The document discusses supply chain risk management. It states that 79% of companies want supply chain risk management and 96% of process industry companies use some form of it. Supply risks will increase in a globalizing world. It provides examples of companies like Daimler-Chrysler, Volvo, Jaguar, Toyota, Cisco, Ericsson, Nike, and Shell that have experienced supply disruptions and learned the importance of risk management. It outlines a process for integrated supply chain risk management including defining strategies, assessing risks, treating risks, and monitoring.
In many organisations, Procurement is beginning to see Risk as part of their responsibilities, second only to savings. In this presentation we will look at identifying risk and consider how it might be treated to arrive at the best Risk solution for your organisation.
What is supply chain risk? What are typical supply chain risks? This is the 2011 version of my annual lecture on Supply Chain Risk for the MSc in Supply Chain Management and Industrial Logistics at Molde University College, Norway
Discussing the importance of supply chain risk management, taking the case of mining industry. The slides explain what the internal and external challenges, the four types of risks, the risk management process, and the mitigation strategies.
This is the 2010 version of my lecture on Supply Chain Risk.
What is (supply chain) risk?
What are typical supply chain risks?
How to manage supply chain risks?
The lecture is meant to highlight some of the current literature on supply chain risk and to suggest further reading materials. You will not know everything there is to know about supply chain risk after the lecture, but you will know where to find it…I hope
In many organisations, Procurement is beginning to see Risk as part of their responsibilities, second only to savings. In this presentation we will look at identifying risk and consider how it might be treated to arrive at the best Risk solution for your organisation.
What is supply chain risk? What are typical supply chain risks? This is the 2011 version of my annual lecture on Supply Chain Risk for the MSc in Supply Chain Management and Industrial Logistics at Molde University College, Norway
Discussing the importance of supply chain risk management, taking the case of mining industry. The slides explain what the internal and external challenges, the four types of risks, the risk management process, and the mitigation strategies.
This is the 2010 version of my lecture on Supply Chain Risk.
What is (supply chain) risk?
What are typical supply chain risks?
How to manage supply chain risks?
The lecture is meant to highlight some of the current literature on supply chain risk and to suggest further reading materials. You will not know everything there is to know about supply chain risk after the lecture, but you will know where to find it…I hope
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
riskmethods provides companies with a comprehensive supply chain risk management solution for proactive monitoring and assessment of risks in the supply chain. An early warning system for potential risk ensures that proactive steps can be taken to avoid supply interruption, enforce compliance and protect the corporate image.
Supply Chain Management as a discipline has witnessed a tremendous growth during the last two decades. Following are the some of risks or issues due to operational problems in supply chain management.
Demand Management
Inventory Management
Secondary Production Planning
etc.
Explore new thinking on potential risk to global supply chains and how companies are adopting the statistical methods more commonly associated with finance and insurance. Identifying and profiling risk variables, quantifying risk, and using IT solutions can create higher resilience.
Supply chain risk management (SCRM) is "the implementation of strategies to manage both everyday and exceptional risks along the supply chain based on continuous risk assessment with the objective of reducing vulnerability and ensuring continuity".
SCRM attempts to reduce supply chain vulnerability via a coordinated holistic approach, involving all supply chain stakeholders, which identifies and analyses the risk of failure points within the supply chain. Mitigation plans to manage these risks can involve logistics, finance and risk management disciplines; the ultimate goal being to ensure supply chain continuity in the event of a scenario which otherwise have interrupted normal business and thereby profitability.
Preventing and Managing Supply Chain DisruptionsThomas Tanel
Supply chains worldwide have been battling various risks and challenges for some time. Each challenge not only threatens to disrupt operations, but also may have a negative financial impact on business performance and prevent an organization from meeting the demands from stakeholders, customers, shareholders, and regulators.
Supply Chain Council members have reported that less than half of enterprises have established metrics and procedures for assessing and managing supply risks and organizations lack sufficient market intelligence, process, and information systems to effectively predict and mitigate supply chain risks. Does this sound like your organization?
f so, supply chain disruptions can be extremely costly. A disruption in your supply chain can cost millions of dollars in lost time, energy and resources. Their effects are both direct (e.g. halting production altogether) and indirect (e.g. on stock values). Taking steps to help reduce supply chain disruption is the only way to avoid these costs.
Proactive discovery and visibility of risks is the key to the prevention and management of supply chain disruptions.
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.
Disruption/Risk Management in supply chains- a reviewBehzad Behdani
This paper describes an integrated framework for handling disruptions in supply chains. The integrated framework incorporates two main perspectives on managing disruptions, namely pre- and post-disruption perspectives, which are usually treated as separate in the existing frameworks. Next, the proposed integrated framework is used to review the literature in supply chain risk/disruption management. The review gives an overview of the key aspects and specific methods that can be used for each step in the framework. Based on the review, some main observations are also discussed. The first is that literature has not uniformly discussed different parts of the framework; pre-disruption steps, such as risk identification and risk treatment, have been explored extensively while post-disruption steps such as disruption detection and learning have been given far less attention. Secondly, there is a lack of quantitative (simulation and modeling) studies for handling supply chain disruptions. These two gaps, therefore, represent avenues for future research on supply chain risk/disruption management.
