a “super-event” increases, does the “unique-event” risk increase or decrease in importance? Why?
If the probability of a "super-evenl'' increases, does the"unique-event" risk increase or decrease in importance?Why?
Classify the following risks into variation, foreseen uncertainty, unforeseen uncertainty, and chaos:i. The transportation disruptions, including the grounding of all airplanes,following the attacks on September 11, 2001 severed many supply chains
Chapter 11 Solutions
PRIN.OF OPERATIONS MANAGEMENT-MYOMLAB
Ch. 11.S - Prob. 1DQCh. 11.S - Prob. 2DQCh. 11.S - Prob. 3DQCh. 11.S - Prob. 4DQCh. 11.S - Prob. 5DQCh. 11.S - Prob. 6DQCh. 11.S - Prob. 7DQCh. 11.S - Prob. 8DQCh. 11.S - Prob. 9DQCh. 11.S - Prob. 10DQ
Ch. 11.S - Prob. 1PCh. 11.S - Prob. 2PCh. 11.S - Prob. 3PCh. 11.S - Prob. 4PCh. 11.S - Prob. 5PCh. 11.S - Prob. 6PCh. 11.S - Prob. 7PCh. 11.S - Prob. 8PCh. 11.S - Prob. 9PCh. 11.S - Prob. 10PCh. 11.S - Prob. 11PCh. 11.S - Prob. 12PCh. 11.S - Prob. 13PCh. 11.S - Prob. 14PCh. 11.S - Your options for shipping 100,000 of machine parts...Ch. 11.S - If you have a third option for the data in Problem...Ch. 11.S - Prob. 18PCh. 11.S - Prob. 19PCh. 11.S - Prob. 20PCh. 11.S - Prob. 21PCh. 11.S - Prob. 22PCh. 11 - Prob. 1EDCh. 11 - Prob. 1DQCh. 11 - Prob. 2DQCh. 11 - Prob. 3DQCh. 11 - Prob. 4DQCh. 11 - Prob. 5DQCh. 11 - Prob. 6DQCh. 11 - Prob. 7DQCh. 11 - Prob. 8DQCh. 11 - What is CPFR?Ch. 11 - Prob. 10DQCh. 11 - Prob. 11DQCh. 11 - Prob. 12DQCh. 11 - Prob. 13DQCh. 11 - Prob. 14DQCh. 11 - Prob. 15DQCh. 11 - Prob. 16DQCh. 11 - Prob. 17DQCh. 11 - Prob. 1PCh. 11 - Hau Lee Furniture, Inc., described in Example 1 of...Ch. 11 - Prob. 3PCh. 11 - Prob. 4PCh. 11 - Prob. 5PCh. 11 - Prob. 6PCh. 11 - Prob. 7PCh. 11 - Prob. 8PCh. 11 - Prob. 9PCh. 11 - Prob. 10PCh. 11 - Prob. 11PCh. 11 - Prob. 1.1VCCh. 11 - Prob. 1.2VCCh. 11 - Prob. 1.3VCCh. 11 - Prob. 1.4VCCh. 11 - Prob. 2.1VCCh. 11 - Prob. 2.2VCCh. 11 - Prob. 2.3VCCh. 11 - Prob. 3.1VCCh. 11 - Prob. 3.2VCCh. 11 - Prob. 3.3VCCh. 11 - Prob. 3.4VC
Knowledge Booster
Similar questions
- Classify the following risks into variation, foreseen uncertainty, unforeseen uncertainty, and chaos:h. A drug is found to have dangerous side effects following its launcharrow_forwardWhat is the significance of "risk velocity" in determining the urgency of risk response actions?arrow_forwardIn risk assessment, what do members of the company's safety group need to consider when doing the process of safety-related event classification? Why?arrow_forward
- Changes in product price and levels of competition are not an examples of systematic risks. True or Falsearrow_forwardEXPLAIN THE IMPORTANCE OF A MASTER RISKS LIST. Consider that the master risks list identifies the condition causing each risk, the potential adverse effect (consequence), outcome (frequently called the downstream effect), and the criterion or information used for ranking, such as probability, impact, and exposurearrow_forwardWhy do we need to manage risk? Explain Brieflyarrow_forward
- If a company identifies four risks with a risk score as follows: Risk An oven fire may result in the destruction of a store. A cybersecurity attack may result in the theft of customer data. A store employee getting sick may result in them backing out of their shift last minute. An employee stealing from a cash register may result in loss of cash. Which risk is the highest priority? Risk Score O An employee stealing from a cash register may result in loss of cash O A cybersecurity attack may result in theft of customer data OA store employee getting sick may result in them backing out of their shift last minute O An oven fire may result in the destruction of a store 5 15 4 6arrow_forwardIs it possible to skip the process of determining risk interactions? Why or why not?arrow_forwardDeveloping a risk identification strategy begins by creating a classification scheme for likely risk. With reference to this: 1. Explain this five common classification of riskarrow_forward
- If a product is dangerous beyond the expectation of the ordinary consumer of the product and a less dangerous alternative was economically feasible for the manufacturer, this is considered to be what?arrow_forwardYou are a risk manager of a school bus company in Hong Kong, your boss owns over 1,000 school buses. During COVID 19, almost all the school buses parked in no covered car park every day because students no need to be back to school. Your boss is considering a partial retention program for physical losses to the school buses. a) Identify the factors that your company should consider before it adopts a retention program for physical damage losses to school buses. b) If a retention program is adopted, what are the various methods you can use to pay for physical damage losses to school buses? c) Identify two risk-control measures that could be used in your company’s retention program for physical damage lossesarrow_forwardYou forgot risk mitigation?arrow_forward
arrow_back_ios
SEE MORE QUESTIONS
arrow_forward_ios
Recommended textbooks for you
Purchasing and Supply Chain ManagementOperations ManagementISBN:9781285869681Author:Robert M. Monczka, Robert B. Handfield, Larry C. Giunipero, James L. PattersonPublisher:Cengage Learning
Purchasing and Supply Chain Management
Operations Management
ISBN:9781285869681
Author:Robert M. Monczka, Robert B. Handfield, Larry C. Giunipero, James L. Patterson
Publisher:Cengage Learning