Ideal Interoperability of Logistics that Enhance Resilience of Supply Chains Based on PPP (Public-Private Partnership)

Kenji Watanabe

doi:10.20965/jdr.2012.p0344

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JDR Vol.7 No.4 pp. 344-348

(2012)

doi: 10.20965/jdr.2012.p0344

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Ideal Interoperability of Logistics that Enhance Resilience of Supply Chains Based on PPP (Public-Private Partnership)

Kenji Watanabe

Graduate School of Social Engineering, Nagoya Institute of Technology, Gokiso-cho, Showa-ku, Nagoya, Aichi 466-8555, Japan

Received:

April 17, 2012

Accepted:

April 20, 2012

Published:

June 1, 2012

Keywords:

interoperability, modal shift, resilience, PPP (Public-Private Partnership)

Abstract

The business impacts with the Great East Japan Earthquake to the society reflected not only in tangible areas but also in intangible areas such as supply chains and functionalities of urban cities. This note discusses increasing vulnerability of our networked society and also need for establishing interoperability of logistics realized by flexible modal shifts among different transportation methods. In the process of the discussions, necessity for PPP (Public-Private Partnership) is considered with two case studies from the United States and the United Kingdom. In the last, the way forward to establish a flexible logistics-based resilience in major supply chains is proposed to prepare for incoming disasters.

Cite this article as:

K. Watanabe, “Ideal Interoperability of Logistics that Enhance Resilience of Supply Chains Based on PPP (Public-Private Partnership),” J. Disaster Res., Vol.7 No.4, pp. 344-348, 2012.

Data files:

References

[1] Robert Handfield and Kevin P. McCormack (Eds.), “Supply Chain Risk Management,” Apr., 2010 (Japanese translation by Tokio Marine & Nichido Risk Consulting Co., Ltd.).
[2] Interim Report of the Strategy Study Group on the Automobiles contributing to the renaissance of Japanese economy, Automobile Division, Manufacturing Industries Bureau, Ministry of Economy, Trade and Industry, June, 2011 (in Japanese).
[3] “Traffic control at the time of Tokyo Metropolitan Near Field Earthquake,” Metropolitan Police Department,
http://www.keishicho.metro.tokyo.jp/seian/jisin/image/kisei.pdf
[4] Nonprofit Organization, ITS Japan, http://www.its-jp.org/
[5] Yossi Sheffi, “The Resilient Enterprise,” The MIT Press, 2005.
[6] CEAS: Corporate Emergency Access System, http://ceas.com/
[7] London 2012 Games Planning information for businesses, London 2012.com, 2011,
http://www.london2012.com/documents/business/preparing-your-business-for-the-games.pdf

This article is published under a Creative Commons Attribution-NoDerivatives 4.0 Internationa License.

[1] [1] Robert Handfield and Kevin P. McCormack (Eds.), “Supply Chain Risk Management,” Apr., 2010 (Japanese translation by Tokio Marine & Nichido Risk Consulting Co., Ltd.).

[2] [2] Interim Report of the Strategy Study Group on the Automobiles contributing to the renaissance of Japanese economy, Automobile Division, Manufacturing Industries Bureau, Ministry of Economy, Trade and Industry, June, 2011 (in Japanese).

[3] [3] “Traffic control at the time of Tokyo Metropolitan Near Field Earthquake,” Metropolitan Police Department,
http://www.keishicho.metro.tokyo.jp/seian/jisin/image/kisei.pdf

[4] [4] Nonprofit Organization, ITS Japan, http://www.its-jp.org/

[5] [5] Yossi Sheffi, “The Resilient Enterprise,” The MIT Press, 2005.

[6] [6] CEAS: Corporate Emergency Access System, http://ceas.com/

[7] [7] London 2012 Games Planning information for businesses, London 2012.com, 2011,
http://www.london2012.com/documents/business/preparing-your-business-for-the-games.pdf