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Purpose: This paper presents a systematic review of the literature in the domain of maritime disruption management, upon which future research framework and agenda are proposed. Two review questions, i.e. the measures that are employed to manage disruptions and how these contribute to resilience performance, were pursued. Design/methodology/approach: The systematic literature review procedure was strictly followed, including identification and planning, execution, selection and synthesis and analysis. A review protocol was developed, including scope, databases and criteria guiding the review. Following this, 47 articles were eventually extracted for the systematic review to identify themes for not only addressing the review questions but also highlighting future research opportunities. Findings: It was found that earlier studies mainly focused on measures, which are designed using mathematical models, management frameworks and other technical support systems, to analyse and evaluate risks, and their impacts on maritime players at the levels of organisation, transport system and region in which the organisation is embedded. There is, however, a lack of research that empirically examines how these measures would contribute to enhancing the resilience performance of maritime firms and their organisational performance as a whole. Subsequently, a Digitally Embedded and Technically Support Maritime Disruption Management (DEST-MDM) model is proposed. Research limitations/implications: This review is constrained by studies recorded by the Web of Science only. Nevertheless, the proposed research model would expectedly contribute to enhancing knowledge building in the specific domain of maritime disruption management and supply chain management overall while providing meaningful managerial implications to policymakers and managers in the maritime industry. Originality/value: This research is perhaps one of the first studies which presents a systematic review of literature in maritime disruption management and proposes a future research framework that establishes the link between disruption management and resilience and organisational performance for empirical validation.

To link to full-text access for this article, visit this link: http://dx.doi.org/10.1016/j.ijpe.2009.11.036 Byline: Truong Ton Hien Duc (a), Huynh Trung Luong (b), Yeong-Dae Kim (a) Keywords: Supply chain; Bullwhip effect; Autoregressive model; Base stock policy; Inventory cost Abstract: In this research, we examine the impact of a third-party warehouse on the bullwhip effect in a three-stage supply chain with one supplier, one third-party warehouse and two retailers. We compare the bullwhip effect in this three-stage supply chain and that in a two-stage supply chain with only one supplier and two retailers. It is assumed that the demand process can be modeled with an AR(1) model and the base stock inventory policy is employed for both the third-party warehouse in the three-stage system and the two retailers in the two-stage system. It is found that the existence of the third-party warehouse has no influence on bullwhip effect when the lead times of the third-party warehouse and the two retailers are equal. For cases in which the third-party warehouse does not have any impact on bullwhip effect, we examine the impact of the third-party warehouse on the inventory cost in the supply chain by analyzing inventory cost savings obtained by the existence of the warehouse. Author Affiliation: (a) Department of Industrial Engineering, Korea Advanced Institute of Science and Technology, Yuseong-gu, Daejeon 305-701, Korea (b) Industrial Systems Engineering Program, School of Advanced Technologies, Asian Institute of Technology, P.O. Box 4, Klong Luang, Pathumthani 12120, Thailand Article History: Received 7 June 2007; Accepted 15 September 2009