“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!
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.
Are you prepared to manage the current challenges, risks, and complexities related to vendor risk management in the financial industry? In summer 2014, in association with MetricStream, RMA conducted the Third-Party Vendor Risk Management Survey. This presentation brings you the highlights of the survey and some sound advice to manage your third- and fourth-party suppliers.
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.
Are you prepared to manage the current challenges, risks, and complexities related to vendor risk management in the financial industry? In summer 2014, in association with MetricStream, RMA conducted the Third-Party Vendor Risk Management Survey. This presentation brings you the highlights of the survey and some sound advice to manage your third- and fourth-party suppliers.
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
La gestión de la cadena de suministro en un entorno económico cambianteFundación Ramón Areces
"Ciclo: Gestionar la crisis: estrategias empresariales para enfrentarse a la crisis económica", en colaboración con IE Business School
Vinod Singhal
Georgia Institute of Technology. Atlanta. EE.UU.
Madrid, 26 de mayo de 2010
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
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.
'Achieving Supply Chain Excellence in the Fast Moving Consumer Goods Industry'
By Thomas Müller-Kirschbaum
LogiChem 2011 will be the event's tenth anniversary and an opportunity for the most senior chemical supply chain & global logistics directors from the European chemicals community to come together once again share experiences, make new contacts and benchmark the latest chemical supply chain initiatives.
Not only will LogiChem 2011 be a chance for the chemical industry to reminisce about the last ten years but an opportunity to shape the next decade. To celebrate a decade of LogiChem, there will be an exciting three day programme filled with networking opportunities in our new location, Antwerp.
Jerry Sto. Tomas, Chief Information Security Officer at Allergan, discussed IT security and steps that organizations can take to bolster their security levels during his presentation at the 2015 Chief Information Officer Leadership Forum in Los Angeles on Feb. 10. In his presentation, Sto. Tomas noted that IT security controls must be aligned with an organization’s goals.
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.
This complete deck covers various topics and highlights important concepts. It has PPT slides which cater to your business needs. This complete deck presentation emphasizes Procurement Risk Management PowerPoint Presentation Slides and has templates with professional background images and relevant content. This deck consists of total of thirty seven slides. Our designers have created customizable templates, keeping your convenience in mind. You can edit the colour, text and font size with ease. Not just this, you can also add or delete the content if needed. Get access to this fully editable complete presentation by clicking the download button below. http://bit.ly/2uCY6i5
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.
Third-party Governance and Risk Management - 2018Deloitte UK
This report shows how Third-party Risk Management had continued to benefit from greater executive awareness in 2017 which have allowed organisations to tackle the topic with a renewed focus and investment. This is even more important due to amid prevalent threats of high profile business failure, illegal third-party actions, or regulatory action with punitive fines.
Know your suppliers? How can you manage supplier risk?Bureau van Dijk
Sourcing suppliers isn’t just about costs and provision. You need to know about risk.
BvD works extensively with regulated firms on their customer and supplier due diligence.
Find out how you can manage your supplier risk. What checks should you consider and how can you include them in your workflow?
An estimate of the value of IT Project Governance based on the best available research data. The suggestion is that between performance can be improved by 4-8 times which is the equivalent to 1-3% of GDP at a national level.
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
La gestión de la cadena de suministro en un entorno económico cambianteFundación Ramón Areces
"Ciclo: Gestionar la crisis: estrategias empresariales para enfrentarse a la crisis económica", en colaboración con IE Business School
Vinod Singhal
Georgia Institute of Technology. Atlanta. EE.UU.
Madrid, 26 de mayo de 2010
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
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.
'Achieving Supply Chain Excellence in the Fast Moving Consumer Goods Industry'
By Thomas Müller-Kirschbaum
LogiChem 2011 will be the event's tenth anniversary and an opportunity for the most senior chemical supply chain & global logistics directors from the European chemicals community to come together once again share experiences, make new contacts and benchmark the latest chemical supply chain initiatives.
Not only will LogiChem 2011 be a chance for the chemical industry to reminisce about the last ten years but an opportunity to shape the next decade. To celebrate a decade of LogiChem, there will be an exciting three day programme filled with networking opportunities in our new location, Antwerp.
Jerry Sto. Tomas, Chief Information Security Officer at Allergan, discussed IT security and steps that organizations can take to bolster their security levels during his presentation at the 2015 Chief Information Officer Leadership Forum in Los Angeles on Feb. 10. In his presentation, Sto. Tomas noted that IT security controls must be aligned with an organization’s goals.
