In many industries, future demand is driven by past sales, and the inability to sell today can decrease future market size. While the dependence of demand on sales has been addressed in several streams of Operations literature, such a setting has not been studied in the disruptions literature....

We offer the notion of ‘commons’ at different levels — within company, private across company, and gov- ernment sponsored across industry sectors — and discuss how the creation of such commons enabled firms to be both efficient during normal times and resilient against the disruptions...

We focus on the optimal use of risk mitigation inventory (RMI) and reserve capacity to manage disruption risk in serial multi-stage supply chains where product transformation occurs at each stage. We find that under reasonable conditions it is better to hold more RMI downstream than upstream...

In this paper, we offer a characterization of resilience-enhancing measures. We argue that resilience-enhancing measures are either based on using dedicated resources (referred to as "dedicated resilience levers") or on using shared resources (referred to as "shared resilience levers"). By...

In this paper, we offer a characterization of resilience-enhancing measures. We argue that resilience-enhancing measures are either based on using dedicated resources (referred to as "dedicated resilience levers") or on using shared resources (referred to as "shared resilience levers"). By...

Product proliferation occurs in supply chains to produce diverse products from a limited variety of raw materials. In such a setting, manufacturers can establish market responsiveness and/or cost efficiency in alternative ways. Delaying the point of the proliferation helps manufacturers improve...