# Evaluation of ISO 31010 Techniques for Supply Chain Risk Management in Automotive Suppliers
## 2 Literature Review
### Supplier Perspective on Risk Management  
According to [PERSON] et al. [61], there are no specific requirements that define the prioritization criteria for SCRM applied to suppliers. The authors recommend further investigation into how different companies work to assess risks in supply chain management. [PERSON] and [PERSON] [62] found that one-third of an organization's suppliers could reduce their risk impact on the company by at least 77% by applying SCRM methods. The company, together with its supply chain partners, must work to minimize the likelihood of risk events with the greatest impact on the organization and the greatest chance of occurrence. Organizations, along with their suppliers, should develop targeted approaches to minimize risk as part of a comprehensive program of supply risk management. Focusing on the impact of a collaborative relationship between industrial and supply partners on the SCRM, [PERSON] et al. [63] proposes a framework that is tested on data collected from French companies. The proposed framework has four main elements: characteristics of firms and respondents; perception of supply chain risk; relationship between focal and supply firms; and risks mitigation methods. The first involves understanding key features of the firms in terms of size, activity, sector, and others. The perception element is differentiated from \"risk identification\" because it is a passive approach. In other words, it is without a defined goal or objective, because it seeks not to identify but to understand perceived risks. The relationship between firms consists of the formalization of information, thus removing ambiguities about information in order to establish procedures and rules to deal with risks. Through interviews with different actors, [PERSON] et al. [64] investigate risks related to the supply management processes of a purchasing manufacturing firm. In this case study, it was identified that the visibility of supplier-related risks was dependent on different factors, such as the manager's role, responsibilities, and hierarchical level within the company. Individual sets of conceptualizations of risk generate the risks from the supplier. Because in complex organizations, over a long time, role-specific overconfidence can develop among managers, leading to a reliance on specific sets of risk mitigation strategies. [PERSON] and [PERSON] [65] focus on a proactive planning procedure in the mitigation phase of a SCRM process, specifically in the face of risky suppliers, aiming to decrease the damage that could be caused in case of disruption. Through linear programming, this study performs risk analysis from the suppliers' perspective, focusing on shifting orders among suppliers to mitigate risks. From the suppliers' perspective, in firms with limited resources, and using a survey-based and structure equation modeling, [PERSON] and [PERSON] [66] investigate the conditions to maintain and improve performance facing the problems incurred by product complexity. This study indicates that the complexity of products actually motivates the promotion of collaboration between firms and their suppliers. Also, it was found that collaboration at the operational level leads to better performance. And, through an inductive and qualitative methodological approach, [PERSON] and [PERSON] [67] investigate barriers to multi-tier supply chain risk management in the automotive and civil aircraft industries. In this study, it was found that high dependency on strategic alliances with suppliers affects the efficiency of SCRM, besides the risks related to the exposure of information with the implementation of new information and communication technologies. Regarding the multi-tier supply chain, [PERSON] et al. [3] also point out that non-conformities are more difficult to identify in lower tiers. This is due to horizontal complexity, meaning that there is a large number of suppliers at this stage of the chain, in addition to the geographical distance between the focal company and lower-tier suppliers.