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.
This complete deck covers various topics and highlights important concepts. It has PPT slides which cater to your business needs. This complete deck presentation emphasizes Procurement Risk Management PowerPoint Presentation Slides and has templates with professional background images and relevant content. This deck consists of total of thirty seven slides. Our designers have created customizable templates, keeping your convenience in mind. You can edit the colour, text and font size with ease. Not just this, you can also add or delete the content if needed. Get access to this fully editable complete presentation by clicking the download button below. http://bit.ly/2uCY6i5
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.
Third-party Governance and Risk Management - 2018Deloitte UK
This report shows how Third-party Risk Management had continued to benefit from greater executive awareness in 2017 which have allowed organisations to tackle the topic with a renewed focus and investment. This is even more important due to amid prevalent threats of high profile business failure, illegal third-party actions, or regulatory action with punitive fines.
Know your suppliers? How can you manage supplier risk?Bureau van Dijk
Sourcing suppliers isn’t just about costs and provision. You need to know about risk.
BvD works extensively with regulated firms on their customer and supplier due diligence.
Find out how you can manage your supplier risk. What checks should you consider and how can you include them in your workflow?
An estimate of the value of IT Project Governance based on the best available research data. The suggestion is that between performance can be improved by 4-8 times which is the equivalent to 1-3% of GDP at a national level.
Do your stakeholders want to see evidence of the program's impact?
By knowing what works in your learning portfolio, you can repeat successes and eliminate ineffective programs. This method is based on the work of Donald L. Kirkpatrick, Dr J. Phillips, Robert Brinkerhoff and Josh Bersin.
"Credible, data-driven and actionable reporting of your training impact and talent programs are critical for making right investment decisions."
www.greenbookslearning.com
According to Forrester, consumers trust expert opinions 6x more than advertising when deciding what product to buy. But earned media is impossible to control and difficult to scale. Until now. Read this research paper from inPowered and Marketing Evolution to understand how major brand marketers are leveraging their earned media, written by trusted category experts, to drive serious lifts in brand favorability, advocacy, and purchase intent and achieve ROI 7-14x campaign investment levels.
Presented at the Mid-Atlantic Marketing Summit, Social@Ogilvy VP Leigh George discussed how to measure the ROI of Social Media and why that was so important. You can follow her presentation and others on #mamsummit
How to Drive ROI In Your Healthcare Quality Improvement Projects Health Catalyst
At a time when average hospital’s margins are stagnating, executives should be asking tough questions about the ROI of "indispensable" technologies. Will new technologies prove their worth or drive them further into the red? How do you measure and track ROI?
We need to educate clinicians on financial metrics and finance people need to learn more about the clinical processes and outcomes. One of the historical problems with calculating ROI has been the fundamental culture divide between clinicians and finance. Gone should be the days that clinicians deliver care without knowing the financial cost of that care.
This slide set give practical advice on how to set goals, measure ROI and gives excel templates that are based on years of experience by the authors
Effective GOVERNANCE in Project Portfolio ManagementMichal Augustini
Presentation about article: "Effective GOVERNANCE in Project Portfolio Management" - Analysis on how to avoid pitfalls and solve issues in Project Portfolio Management, comparing secondary literature with expert interviews
Available on Scribd:
http://www.scribd.com/doc/183721084/Effective-governance-in-Project-Portfolio-Management
Using the results from over 500 econometric models over the last five years, Benchmarketing has proved that newsbrands continue to play a very important part in the modern media mix. As a result, advertising spend should return to 2013 levels for optimum effectiveness
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.
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.
Analytics is a two-sided coin. While on one side, it uses
descriptive and predictive models to gain valuable knowledge from data, i.e. data analysis, on the other side, it provides insight to recommend action or guide decision making, i.e. communication
Property & Casualty Commercial Lines Underwriting: The New PlaybookCognizant
P&C commercial lines carriers are experiencing a global transformation that will compel them to reexamine their operating models, implement direct-to-consumer strategies, reengineer their processes and technologies, and achieve and sustain profitable growth in the age of digital.
Shared Service Centers: Risks & Rewards in the Time of CoronavirusCognizant
Our recent research reveals that organizations are reassessing the pros and cons of captive services. Companies are twice as likely to reduce than increase their use of shared service centers.
