1. The document discusses the increasing importance of supply chain risk management due to factors like leaner supply chains, outsourcing, and globalization that have increased vulnerability. It notes a rise in natural and man-made disasters that can impact supply chains.
2. Different types of risks are identified including operational, geopolitical, catastrophe, market, strategic, financial, and supplier risks. Political instability in particular is highlighted as a risk that can significantly impact global supply chains.
3. The need for a comprehensive, objective, and balanced approach to supply chain risk management is advocated that considers both short and long term decision making across all relevant risks and supplier types. Metrics and dashboards are proposed to help assess and
Best-in-Class Crisis Preparation: Maximize Readiness with the Four T’sMissionMode
As presented at DRJ Spring World 2015.
Presenter: Robert Edson, Vice President, MissionMode
While business continuity management as a discipline continues to develop rapidly, it’s clear that many companies worldwide are failing in terms of disaster readiness. There’s no doubt that business continuity management is complex, but there are things every company can do to speed up their BCM maturity curve.
In this presentation, Edson takes an in-depth look at common pitfalls as well as solutions to improve program effectiveness that any company can implement. He shares results from MissionMode’s Readiness Survey and experience gained working with MissionMode clients including Gap, Inc., Xcel Energy and others to illustrate how the right combination of teamwork, templates, testing and tools helps organizations enhance their business continuity programs.
Concert interrupted - an agenda for the chief supply chain officer to develop...Tristan Wiggill
A presentation by Danie Schoeman Master’s Degree in Manufacturing Engineering, Managing Director, Danie Schoeman and Company, South Africa.
Delivered during the 38th annual SAPICS event for supply chain professionals in Sun City, South Africa.
Getting your beautiful supply chain concert of coordination interrupted is going to happen sometime. Supply chain disruptions are inevitable – from superstorms, human illness epidemics to factory fires, child labour and cyber-attacks. Managing risks that cause unpredictable supply chain disruptions have moved past the purview of operational risk managers to the C-suite and corporate boards, where they are increasingly being held accountable for organizational risk. The goal of this paper is to assist the chief supply chain officer to set an agenda for identifying supply chain vulnerabilities and risks, and how to develop a plan and countermeasures for these.
Best-in-Class Crisis Preparation: Maximize Readiness with the Four T’sMissionMode
As presented at DRJ Spring World 2015.
Presenter: Robert Edson, Vice President, MissionMode
While business continuity management as a discipline continues to develop rapidly, it’s clear that many companies worldwide are failing in terms of disaster readiness. There’s no doubt that business continuity management is complex, but there are things every company can do to speed up their BCM maturity curve.
In this presentation, Edson takes an in-depth look at common pitfalls as well as solutions to improve program effectiveness that any company can implement. He shares results from MissionMode’s Readiness Survey and experience gained working with MissionMode clients including Gap, Inc., Xcel Energy and others to illustrate how the right combination of teamwork, templates, testing and tools helps organizations enhance their business continuity programs.
Concert interrupted - an agenda for the chief supply chain officer to develop...Tristan Wiggill
A presentation by Danie Schoeman Master’s Degree in Manufacturing Engineering, Managing Director, Danie Schoeman and Company, South Africa.
Delivered during the 38th annual SAPICS event for supply chain professionals in Sun City, South Africa.
Getting your beautiful supply chain concert of coordination interrupted is going to happen sometime. Supply chain disruptions are inevitable – from superstorms, human illness epidemics to factory fires, child labour and cyber-attacks. Managing risks that cause unpredictable supply chain disruptions have moved past the purview of operational risk managers to the C-suite and corporate boards, where they are increasingly being held accountable for organizational risk. The goal of this paper is to assist the chief supply chain officer to set an agenda for identifying supply chain vulnerabilities and risks, and how to develop a plan and countermeasures for these.
Study ROI of Supply Chain Risk Management (riskmethods Nov 2014)Heiko Schwarz
“ROI of Supply Chain Risk Management” The study provides detailed information on which individual potentials - that can be evaluated in monetary terms - provide the source for calculating ROI of SCRM. Learn more download the brand new study about SCRM!
EPA Internal Auditing Policies: Guarding Against Violations & Penalties
Speakers:
David H. Quigley is a partner with Akin Gump Strauss Hauer & Feld LLP. David handles an array of environmental matters including transactional, enforcement litigation, regulatory compliance and legislative development.
Daniel Spandau of DJS Consulting is an Environmental Risk Consultant with over 25 years of experience providing environmental services to Fortune 500 companies. Mr. Spandau specializes in environmental risk assessment and strategic opportunity analysis.
Top 10 Logistics Risks in the Spirit of David LettermanThomas Tanel
The simple fact is that in today’s longer, more global supply chains, product moves over greater distances and across more multinational borders than in the more localized supply chains of the past. The coordination and execution required for international shipments has always been a challenge. But now we find that market conditions, security considerations, transportation versus inventory costs of ownership, increasing regulatory and political pressures, and even natural events (such as storms and earthquakes) with increasing frequency and havoc are converging in such a way that it makes the task even more daunting.