What Every Procurement Professional Should Know About Supplier Risk Managemen...IBM Watson Commerce
See this on-demand webinar on Supplier Risk, "What Every Procurement Professional Should Know About Supplier Risk Management: The IBM Story."
You will learn:
-Precise framework around supplier risk management and why and where it’s needed
-How IBM manages supplier qualifications, compliance, financial continuity and supplier code of conduct
-Common mistakes made and solutions to supplier risk management
View here: http://procureconwest.wbresearch.com/the-ibm-story-mloc-h-iframe
Tsunamis, terrorist attacks, hurricanes, and volcanic eruptions have impacted the global economy in the last 10 years. The effects of a “discontinuity event” such as a natural disaster, geopolitical shifts, economic uncertainty and demand/supply volatility to your business can be significant, impacting suppliers, vendors and customers. In our new report, Supply Chain Risk Management, we address the need for companies to proactively prepare for the worst to protect their business operations and weather the storm of unforeseen events.
the various factors that expose a global supply chain to risk. also known as the vulnerability of global supply chains to risks. case study's from KFC, YAHOO, APPLE, INTEL, NIKE companies to learn how this affected them.
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
riskmethods provides companies with a comprehensive supply chain risk management solution for proactive monitoring and assessment of risks in the supply chain. An early warning system for potential risk ensures that proactive steps can be taken to avoid supply interruption, enforce compliance and protect the corporate image.
Supply Chain Management as a discipline has witnessed a tremendous growth during the last two decades. Following are the some of risks or issues due to operational problems in supply chain management.
Demand Management
Inventory Management
Secondary Production Planning
etc.
Explore new thinking on potential risk to global supply chains and how companies are adopting the statistical methods more commonly associated with finance and insurance. Identifying and profiling risk variables, quantifying risk, and using IT solutions can create higher resilience.
Supply chain risk management (SCRM) is "the implementation of strategies to manage both everyday and exceptional risks along the supply chain based on continuous risk assessment with the objective of reducing vulnerability and ensuring continuity".
SCRM attempts to reduce supply chain vulnerability via a coordinated holistic approach, involving all supply chain stakeholders, which identifies and analyses the risk of failure points within the supply chain. Mitigation plans to manage these risks can involve logistics, finance and risk management disciplines; the ultimate goal being to ensure supply chain continuity in the event of a scenario which otherwise have interrupted normal business and thereby profitability.
Preventing and Managing Supply Chain DisruptionsThomas Tanel
Supply chains worldwide have been battling various risks and challenges for some time. Each challenge not only threatens to disrupt operations, but also may have a negative financial impact on business performance and prevent an organization from meeting the demands from stakeholders, customers, shareholders, and regulators.
Supply Chain Council members have reported that less than half of enterprises have established metrics and procedures for assessing and managing supply risks and organizations lack sufficient market intelligence, process, and information systems to effectively predict and mitigate supply chain risks. Does this sound like your organization?
f so, supply chain disruptions can be extremely costly. A disruption in your supply chain can cost millions of dollars in lost time, energy and resources. Their effects are both direct (e.g. halting production altogether) and indirect (e.g. on stock values). Taking steps to help reduce supply chain disruption is the only way to avoid these costs.
Proactive discovery and visibility of risks is the key to the prevention and management of supply chain disruptions.
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.
Disruption/Risk Management in supply chains- a reviewBehzad Behdani
This paper describes an integrated framework for handling disruptions in supply chains. The integrated framework incorporates two main perspectives on managing disruptions, namely pre- and post-disruption perspectives, which are usually treated as separate in the existing frameworks. Next, the proposed integrated framework is used to review the literature in supply chain risk/disruption management. The review gives an overview of the key aspects and specific methods that can be used for each step in the framework. Based on the review, some main observations are also discussed. The first is that literature has not uniformly discussed different parts of the framework; pre-disruption steps, such as risk identification and risk treatment, have been explored extensively while post-disruption steps such as disruption detection and learning have been given far less attention. Secondly, there is a lack of quantitative (simulation and modeling) studies for handling supply chain disruptions. These two gaps, therefore, represent avenues for future research on supply chain risk/disruption management.
What Every Procurement Professional Should Know About Supplier Risk Managemen...IBM Watson Commerce
See this on-demand webinar on Supplier Risk, "What Every Procurement Professional Should Know About Supplier Risk Management: The IBM Story."
