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Wenn die Lieferkette reißt – Sourcing und globales Risikomanagement

TT
by to-teach Team
8 pagesAb Klasse 11Economics
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Write down a real historical event that caused a massive disruption to global or regional logistics. You will receive a logistics crisis scenario tailored to that event for the risk analysis of an industrial company.

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Zielsetzung: Das Arbeitsblatt behandelt die Grundlagen des Supply Chain Managements und der internationalen Beschaffungslogistik unter Krisenbedingungen. Am Fallbeispiel analysieren die Lernenden die Schwachstellen globaler Lieferketten, bewerten unterschiedliche Sourcing-Strategien (Single Sourcing, Dual Sourcing, Nearshoring) sowie Lagerhaltungskonzepte (Just-in-Time vs. Just-in-Case) und entwickeln strategische Handlungsempfehlungen zur Vermeidung von Produktionsstillständen.


Inhalte und Methoden: Die Vermittlung erfolgt durch die Analyse eines fiktiven Krisenberichts, die Erarbeitung betriebswirtschaftlicher Fachbegriffe und die kriteriengeleitete Bewertung verschiedener Beschaffungsstrategien. Die Lernenden vergleichen Single und Multiple Sourcing sowie Just-in-Time und Just-in-Case, beurteilen die Strategien Global Sourcing, Dual Sourcing und Nearshoring anhand einer Kriterienmatrix und berechnen unter Einbezug des Total-Cost-of-Ownership-Ansatzes mögliche Folgekosten von Lieferausfällen. Abschließend entwickeln sie einen kurzfristigen Notfallplan, analysieren den Bullwhip-Effekt und formulieren eine fachlich begründete Beschaffungsempfehlung für die Geschäftsleitung.


Kompetenz:

  • Fachkompetenz: Beherrschung zentraler Logistik- und Beschaffungsbegriffe (Single/Dual/Multiple Sourcing, Nearshoring, Just-in-Time, Just-in-Case, Total Cost of Ownership, Bullwhip-Effekt)
  • Analyse- und Urteilskompetenz: systematische Gegenüberstellung von Kosten- und Risikofaktoren internationaler Wertschöpfungsketten sowie das kriteriengeleitete Abwägen von Versorgungssicherheit versus Effizienz
  • Handlungs- und Entscheidungskompetenz: Entwicklung operativer Notfallpläne und Abfassen einer strategischen Beschaffungsempfehlung an das Top-Management.


Zielgruppe und Niveau: Ab Klasse 11

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