Proactive discovery and visibility of logistics risks is the key to the prevention and management of supply chain disruptions. And a key ingredient in managing supply chain disruptions is risk identification; so attend this valuable presentation to find out what the Top 10 Logistics Risks are (in the spirit of David Letterman) that you will be facing in the coming years. Donald Rumsfeld, former US Secretary of Defense quipped in 2002, “Reports that say that something hasn’t happened are always interesting to me, because, as we know, there are known knowns; there are things we know we know. We also know there are known unknowns; that is to say we know there are some things we do not know. But there are also unknown unknowns-—-the ones we don’t know we don’t know.”
General Gus Pagonis, in charge of logistics during the First Gulf War in 1991 describes it best in his own words, “Logisticians deal with unknowns. They attempt to eliminate unknowns, one by one, until they are confident that they have done away with the possibility of paralyzing surprises.” Are you equipped to succeed in a supply chain world of increasing difficulty and insecurity and multiple interconnected supply chains? Do you have the correct response to a supply disruption in the supply chain and the attendant Top 10 Logistics Risks?
Why is logistics risk management in the supply chain so important now? You’ve spent years streamlining operations, reengineering processes, integrating with partners, implementing purchasing, contract management and supply chain systems, and moving production to low-cost, offshore locations. You’ve done all of this in order to get a global supply chain that really works. Finally, you can take a deserved rest, right? Unfortunately, the answer is no-—-you must learn to continuously adapt to a volatile, uncertain, complex, and ambiguous logistics environment!
As noted by Charles Darwin, “It is not the strongest of the species that survives, or the most intelligent that survives. It is the one that is the most adaptable to change.”
Risk management is about having a systematic way of dealing with thin
2018 Val Act: Session 22 - Material weaknessAlex Hovi
Avoiding the material weakness: Case studies in developing effective controls.
Originally presented by Melanie Dunn and Mark Spong at the 2018 Valuation Actuary Symposium.
This presentation explores the challenges, opportunities and available tools in developing a safety case regime for operators of major hazardous installations.
A supply chain has many vendors that need to be assessed for the risk they pose to the organization. A vendor risk analysis process should be in place to determine where weaknesses are from a technology point of view in the supply chain.
This presentation discusses the criteria an institution should use to evaluate its ALLL, recommendations and best practices to support a change and key areas examiners investigate after a significant change to the ALLL. See how automation can help: http://web.sageworks.com/alll/
While everyone is quick to jump onto the Machine Learning trend, is it really safe to implement within the financial services sector with so many issues surrounding the regulatory and ethical side of utilizing machines to make human decisions?
Overcoming the issues faced when explaining outcomes that may be discriminatory which can damage a company’s reputation
Is Machine Learning really needed to automate financial processes or does the negativity around ethical considerations enough to reconsider?
Can regulatory bodies ever be confident enough in the decisions made by the machines to allow ML to really progress in financial services?
Looking towards ensuring transparency in the models decision making process to determine if it is suitable for deployment in financial decisions
This white paper discuss on building a supply chain beyond risks factors surrounding organization operations. Companies today work on several supply chain strategies to improve their supply chain.
Risk factors in as-is process and how to eliminate those risks.
Your Best Recall is the One You Never Have to DoSparta Systems
Regardless of industry, the best recalls are the ones that never happen. Recalls are not only costly to a company’s bottom line, but also to its reputation. Since so many entities are involved in the process of manufacturing, packaging, and distributing a finished product, it’s crucial to have insight into each link in the supply chain to avoid a costly recall.
Key Concerns in the Pharmaceutical and Healthcare Supply Chain - D.Quinn Apri...Dan Quinn
This is the output of a recent Achilles sponsored round-table on Supply Chain Risk Management at the ProcureCon Health 2013 event in Zurich - hope you find it interesting. Regards, Dan.
Study ROI of Supply Chain Risk Management (riskmethods Nov 2014)Heiko Schwarz
“ROI of Supply Chain Risk Management” The study provides detailed information on which individual potentials - that can be evaluated in monetary terms - provide the source for calculating ROI of SCRM. Learn more download the brand new study about SCRM!
EPA Internal Auditing Policies: Guarding Against Violations & Penalties
Speakers:
David H. Quigley is a partner with Akin Gump Strauss Hauer & Feld LLP. David handles an array of environmental matters including transactional, enforcement litigation, regulatory compliance and legislative development.
Daniel Spandau of DJS Consulting is an Environmental Risk Consultant with over 25 years of experience providing environmental services to Fortune 500 companies. Mr. Spandau specializes in environmental risk assessment and strategic opportunity analysis.