You will learn:
-Precise framework around supplier risk management and why and where it’s needed
-How IBM manages supplier qualifications, compliance, financial continuity and supplier code of conduct
-Common mistakes made and solutions to supplier risk management
View here: http://procureconwest.wbresearch.com/the-ibm-story-mloc-h-iframe
Tsunamis, terrorist attacks, hurricanes, and volcanic eruptions have impacted the global economy in the last 10 years. The effects of a “discontinuity event” such as a natural disaster, geopolitical shifts, economic uncertainty and demand/supply volatility to your business can be significant, impacting suppliers, vendors and customers. In our new report, Supply Chain Risk Management, we address the need for companies to proactively prepare for the worst to protect their business operations and weather the storm of unforeseen events.
the various factors that expose a global supply chain to risk. also known as the vulnerability of global supply chains to risks. case study's from KFC, YAHOO, APPLE, INTEL, NIKE companies to learn how this affected them.
Retort Packaging Market PPT (2023-2028): Global Trends, Scope, Demand, Opport...IMARC Group
The global retort packaging market size reached US$ 3.9 Billion in 2022. Looking forward, IMARC Group expects the market to reach US$ 5.8 Billion by 2028, exhibiting a growth rate (CAGR) of 7% during 2023-2028.
More Info:- https://www.imarcgroup.com/retort-packaging-market
In the global economy both component and finished products are sourced from a variety of countries. Without the application of appropriate due diligence procedures throughout the purchasing and distribution cycles both public safety and business liability issues can arise. This presentation will take a closer look at the systems that can be used to help mitigate such exposures.
The world of ESG reporting is moving faster than ever. The European Union is moving fast to update the Non-Financial Reporting Directive (NFRD) in 2021, the recommendations of the Task Force on Climate-related Financial Disclosures (TCFD) are reaching a critical mass and the often confusing group of reporting initiatives have committed to work together towards a comprehensive reporting landscape, with financial heavy-hitters such as the International Organization of Securities Commissions (IOSCO) and the International Accounting Standards Board (IASB) stepping into the game.
System shock analysis and complex network effectsKimmo Soramaki
Joint presentation with Michelle Tuveson and Dr Andrew Coburn from Cambridge Risk Center at the Conference Board Global Risk Conference in New York, 8 May 2013.
Links to conference website: http://www.conference-board.org/conferences/conferencedetail.cfm?conferenceid=2456
ARC's Andy Chatha's Current Business Drivers & Trends Presentation @ ARC Indu...ARC Advisory Group
ARC's Andy Chatha's Current Business Drivers & Trends Presentation @ ARC Industry Forum 2009 in Orlando, FL.
Today’s US Business Environment
US is currently facing many crises
• Housing, Financial, Healthcare, Energy, Manufacturing
Political & Social Pressure to:
• Go Green
• Develop alternative fuels
• Bring manufacturing jobs back
Aging Baby Boomers
• Shortage of Skilled Human Resources
Aging infrastructure
• Bridges, Water, Plants, Electric Grid
Nail Polish Manufacturing Plant Project Report PPT 2021ChinkiTyagi
Increasing awareness about beauty trends, along with rising brand consciousness, represents one of the significant factors impelling the growth of the nail polish market. Besides this, the easy availability of nail polishes with unique finishing, such as glitter, magnetic, sequins and metallic, and a wide array of colors are positively boosting the overall sales. Other factors, such as the introduction of low-cost nail polishes, are strengthening the growth of the market. Additionally, the escalating demand for organic and natural nail polishes acts as another growth-inducing factor.
Read more: https://www.syndicatedanalytics.com/nail-polish-manufacturing-plant-project-report
Fortifying your supply chain stability through enterprise information managementSatesh Kumar
In today's information world, supply chain is essentially flow of information in addition to the traditional view of goods movement. This Whitepaper titled ‘Fortifying your Supply Chain Stability through Enterprise Information Management’ highlights on how information can be used by supply chain entities to guard their supply chain against potential risks.
The paper also briefs on how organization’s with different information maturity levels can adopt to EIM and leverage better insights to get their tough business questions answered.
Global Warming Impact On Insurance Industry By Raj Trichy S
Risk Management in supply chain
1. Mastering Supply Risk “Everybody needs to do it” 24 december 2009 Drs. M. Nieuwboer CSCP
2.
3. 24 december 2009 An integrated approach to supply chain risk management Risk management is a continuous process Risk management is a cross-functional activity
4. December 2008 Integrate your risks strategies with your long term corporate strategies. What do you want to do and which risks do you want to know? 1. Define and revise your risk strategy Result: Formalized and aligned risk management strategy
13. December 2008 Drs. Michael Nieuwboer CSCP is as a senior supply chain consultant at Coppa , specialized in (global) sourcing, risk management and logistics. Michael worked on projects in the EU, USA and Asia. Michael has gained large expertise in the Hightech and process industry He has had his education mainly at the Cranfield University and Radboud University. He is also a columnist for supply chain online and has won an external achievement award. In his spare time, he likes to work with old Porsches or play football at his club NEC . About the author For more information: [email_address] or 0031-(0)628902893