China 
Africa 
Explore chapters and articles related to this topic
Drought Assessment and Risk Analysis
Published in Saeid Eslamian, Faezeh Eslamian, Handbook of Drought and Water Scarcity, 2017
Nicolas R. Dalezios, Ana M. Tarquis Alfonso, Saeid Eslamian
A holistic and integrated approach to droughts has been gradually considered using common methodologies, such as risk analysis. Indeed, risk analysis or the risk management framework includes components, such as risk identification, risk estimation, risk assessment, risk evaluation, and risk governance, respectively. Within these components, drought hazard methodologies are incorporated including DEWS, severity–duration–frequency, and costbenefit analyses, among others. However, drought impacts are not yet systematically recorded and there are data constraints for modeling drought hazard. As a result, it is not still possible to develop global drought risk models.
Enterprise Risk Management
Published in Charles Yoe, Principles of Risk Analysis, 2019
Risk management is said to comprise the “coordinated activities to direct and control an organization with regard to risk.” A risk management framework is a set of components that provides the foundations and organizational arrangements for designing, implementing, monitoring, reviewing, and continually improving risk management throughout the organization. It is increasingly common for private industry to adopt an ERM model as its risk management framework. These models vary and are based more or less on the ISO risk management principles. The best ones provide for managing risk across the enterprise.
Enterprise risk management
Published in Charles Yoe, Primer on Risk Analysis, 2019
Risk management is said to comprise the “coordinated activities to direct and control an organization with regard to risk.” A risk management framework is a set of components that provides the foundations and organizational arrangements for designing, implementing, monitoring, reviewing, and continually improving risk management throughout the organization. It is increasingly common for private industry to adopt an ERM model as its risk management framework. These models vary and are based more or less on the ISO risk management principles. The best ones provide for managing risk across the enterprise.
An innovative decision-making framework for evaluating transportation service providers based on sustainable criteria
Published in International Journal of Production Research, 2020
Ananna Paul, Md. Abdul Moktadir, Sanjoy Kumar Paul
Operational aspect explains the organisation’s capacity, service quality, flexibility and reputation. In the literature, there are many studies that explain different operational criteria to evaluate a service provider. These criteria include service quality, location of the service provider, reputation, responsiveness, optimisation capability, delivery performance, use of information technology systems, risk management policies, capacity of the company and level of flexibility. Quality of service is ensured by carefulness, protection of materials and driver quality (Andersson and Norrman 2002; Göl and Çatay 2007; Jharkharia and Shankar 2007; Liu and Wang 2009; Chu and Wang 2012; Aguezzoul 2014). Location of the service provider is also important, and is measured by how close the service provider is and the infrastructure available at that location (Göl and Çatay 2007; Liu and Wang 2009; Aguezzoul 2014). The reputation of the company is a significant factor in evaluating a service provider, and can be measured through customer feedback and brand image (Göl and Çatay 2007; Jharkharia and Shankar 2007; Liu and Wang 2009). Responsiveness ensures the quality of reacting quickly and positively when needed (Menon, McGinnis, and Ackerman 1998; Göl and Çatay 2007; Liu and Wang 2009). The optimisation capability is another criterion that can be ensured using decision-making tools for optimisation of resources (Göl and Çatay 2007; Liu and Wang 2009). Delivery performance is a popular and widely explored criterion in the literature, and is measured by on-time delivery, delayed delivery, number of no shows and so on (Menon, McGinnis, and Ackerman 1998; Yeung 2006; Jharkharia and Shankar 2007; Liu and Wang 2009; Hsu, Liou, and Chuang 2013; Aguezzoul 2014). Several studies also note information technology systems as an important operational criterion; for example, the use of latest technologies for communication, tracking and analysis (Jharkharia and Shankar 2007; Liu and Wang 2009; Aguezzoul 2014). As risk management is becoming important for every business, to ensure business sustainability, the service provider should have a policy for risk management, such as a risk management framework (Jharkharia and Shankar 2007; Hsu, Liou, and Chuang 2013). The capacity of the company, such as the number of vehicles and employees, is another significant criterion for evaluating a service provider (Liu and Wang 2009). Most customers want to have a greater level of flexibility from a third-party service provider, which was evident in the literature. The level of flexibility includes the ability for a wide range of services, adaptability to changing customer demand and lead times, and capacity for managing uncertainty (Jharkharia and Shankar 2007; Hsu, Liou, and Chuang 2013; Aguezzoul 2014).