Top 10 Logistics Risks in the Spirit of David LettermanThomas Tanel
The simple fact is that in today’s longer, more global supply chains, product moves over greater distances and across more multinational borders than in the more localized supply chains of the past. The coordination and execution required for international shipments has always been a challenge. But now we find that market conditions, security considerations, transportation versus inventory costs of ownership, increasing regulatory and political pressures, and even natural events (such as storms and earthquakes) with increasing frequency and havoc are converging in such a way that it makes the task even more daunting.
Proactive discovery and visibility of logistics risks is the key to the prevention and management of supply chain disruptions. And a key ingredient in managing supply chain disruptions is risk identification; so attend this valuable presentation to find out what the Top 10 Logistics Risks are (in the spirit of David Letterman) that you will be facing in the coming years. Donald Rumsfeld, former US Secretary of Defense quipped in 2002, “Reports that say that something hasn’t happened are always interesting to me, because, as we know, there are known knowns; there are things we know we know. We also know there are known unknowns; that is to say we know there are some things we do not know. But there are also unknown unknowns-—-the ones we don’t know we don’t know.”
General Gus Pagonis, in charge of logistics during the First Gulf War in 1991 describes it best in his own words, “Logisticians deal with unknowns. They attempt to eliminate unknowns, one by one, until they are confident that they have done away with the possibility of paralyzing surprises.” Are you equipped to succeed in a supply chain world of increasing difficulty and insecurity and multiple interconnected supply chains? Do you have the correct response to a supply disruption in the supply chain and the attendant Top 10 Logistics Risks?
Why is logistics risk management in the supply chain so important now? You’ve spent years streamlining operations, reengineering processes, integrating with partners, implementing purchasing, contract management and supply chain systems, and moving production to low-cost, offshore locations. You’ve done all of this in order to get a global supply chain that really works. Finally, you can take a deserved rest, right? Unfortunately, the answer is no-—-you must learn to continuously adapt to a volatile, uncertain, complex, and ambiguous logistics environment!
As noted by Charles Darwin, “It is not the strongest of the species that survives, or the most intelligent that survives. It is the one that is the most adaptable to change.”
Risk management is about having a systematic way of dealing with thin
2018 Val Act: Session 22 - Material weaknessAlex Hovi
Avoiding the material weakness: Case studies in developing effective controls.
Originally presented by Melanie Dunn and Mark Spong at the 2018 Valuation Actuary Symposium.
This presentation explores the challenges, opportunities and available tools in developing a safety case regime for operators of major hazardous installations.
A supply chain has many vendors that need to be assessed for the risk they pose to the organization. A vendor risk analysis process should be in place to determine where weaknesses are from a technology point of view in the supply chain.
This presentation discusses the criteria an institution should use to evaluate its ALLL, recommendations and best practices to support a change and key areas examiners investigate after a significant change to the ALLL. See how automation can help: http://web.sageworks.com/alll/
While everyone is quick to jump onto the Machine Learning trend, is it really safe to implement within the financial services sector with so many issues surrounding the regulatory and ethical side of utilizing machines to make human decisions?
Overcoming the issues faced when explaining outcomes that may be discriminatory which can damage a company’s reputation
Is Machine Learning really needed to automate financial processes or does the negativity around ethical considerations enough to reconsider?
Can regulatory bodies ever be confident enough in the decisions made by the machines to allow ML to really progress in financial services?
Looking towards ensuring transparency in the models decision making process to determine if it is suitable for deployment in financial decisions
This white paper discuss on building a supply chain beyond risks factors surrounding organization operations. Companies today work on several supply chain strategies to improve their supply chain.
Risk factors in as-is process and how to eliminate those risks.
Your Best Recall is the One You Never Have to DoSparta Systems
Regardless of industry, the best recalls are the ones that never happen. Recalls are not only costly to a company’s bottom line, but also to its reputation. Since so many entities are involved in the process of manufacturing, packaging, and distributing a finished product, it’s crucial to have insight into each link in the supply chain to avoid a costly recall.
Key Concerns in the Pharmaceutical and Healthcare Supply Chain - D.Quinn Apri...Dan Quinn
This is the output of a recent Achilles sponsored round-table on Supply Chain Risk Management at the ProcureCon Health 2013 event in Zurich - hope you find it interesting. Regards, Dan.
Effective procurement risk management is critical for businesses to ensure that they are not exposed to unnecessary risks that can negatively impact their bottom line. Procurement risks can arise from various sources, such as supplier non-performance, quality issues, and price volatility. To mitigate these risks, companies must conduct a comprehensive procurement risk assessment and implement strategies to minimize potential threats.
Vendor Management - Compliance Checklist Manifesto SeriesContinuity Control
Regulatory examiners are expecting to see and review your financial institution's vendor management program, which is to include a process for assessing specific vendor risk, vendor selection, contracting, and ongoing oversight. This webinar will demonstrate that implementing a repeatable process will provide consistency and reduce your institution's Compliance Tax by saving you time and resources, including helping to ensure your valuable dollars are spent wisely.
