Supply chain risk management: From theory to practice

This study systematizes the theoretical foundations of supply chain risk management and analyzes five representative cases: Toyota–Aisin, Nokia–Ericsson–Philips, Maersk–NotPetya, Ever Given–Suez Canal, and the COVID-19 pandemic. The study combines a literature review with multiple-case analysis based on secondary data. The findings identify common vulnerabilities, including dependence on critical suppliers, inadequate early-warning systems, slow responses, excessive reliance on digital infrastructure, logistics bottlenecks, and insufficient resilience to systemic shocks. The cases demonstrate that cost efficiency alone cannot ensure supply chain continuity under severe disruption. Enterprises should therefore integrate risk identification, supplier diversification, cybersecurity, contingency planning, visibility, collaboration, and recovery capacity into supply chain strategy. The study recommends shifting from pure cost optimization toward risk-informed and resilience-oriented supply chain management.