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Resilience Engineering
TU DelftTU EindhovenUniversity of TwenteWageningen University
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Resilience Engineering
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Website: 4TU.nl

Matthieu Lauras

With 6 children at home, I always had to manage numerous logistics issues. That’s probably why I decided early to start working in the Supply Chain Management domain for my M. Eng. (2001, IMT Mines Albi) and my PhD (2004, Toulouse University)…

Currently, I am a Full-Professor in Supply Chain Management and Deputy-Head of the Industrial Engineering Center at IMT Mines Albi in France. I lead the Pierre Fabre “Agile Supply Chain” Chair and I am the Scientific Director of various public-private joint research labs and research projects. I also serve as the director of the international MSc SCALE (Supply Chain And LEan management) in collaboration with Toulouse Business School (France). Outside of IMT Mines Albi, I am Adjunct-Professor at the Physical Internet Center, School of Industrial and Systems Engineering, Georgia Institute of Technology (USA). I am also Adjunct-Professor at the School of Economics and Management, Beijing Jiaotong University (China) and Visiting Researcher at the Faculty Technology, Policy & Management, TU-Delft (The Netherlands). Finally, I am the co-founder and the scientific director of the Supply Chain Management consulting and training company AGILEA (France).

My research works develop contributions to support collaborative networks’ stakeholders to better make their decisions in uncertain and/or disruptive environment. My research activities concern both industrial management systems and crisis management systems such as humanitarian supply chains. As recent crises such as COVID-19 have highlighted the need for more agility and resilience in Supply Chains, I plan to contribute to the enhancement of those capabilities by working with the 4TU Centre for Resilience Engineering on the development of innovative and original decision-making support systems and processes.

To me, resilience seen as the ability of avoiding strong impacts on the system in case of disruption and of getting back to an acceptable situation after a disruption, must be the core performance objective of modern Supply Chains. Unfortunately, I noticed that most of existing Supply Chain processes and tools are not aligned with this objective. It is now time to think and act beyond legacy Supply Chain Management dogmas and practices. This ambition will benefit for sure of the interdisciplinary perspective developed at the 4 TU Centre for Resilience Engineering.