Objectives:
- Understanding of the regulatory requirements for the vendor management program
- High level overview of the key elements
- Provide guidance in developing your program
Here is our professional-looking Risk Assessment Step PowerPoint Presentation Slides for risk identification and prioritization. Evaluate the risk and decide on precaution with this easy to understand risk management process steps presentation deck. The risk process steps PowerPoint complete deck has forty five content ready slides like risk management introduction, types of risks, risk categories, stakeholder’s management and engagement, risk appetite and tolerance, procedure, risk management plan, risk identification, risk register, risk assessment, risk analysis, risk response plan, risk response matrix, risk control matrix, risk items tracking, tools and practices, risk impact & profitability analysis, risk mitigations strategies, plans, qualitative and quantitative risk analysis, etc. All PowerPoint templates of risk identification process presentation are easy to customize, edit them as per your specific project needs. Download easy to use risk mitigation plan PPT slides to make your business presentation more effective. Get to grapple with the actual facts due to our Risk Assessment Step PowerPoint Presentation Slides. Be able to figure out the ballgame.
Vendor Management Best Practices: Is Your Program Up to Par?EDR
Vendor Management Best Practices: Is Your Program Up to Par?
Webinar presented by Scott Roller, former head of vendor management at Citigroup
August 12, 2015
Among the top challenges lenders face today is the need to meet higher expectations set by the OCC and the Federal Reserve governing the use of third-party vendors. While the guidelines were released over a year ago, there is still confusion about what institutions should be doing.
One thing, however, is certain. Effective vendor management takes resources, and many institutions are finding it necessary to add staff and/or technology to help with the cause, particularly smaller institutions. The regulators have made it clear, vendor management is not just a one-time assessment, but is an ongoing process, and monitoring vendors long term is as important as the initial due diligence.
EDR is pleased to host a webinar on this timely topic on Wednesday, August 12, 2015 at 2:00 p.m. EST. Scott Roller, former head of vendor management at Citigroup, will provide clarity on the new regulations and help break down regulator expectations into easy-to-understand terms. Roller will explore key dimensions that attendees can use as the foundation for building out their own robust vendor management oversight program, from initial vendor risk classification all the way through ensuring adequate executive engagement in vendor management.
Attendees will learn best practices for satisfying regulators with this educational workshop, including answers to the following:
• What does the latest regulatory guidance on vendor management require?
• What are the biggest headaches banks are facing in complying with them?
• What advice is recommended for smaller banks struggling with limited manpower/resources?
• What are bank examiners looking for during audits?
• What are the latest best practices for policies and procedures?
• How are banks coping with the need to track and monitor vendors?
• What are the most common shortcomings that audits reveal?
“You can download this product from SlideTeam.net”
Here is our professional-looking Risk Assessment Step Powerpoint Presentation Slides for risk identification and prioritization. Evaluate the risk and decide on precaution with this easy to understand risk management process steps presentation deck. The risk process steps PowerPoint complete deck has forty five content ready slides like risk management introduction, types of risks, risk categories, stakeholder’s management and engagement, risk appetite and tolerance, procedure, risk management plan, risk identification, risk register, risk assessment, risk analysis, risk response plan, risk response matrix, risk control matrix, risk items tracking, tools and practices, risk impact & profitability analysis, risk mitigations strategies, plans, qualitative and quantitative risk analysis, etc. All PowerPoint templates of risk identification process presentation are easy to customize, edit them as per your specific project needs. Download easy to use risk mitigation plan PPT slides to make your business presentation more effective. Get to grapple with the actual facts due to our Risk Assessment Step Powerpoint Presentation Slides. Be able to figure out the ballgame. https://bit.ly/3EdeeEU
Discusses the creation of an in-house tool for consistently assessing vendors’ financial health. Covers such topics as:
• Advantages of an in-house system versus a third-party service
• What are the recommended inputs for an in-house tool?
• Methods for consistently translating the data into actionable recommendations
• How do you visually communicate financial data for laypeople to understand?
• Tying financial health assessments to decision-making and clinical development activities
where can I find a legit pi merchant onlineDOT TECH
Yes. This is very easy what you need is a recommendation from someone who has successfully traded pi coins before with a merchant.
Who is a pi merchant?
A pi merchant is someone who buys pi network coins and resell them to Investors looking forward to hold thousands of pi coins before the open mainnet.
I will leave the telegram contact of my personal pi merchant to trade with
@Pi_vendor_247
Abhay Bhutada Leads Poonawalla Fincorp To Record Low NPA And Unprecedented Gr...Vighnesh Shashtri
Under the leadership of Abhay Bhutada, Poonawalla Fincorp has achieved record-low Non-Performing Assets (NPA) and witnessed unprecedented growth. Bhutada's strategic vision and effective management have significantly enhanced the company's financial health, showcasing a robust performance in the financial sector. This achievement underscores the company's resilience and ability to thrive in a competitive market, setting a new benchmark for operational excellence in the industry.
