# Evaluation of ISO 31010 Techniques for Supply Chain Risk Management in Automotive Suppliers
## 2 Literature Review
### Risk Management in Suppliers of the Automotive Industry  
When proposing a supply chain risk management (SCRM) framework, [63] recommend the development of specific studies in the automotive sector. Stoppages in automotive assembly lines can occur even due to small suppliers' shortages. Since assembly lines determine the pace of the entire supply chain, a stoppage can affect the entire operation, resulting in economic losses of over USD 100 million per day [65].  
Thus, [65] employing a proactive SCRM procedure in the automotive industry can optimize the procurement plan. The study investigates the risks of three suppliers for the same part. Firstly, risks are identified, analyzed, and evaluated through a probability-impact matrix and interviews with managers, generating a risk profile for each supplier. Then, a linear programming model is developed, considering cost and risk criteria, to optimize the distribution of purchases of said part among the three suppliers. This way, it is possible to elaborate a purchasing plan for the automotive industry that considers not only cost, but also the risk factors of suppliers. This multicriteria design in supplies, combining commercial and risk management aspects, is supported by several studies in the literature, such as [74; 75; 76; 77]. Sustainability criteria in suppliers also influence the performance [38] and resilience [36] of the chain.  
Recently, [PERSON] [55] investigated the impact of the COVID-19 pandemic on the automotive industry and found extreme fluctuations in demand. Amidst this turbulent scenario, the success of automotive supply chain risk management (SCRM) relied primarily on factors such as collaboration and communication with customers and business partners, unlike other industries that emphasized digital transformation and organizational culture. The lack of comprehensive information sharing is seen as the main barrier to developing SCRM at various levels in the automotive industry [67]. Additional research corroborates that integration with suppliers strengthens the impact of SCRM on operational flexibility [71] and that collaboration with suppliers brings benefits to performance, improving risk management with modest investments [66].  
On the other hand, [PERSON] and [PERSON] [78] identify cases in the literature where automotive manufacturers exploit weaker suppliers to gain greater economic advantages. Thus, they investigate power asymmetries in the relationship between manufacturers and suppliers, in the context of risks associated with joint product development. The authors argue that initially, it is easier for the dominant party to identify and mitigate risks. However, the disadvantages faced by the weaker party can increase the likelihood of these risks occurring. Therefore, asymmetries should be considered in the supplier selection process, as there is a balance between the technical capacity of the supplier and the control exerted by the manufacturer during joint product development.  
In this context, [PERSON] et al. [7] investigate asymmetries and supplier resilience, with an emphasis on individuals and their interpersonal relationships. The authors suggest that supply disruptions can be better managed by employees who maintain more diverse interpersonal connections with suppliers, especially in symmetric relationships between manufacturers and suppliers. [PERSON] et al. [64] also highlight the importance of the individual and point out significant discrepancies in the perception of supply risks within an organization, depending on the hierarchical levels of those involved, their positions, and specific contexts. Therefore, risk management practices are often conducted in a fragmented manner within organizations, in contrast to the integrated approaches suggested in the literature.