This document presents a framework that integrates knowledge management with risk management to address the lack of human capital usage in supply chain decision making. It develops a framework by linking a knowledge map with a risk map using Unilever as a case study. The document analyzes Unilever's risks, knowledge management practices, and generates a knowledge map and risk map to evaluate the proposed framework.

1. "Knowledge management framework in managing the risks in supply chain and
logistics management".
M.Sc. Knowledge Management
K6299 – Critical Inquiry in Knowledge Management
Guide: Dr. Ravi S. Sharma (Associate Professor)
22/04/13
RSS – 06
Presented By
Surendran Ravindran (G1200857G)
Thangavel Yogesh (G1200864C)
Venkataramanujam Kannan (G1101791L)

2. Problem Background
“Risk comes from not knowing what you are doing” (Warren Buffet, 2007) - It
is the quote by the well known billionaire, as he mentioned the lack of
information is one of the reasons behind the risk event.
The current supply chain management does on build on the collective knowledge
of the workforce Inefficient usage of available knowledge in the company.
Toyota’s JIT approach leading to financial loss.
(http://www.reuters.com/article/2011/03/21/us-japan-supplychain-sp-
idUSTRE72K5AL20110321)
Identified gap: Decision making process in risk management does not involve
human capital.

3. Research Objective
•To develop a framework by integrating Knowledge management with
Risk management for addressing the lack of human capital usage in
supply chain decision making.
•Evaluating the framework with an integrated map that links
Knowledge map with risk map using Unilever as a case study.

4. Research Methodology
• Research Type: Qualitative and interpretive
• Research Method: Content Analysis study on Supply Chain and Risk
Management.
• Considered Attributes - Product Variety, Types and Methods of Risk
• Literature review.
• Development of Framework - Fusion of KM and RM Framework
• Evaluation - Using the framework to generate the Knowledge Map and Risk
Map for a company

5. Company Background and its Supply Chain Management
• Toyota – Toyota Production System: Lean Manufacturing System, Total
Quality Management
• Unilever – Sustainability Stakeholder Rating Tool
• Nestle – Key Performance Indicators, Powersim-Simulation Modeling
• Coca-Cola – Guiding Principle Metrics
• L'Oreal – Categorised by Key Tasks

6. Risk Types and Mitigation Ways
• Demand Risks
• Supply Risks
• Infrastructure Risks
• Catastrophic Risks Associated Risks
• Regulatory Risks
• Bureaucratic and Legal Risks • Toyota – Natural Risk (Recent Earthquake)
• Borderless Manufacturing Risks • Coca-Cola – Environmental Risk (Water)
• Financial Risks, • Unilever – Competition Risk (Competitors)
• Information Risks • Nestle – Natural Risk (Land)
• Intellectual Property Risks • L'Oreal – Demand Risk (Suppliers)
• Production Capacity Risks
• Operational Risks
• Political Risks
• Technology Risks
• Shipping Risks
• Competition Risks
• Quality Risks

7. KM and RM Fusion
Concepts: Risk Management Principles and Guidelines (Standards Australia, n.d)

8. Risk Intelligence
Concepts: Risk Management Principles and Guidelines (Standards Australia, n.d)

9. Knowledge Management Framework

10. Unilever as a Case Study
Brand Value
Customers, Retailers, and Suppliers
Relational Capital
Network
Strategic Alliances and Outsourcing
Investments
Polices, Process, Practices and Procedures
Information and Communication Structural Capital
Technology
Knowledge Portals
Research and Development
Human Capital
Human Resource

11. Unilever as a Case Study - Risk Analysis
Risk ID Risk Event Risk Category Likelihood Business Impact
A Political Risk Macro economy Low High
B Supplier Risk Resource High Medium
C Legal Risk Political Medium Medium
D Shipping Risk Resource Medium Medium
E Natural Risk Macro economy Low High
F Environmental Risk Competitive High Medium
*Scale: Low (1-3), Medium (4-6), High (7-10)
Source: Cause and Effect Method

12. Unilever as a Case Study – KM Map
Cultural Values
Creative Wisdom Positive Thinking
Knowledge Creation Knowledge Transfer Knowledge Retention
•IDEA Storm platform (B) •Corporate •Knowledge database
•External research socials/Expertise (B)
institutes (D) (B) directories (A) (F) •‘Newbee’ Knowledge
•T-shaped approach •Knowledge Repository transition (E)
•COPs & focus groups(F) (C) (D)
•Informal meetings •EKP
•AAR
Unwavering Drive
Knowledge Sharing Innovations

13. Conclusion