What price will pi network be listed on exchangesDOT TECH
The rate at which pi will be listed is practically unknown. But due to speculations surrounding it the predicted rate is tends to be from 30$ — 50$.
So if you are interested in selling your pi network coins at a high rate tho. Or you can't wait till the mainnet launch in 2026. You can easily trade your pi coins with a merchant.
A merchant is someone who buys pi coins from miners and resell them to Investors looking forward to hold massive quantities till mainnet launch.
I will leave the telegram contact of my personal pi vendor to trade with.
@Pi_vendor_247
The European Unemployment Puzzle: implications from population agingGRAPE
We study the link between the evolving age structure of the working population and unemployment. We build a large new Keynesian OLG model with a realistic age structure, labor market frictions, sticky prices, and aggregate shocks. Once calibrated to the European economy, we quantify the extent to which demographic changes over the last three decades have contributed to the decline of the unemployment rate. Our findings yield important implications for the future evolution of unemployment given the anticipated further aging of the working population in Europe. We also quantify the implications for optimal monetary policy: lowering inflation volatility becomes less costly in terms of GDP and unemployment volatility, which hints that optimal monetary policy may be more hawkish in an aging society. Finally, our results also propose a partial reversal of the European-US unemployment puzzle due to the fact that the share of young workers is expected to remain robust in the US.
How Does CRISIL Evaluate Lenders in India for Credit RatingsShaheen Kumar
CRISIL evaluates lenders in India by analyzing financial performance, loan portfolio quality, risk management practices, capital adequacy, market position, and adherence to regulatory requirements. This comprehensive assessment ensures a thorough evaluation of creditworthiness and financial strength. Each criterion is meticulously examined to provide credible and reliable ratings.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
when will pi network coin be available on crypto exchange.DOT TECH
There is no set date for when Pi coins will enter the market.
However, the developers are working hard to get them released as soon as possible.
Once they are available, users will be able to exchange other cryptocurrencies for Pi coins on designated exchanges.
But for now the only way to sell your pi coins is through verified pi vendor.
Here is the telegram contact of my personal pi vendor
@Pi_vendor_247
how can I sell pi coins after successfully completing KYCDOT TECH
Pi coins is not launched yet in any exchange 💱 this means it's not swappable, the current pi displaying on coin market cap is the iou version of pi. And you can learn all about that on my previous post.
RIGHT NOW THE ONLY WAY you can sell pi coins is through verified pi merchants. A pi merchant is someone who buys pi coins and resell them to exchanges and crypto whales. Looking forward to hold massive quantities of pi coins before the mainnet launch.
This is because pi network is not doing any pre-sale or ico offerings, the only way to get my coins is from buying from miners. So a merchant facilitates the transactions between the miners and these exchanges holding pi.
I and my friends has sold more than 6000 pi coins successfully with this method. I will be happy to share the contact of my personal pi merchant. The one i trade with, if you have your own merchant you can trade with them. For those who are new.
Message: @Pi_vendor_247 on telegram.
I wouldn't advise you selling all percentage of the pi coins. Leave at least a before so its a win win during open mainnet. Have a nice day pioneers ♥️
#kyc #mainnet #picoins #pi #sellpi #piwallet
#pinetwork
US Economic Outlook - Being Decided - M Capital Group August 2021.pdfpchutichetpong
The U.S. economy is continuing its impressive recovery from the COVID-19 pandemic and not slowing down despite re-occurring bumps. The U.S. savings rate reached its highest ever recorded level at 34% in April 2020 and Americans seem ready to spend. The sectors that had been hurt the most by the pandemic specifically reduced consumer spending, like retail, leisure, hospitality, and travel, are now experiencing massive growth in revenue and job openings.
Could this growth lead to a “Roaring Twenties”? As quickly as the U.S. economy contracted, experiencing a 9.1% drop in economic output relative to the business cycle in Q2 2020, the largest in recorded history, it has rebounded beyond expectations. This surprising growth seems to be fueled by the U.S. government’s aggressive fiscal and monetary policies, and an increase in consumer spending as mobility restrictions are lifted. Unemployment rates between June 2020 and June 2021 decreased by 5.2%, while the demand for labor is increasing, coupled with increasing wages to incentivize Americans to rejoin the labor force. Schools and businesses are expected to fully reopen soon. In parallel, vaccination rates across the country and the world continue to rise, with full vaccination rates of 50% and 14.8% respectively.
However, it is not completely smooth sailing from here. According to M Capital Group, the main risks that threaten the continued growth of the U.S. economy are inflation, unsettled trade relations, and another wave of Covid-19 mutations that could shut down the world again. Have we learned from the past year of COVID-19 and adapted our economy accordingly?
“In order for the U.S. economy to continue growing, whether there is another wave or not, the U.S. needs to focus on diversifying supply chains, supporting business investment, and maintaining consumer spending,” says Grace Feeley, a research analyst at M Capital Group.
