Business Continuity and the Ongoing Management of Risk
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Vicky Koo, Director of Vizilog Asia Ltd. and Oliver Cofler, Director of Scala Consulting are Guest Speakers for CILT international webinar on Wednesday 17th June 2020.
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Business Continuity and the Ongoing Management of Risk
- 1. ciltinternational.org1 Covid-19 Best Practice Response Business Continuity and the Ongoing Management of Risk Director, Vizilog Asia Ltd. Deputy WiLAT Global Chairperson Vicky Koo
- 2. More than 44% of respondents do not have a plan in place to address supply disruption from China. Of those, a majority (23% of respondents) report current disruptions. www.ciltinternational.orgCOVID19 Best Practices Response2 Source: COVID19Survey: Impacts on Global Supply Chains Institute for Supply Management (ISM)
- 3. More than half (53%) are having difficulty getting supply chain information from China www.ciltinternational.orgCOVID19 Best Practices Response3 Source: COVID19Survey: Impacts on Global Supply Chains Institute for Supply Management (ISM)
- 4. www.ciltinternational.orgCOVID19 Best Practices Response4 Source: Digital Capability Model (DCM) Deloitte Consulting Intelligent Supply Supplier Collaboration Total Cost of Ownership Category Management Source Execution Intelligent Contract Management Procurement and Compliance Invoice and Payments Processing Synchronized Planning Digital Development Accelerated Proof of Concept Common Platform and Product Architecture Development Collaboration Ecosystem Model-Based Definition (MBD) Development Automation Design for Consumption Model Smart Operations Dynamic Fulfillment Efficient Transportation Operations Interconnected Signal Transmission Chain of Custody and Integrity Omnichannel Order Fulfillment Efficient Warehouse Operations Optimal Path Selection Adaptive Network Response Connected Customer
- 5. www.ciltinternational.orgCOVID19 Best Practices Response5 Performance Attribute Level-1 Metric Reliability RL.1.1 Perfect Order Fulfillment Responsiveness RS.1.1 Order Fulfillment Cycle Time Agility AG.1.1 Upside Supply Chain Adaptability AG.1.2 Downside Supply Chain Adaptability AG.1.3 Overall Value at Risk Cost CO.1.1 Total Supply Chain Management CO.1.2 Cost of Goods Sold (COGS) Asset Management AM.1.1 Cash-to-Cash Cycle Time AM.1.2 Return on Fixed Assets AM.1.3 Return on Working Capital Source: SCOR Model ASCM
- 6. “For true DIGITALTRANSFORMATION, businesses must embrace AGILITY” www.ciltinternational.orgCOVID19 Best Practices Response6 Source: Jeanne Ross, MIT Sloan Principal Research Scientist The MIT Scientist at the MIT Center for Information Systems Research (CISR)
- 7. ciltinternational.org7 Covid-19 Best Practice Response Business Continuity and the Ongoing Management of Risk Director , SCALA Consulting Oliver Cofler
- 8. www.ciltinternational.orgCOVID19 Best Practices Response8 Source:Source: Critical Medium High Critical Major Low Medium High Manageable Low Low Medium > 3 Years 1- 3 Years < 1 Year Impact Likelihood Loss of manufacturing Plant Collapse of major customer Loss of Single DC Loss BV Place Skills Gap Were you prepared for COVID? Org Changes Extended System Loss High level of business change Collapse of a supplier Industrial action / major people issue Major Quality / health / regulatory issue` Major Fraud & Theft Civil Unrest Fuel Strike Severe Weather
- 9. www.ciltinternational.orgCOVID19 Best Practices Response9 Source: Was your BCP in place?
- 10. www.ciltinternational.orgCOVID19 Best Practices Response10 What makes a good BCP? • Purpose • Scope • Activation • Detail • Criticality • Business response • Recovery and resumption
- 11. • Crisis Response • People Management • Mitigate Supply Chain Disruption • Assess financial stability • Refocus strategy www.ciltinternational.orgCOVID19 Best Practices Response11
- 12. www.ciltinternational.orgCOVID19 Best Practices Response12 • Capitalism 2.0 • Globalisation to localisation • Margins and profitability • Constant disruption • Skills and capabilities …The New Normal?
Editor's Notes
- the ability to respond to demand swings becomes the key of business continuity in times of uncertainty. In the Post Covid-19 era, digitalisation will be the main stream to improve agility. Time to start drawing a digitisation plan for your supply chains.
- Digital Capabilities Model for Supply Networks is intended to provide the supply chain profession a reference model to guide the development of digital supply networks. The model is designed in a relational manner to help supply chain professionals envision and then build digitally-enabled capabilities required to transform their linear supply chains into a set of dynamic networks.
- Agility The Agility attribute describes the ability to respond to external influences. External influences include: non-forecastable increases or decreases in demand; suppliers or partners going out of business; natural disasters, acts of cyberterrorism and physical terrorism; availability of financial resources, which can depend on the state of the economy; and labor issues. The SCOR key performance indicators for Agility are Upside Supply Chain Adaptability (AG.1.1), Downside Supply Chain Adaptability (AG.1.2) and Overall Value at Risk (AG.1.3). Agility is a customer-focused attribute.