While the economic indicators are positive, the risks are coming closer to manifesting and threatening such growth. The new variants spreading throughout the world, Delta, Lambda, and Gamma, are vaccine-resistant and muddy the predictions made about the economy and health of the country. These variants bring back the feeling of uncertainty that has wreaked havoc not only on the stock market but the mindset of people around the world. MCG provides unique insight on how to mitigate these risks to possibly ensure a bright economic future.
how to sell pi coins in South Korea profitably.DOT TECH
Yes. You can sell your pi network coins in South Korea or any other country, by finding a verified pi merchant
What is a verified pi merchant?
Since pi network is not launched yet on any exchange, the only way you can sell pi coins is by selling to a verified pi merchant, and this is because pi network is not launched yet on any exchange and no pre-sale or ico offerings Is done on pi.
Since there is no pre-sale, the only way exchanges can get pi is by buying from miners. So a pi merchant facilitates these transactions by acting as a bridge for both transactions.
How can i find a pi vendor/merchant?
Well for those who haven't traded with a pi merchant or who don't already have one. I will leave the telegram id of my personal pi merchant who i trade pi with.
Tele gram: @Pi_vendor_247
#pi #sell #nigeria #pinetwork #picoins #sellpi #Nigerian #tradepi #pinetworkcoins #sellmypi
1. 1
MILANO, 6 APRILE 2017
Marco Santino @ PEC 2017
Leve per il Procurement di domani:
Gestione dei rischi della Supply Chain
2. 2
Supply chain risk management increasingly important
Increasing risk exposure and supply chain vulnerability demand systematic approach
• "Optimized" supply chains:
Lean supply chain with lower buffer inventories
• Complexity of product range and technical equipment:
Increased purchasing variety with higher supply network
complexity
• Outsourcing:
More actors along the flow, dependencies and
interconnections
• Global flows:
Larger and more complex manufacturing network,
resulting of last 20 years evolution
Source: Center for Research on the Epidemiology of Disasters, BCG
Stronger supply chain vulnerability
• Natural disasters almost tripled and man-made disasters
increased by 50% since 1970
• Recent events with supply chain impact include:
Increased risk exposure
Natural
events
Organized
strikes
Plant
explosion
Market
downturn
All industries are impacted
3. 3
Different "type" of risks to consider
Source: BCG
Operational
risks
Geopolitical
risks
Catastrophe
risks
Market
risks
Strategic
risks
Financial
risks
Supplier
risks
Increasing manageability of risk
4. 4
Political instability: BIG impact on global supply chains
Source: Press Clippings
Impact on Procurement
• Need to anticipate impact and put in place
contingency plans
• Negotiate flexible deals or shorter term contracts
to accommodate political / regulatory risks
• Need to design flexible supply chains
• Need to carefully plan for a correct risk allocation
and more sophisticated formulas (currency risk,
inflation risk, commodity price volatility risk, etc.)
• On longer term contracts: work with finance and
consider hedging models
• Increase buffer inventory
• Prepare for changes in tendering regulations
• ...
5. 5
"The Supplier shall remove and/or disable, through
software, physical disconnection, or engineered barriers....
"The Supplier shall disclose the existence of all known
methods for bypassing computer authentication...."
What's next? Cyber security ...now part of the
procurement agenda
The risk is spreading also in unexpected fields ...
Example: Energy Delivery System
In 2016 a trio of highly trained hackers baited the employees
of an electric utility north of Seattle. They had a bite in 22
minutes
Supervisory control and data acquisition systems and other
automation tools are becoming the norm as utilities
modernize their grids
However, many of those energy delivery systems "are
configured with default accounts and passwords that are
sometimes publicly available"
Unused and unnecessary software and services in energy
delivery systems and components that are left enabled can
pose potential entry points for exploits, especially if they
are not monitored
...and is also Impacting Procurement
Source: Cyber Security Procurement Language for Energy Delivery Systems, US Department of Energy
6. 6
Need a comprehensive, objective, balanced approach
Focus should be on both short term and long term decision making
• Cover all relevant risks
• Covers systematic,
unsystematic, component and
commodity risks
• Relevant across all types of
suppliers (International, Large
domestic players, SMEs, JV /
non JV)
Comprehensive
• Standard list of metrics
• Defined number of
comprehensive metrics
• Most metrics with objective,
data-based assessment
• Standard measurement and
scoring systems
• Standard action library
Objective
(Enables Common Vocabulary)
• Focus on both strategic and
operating metrics
• Aims to manage short term
production interruptions and
challenges
• Also focuses on managing long
term supply risks at
component level
Short term &
Long term
• Creates a portfolio level view
with all important decision
inputs
• Prioritize on the basis of
severity and impacts of risks
• Links risk assessment to action
library
Focus on
decision making
8. 8
Define a dashboard of Key Risk Indicators (KRI) ...
Socio-political risks
Examples Pragmatic KRIs
• Political stability
• Political independence
• Separation of power
• Corruption
• Criminality
• Expropriation
• Strikes
• Country risk rating (e.g.
World Bank)
• Corruption index
• Criminality index
• Population satisfaction
rating
• History of strikes
1.1
1.2
1.3
Source: BCG example
Legal risks
Examples Pragmatic KRIs
• Export restrictions, tariffs
• Tax discrimination
• Labor policies
• Grants and subsidies
• Environmental regulation
• Tax rates
• Foreign relations
assessments
• Frequency of regulation
change
Infrastructural risks
Examples Pragmatic KRIs
• Power
• Transportation
• Telecommunication
• Infrastructure coverage and
quality rating
• Infrastructure investments
Environmental disasters / extreme weather
Examples Pragmatic KRIs
• Flood
• Earthquake, tsunami
• Tornado, hurricane, typhoon, monsoon,
blizzard, ice storm, hail
• Avalanche
• Drought, heat wave, wild fire
• Epidemic, famine
• Number of hazardous
geographical locations
• Past incidents of natural
disasters
Man-made disasters
Examples Pragmatic KRIs
• Accidents
• Fire
• Explosions
• Spillage
• Accident rates
• Dry zones
• GDP
Violent acts
Examples Pragmatic KRIs
• Military coup d'etat / Revolution
• Terrorist attack
• (Civil) War
• Vandalism
• Population satisfaction
rating
• Foreign relations
2.1
2.2
2.3
Geopolitical risks Catastrophe risks
high priority indicator
9. 9
Metric Type
Data
Source
Who will
update?
Update
Freq1 Scoring Logic
History of vendor approaching OEM for funds
(working capital/advance payment) in last
12 months
#
OEM
internal
data
Buyer 3
Red = > 2 times or greater than 10% of annual turnover
Yellow = Between 1-2 times or <10% of annual turnover
Green = 0
Current ratio (Current assets / Current
liabilities)
Ratio
Annual
report
Vendor
upgrade
team
12
Red = < 1
Yellow = between 1 & 1.5
Green = > 1.5
Short Term Credit rating (Crisil, D&B, Cibil,
CARE, ICRA)
Rating
Public
source
Vendor
upgrade
team
6
Rating by different agencies is clear in terms of high risk/ medium risk /
low risk
Interest coverage ratio (PBIT/Finance
charges)
Ratio
Annual
report
Vendor
upgrade
team
6
Red = <1.5
Yellow = between 1.5 and 2
Green = > 2
Is vendor paying his tier 2/3 vendors in
time?
Yes/No
Months
Feedback
from tier
2/3 supp
Central
source
6
Red = Tier 2/3 vendor has complained to OEM. Else,
Red = > 3 month delay
Yellow = Between 1 to 3 months
Green = < Less than 1 month
Is vendor paying employees in time?
Yes/No
Months
Supplier
audit
Buyer 3
Red = >1 month delay
Yellow = Between 2 week to 1 month delay
Green = < Less than 2 week
Is vendor maintaining adequate RM/ FG
inventory
Yes/No
Shortfall %
Supplier
audit
Buyer 3
Red = If shortfall > 50% of his expected inventory
Yellow = 25%-50%
Green = < 25%
Choice of payment cycle by vendor
10 /30
days
OEM
internal
data
Finance /
Buyer
6
Yellow = 10 day payment cycle
Green = 30 day payment cycle
...with agreed metrics and scoring system in place
Define hard & soft indicators;
objective and simple
1
Define how to capture the data
and the update frequency
2
Define uniform scoring logic which
can be codified for automation
3
Example: Liquidity risk
1. In months
5.3
10. 10
KRIs set to assess specific supplier risk...
For suppliers in high risk component categories
Geopolitical
risks
Catastrophe
risks
Market
risks
Strategic
risks
Financial
risks
Operational
risks
Sociopolitical risks
□Country risk rating
□Corruption index
□Criminality index
Environ. disasters
□Past incidents of
natural disasters
Macro-econ. devel.
□GDP (growth)
□Employment rate
□Inflation
□Gini index
SC structure
□# of alternative
suppliers
□Supply / demand
situation
Profitability
□EBIT
□Net profit margin
□Cash conversion cycle
Process / org. risks
□Infrastructure rating
Legal risks
□Tax rates
□Frequency of
regulation change
Man-made disasters
□Accidents
□Dry zones
Market price devel.
□Commodity indices for
major used
components
Industry concentr.
□Market share
□# of clients
Funding
□Current ratio
□Rating
□Debt / equity ratio
□RoE, RoA
Personnel risks
□Employee age
□Level of education
□# of labor unions
Infrastructural risks
□Infrastructure
coverage and quality
rating
□Infrastructure
investments
Violent acts
□Population
satisfaction rating
□Foreign relations
General strategy
□Image ranking
□Contract duration
Liquidity
□Credit lines
□Cash position
□Refunding rates
□Liabilities
□Liquidity plan
Technological risks
□Age of machinery
□Facility restoration
to be assessed for countries
in which supplier has production facilities
Source: BCG
to be assessed for supplier itself
12. 12
Detail risks by expected loss and manageability...
For high risk suppliers only
Low
High
HighLow
Expected loss
Medium
Medium
1.1
How easily can the risk be managed and
how costly is it?
• Can we reduce the probability
of occurrence?
• Can we reduce potential losses?
• What are the costs of implementing risk
mitigating measures?
• Which frequency is needed for measure
implementation?
• Which resources are required?
• What are monitoring costs?
Manageabilityofrisk
Manageability of risk
Risks
Actively manageTransfer/Hedge
Accept
Avoid exposure/
contingency plan
5.3 4.2
5.1
3.3
1.1
2.3
1.2
4.3
6.1
3.1
6.3
1.3 2.22.1
3.2
4.1
5.2
6.2
1. Risk factor coming from previous risk assessment; Expected impact (e.g. production downtime) to be assessed with OEM experience ; Source: BCG
Risk factor x expected impact1
Expected loss
Supplier 1
13. 13
...in order to develop concrete mitigation strategies
Actively manage
Reduction of
• probability of risk occurrence
• potential damage
Transfer / hedge
Transfer of risk to external third
parties
Company carries risks that cannot
be reasonably reduced
Accept
Avoid exposure/
contingency plan
High risk factor, but not
manageable
Source: BCG
Type of measure Description
1
2
3
4
• Help supplier reduce risk
• Keep inventory
• Insurance companies
• Multiple sourcing
• Prepare fall-back options (dual sourcing, stock
keeping,...)
• Coverage with liquidity and stock reserves
• Vertical integration
• Multiple sourcing
• Geographic diversity
• Avoid LCC countries / concentration
Sample mitigation actions
14. 14
Early warning systems use key trigger events
Checklist for early warning signs
Source: BCG
Geopolitical
risks
Catastrophe
risks
Market
risks
Strategic
risks
Financial
risks
Operational
risks
□ Political activities /
elections
□ Strikes
□ New legislation /
regulation
□ Major
infrastructural
failures (power
outings etc.)
□ Natural disasters
□ Major accidents
□ Riots
□ Price development
of commodity
markets
□ M&A activities
□ Bankruptcies
□ Major invest-
ments, new plant
openings
□ Volume problems
□ Profit problems
□ Liquidity problems
□ Change of payment
terms
□ Downgrading of
rating
□ Frequency of
complaints in
day-to-day
business
□ Major out-
placements
□ Quality problems
□ Management
changes at
supplier
15. 15
Technology: a great enabler of advanced approaches
Case Example: Digital control tower provides real time visibility for supplier risk mitigation plans
Source: BCG experience
• Event: Midwest Flooding 2013
• Level of Impact: High (3)
• Location: Midwest US
• # of Client Facilities Affected: 99
• # of Suppliers Affected: 1234
Situation
Digitally enabled view of impact and mitigation of supply chain disruptions
Caterpillar Assurance of Supply Center allows quick evaluation of impact of
unforeseen events and elaboration of mitigation plan
16. 16
Some best practices
Source: BCG
Need people who recognize risk management as part of their day-by-day-jobs
• Separate team or (better) integrated into buyer roles
• Dedicated capacities and IT systems
Need to link supplier risk management to overall supplier relationship management
• Supplier relationship management can go a long way in reducing supplier risk
Need to identify and constatnly challenge main drivers of supply chain risk
• A lot of factors seem to matter
• Takes time to identify those that really drive risk
Need to focus on taking action vs. assigning traffic lights
• Tendency to get caught in analysis
• Clearly defined process with timetable for completing each step helps to avoid
17. 17
"History will teach us nothing" ?
How failing to manage and monitor risk can be the difference between success and failure
In 2000 Royal Phillips Electronics, a major supplier of cellular phone chips, an industry
operating at capacity, experienced a factory fire
• Initial damage appeared minimal which Phillips communicated to suppliers
• After two weeks, Phillips realized it would take 6-8 weeks to fully resolve
Nokia responded quickly and effectively...
• Had a sophisticated disaster recovery plan: category manager noticed a problem prior to any
notification from Phillips
• Issue was quickly escalated to the executive level and cross functional emergency team was
set up
• The team was able to shift sourcing to other suppliers and other Phillips plants
• Production was minimally affected
... but Ericsson did not have a disaster recovery plan in place
• Ericsson did not act quickly, alerting the division president only after 5 months
• Ericsson was caught off guard when Phillips announced additional delays, causing operations
to stall
• Ericsson's mobile phone division suffered a $2.3B loss in 2000
(In contrast the damage to Phillips was less than $50M in lost revenue)
Source: Financial Time Press;Michelman 2005; Worldwide Mobile Handset and Subscriber Statistics 2003; BCG analysis
Nokia and Ericsson
market share ('98-'03)
0
10
20
30
40
Nokia
Ericsson
Market share (%)
'98 '99 '00 '01 '02 '03
Date of fire