From Regulatory-driven Risk Operating Models to Improved ECM and Client Cent...accenture
What is driving the new thinking around efficiency and innovation among CROs and Actuaries? Which role will Economic Capital Management (ECM) play in the post Solvency II implementation era? This Accenture RiskMinds Insurance presentation will discuss these and other efficiency and innovation topics on CROs’ and CFOs’ agenda. Get new insights from Accenture's Regulatory Insights blog: www.accenture.com/RegulatoryInsights
Rethinking Reconciliation: How a Global Center of Excellence Can Enhance Risk...Broadridge
In two years, outsourced reconciliation solutions have grown exponentially as increased focus on risk, regulations, and cost reduction has heightened the need for greater transparency and efficiency across all areas of financial services operations. Discover how leading financial institutions are enhancing risk management and reducing costs through a global center of excellence for reconciliations.
Predictive analytics. overview of skills and opportunitiesFarid Gurbanov
Predictive Analytics could bring benefits virtually to any data-intensive and knowledge-intensive organization. With integration into existing business processes and applications it gives plenty of powerful opportunities. In this brief presentation I outline my experience and skills in data analytics.
Combining risk information and criticality data derived from determining the impact enables urgent needs for action to be identified so that risks can be addressed in a proactive manner using appropriate measures, thereby ensuring the success of the company. Read more about the step-by-step approach, and conceptual and organizational implementation of risk assessment!
Monitoring of latent risks and an early warning system for events enable prompt implementation of appropriate preventive measures in a crisis situation. These predefined actions, together with quicker crisis response time and assessment of the criticality can save costs and time. Read more about the step-by-step approach, and conceptual and organizational implementation of risk identification!
“Ensuring profitability through transparent supply chains”Heiko Schwarz
Challenge
Hottinger Baldwin Messtechnik (HBM) was faced with the challenge of creating transparency along global supply chains to minimize risks in its supply chain, secure production and ensure profitability. With this in mind, HBM came up with three questions that would be relevant for creating an all-inclusive concept for successful supply chain risk management:
What risk is associated with every single supplier?
How does each supplier influence the profitability?
How can transparency be created so as to prevent crippling of the entire production due to default by a supplier that works with penny articles?
SOLUTION
An all-inclusive approach enables HBM to monitor its key suppliers. „All-inclusive“: first because HBM monitors suppliers, locations, countries and hubs for all types of risks (natural disasters, strikes, compliance breaches, etc.) by way of riskmethods‘ Supply Risk Network. And „all-inclusive“: second because HBM can map its extensive risk management process cycle in the Supply Risk Network. Risks are monitored along the entire supply chain and the impact is determined using an evaluation matrix so that, in a risk event, transparency on the ramifications is immediately available. This allows for professional action planning in order to quickly activate appropriate risk mitigation measures and activities in an emergency.
BENEFITS
The riskmethods Supply Risk Network can be activated using a sequence of simple manual actions, and offers HBM a cloud-based software solution with daily, up-to-date data on all risks for all suppliers, production sites and countries. This has proved to be a profitable advantage, especially to medium-sized companies that have integrated the Supply Risk Network into their organization. Ongoing risk monitoring, an early warning system, impact evaluation and action planning ensure that risks are more easily recognized and the extent of damage minimized. In this way, HBM ensures its profitability and increases its competitive advantage.
Recipe for successful Supply Chain Risk ManagementHeiko Schwarz
This white paper serves as support for everyone involved in implementing supply chain risk management (SCRM). These guidelines are intended to provide companies with a checklist containing all the ingredients that are important for setting up professional, successful supply chain risk management. In this way, time-consuming delays and costly errors can be avoided. The individual chapters contain detailed descriptions on the following ingredients for a comprehensive supply chain risk management process, and how to integrate them in an organization:
- Definition of the scope
- Definition of risks to be monitored ("Risk Inventory")
- Supply chain transparency
- Risk identification
- Risk assessment
- Action plan management for minimizing risks
- Integration into further procurement processes
As the approach described in this white paper is a generic one, specifics must be adapted to the relevant sector and company size in order to adapt the generic concept accordingly . You can find a detailed description of the benefits and the return on investment of supply chain risk management in the "ROI of Supply Chain Risk Management" study .
As is the case with any dish: Adjust the ingredients according to your personal (company-specific) liking!
Supply Chain Risk Management - made easy!Heiko Schwarz
Pressure in terms of innovations and costs as a result of the globalization of markets and services are forcing companies to focus more strongly on international procurement. This globalization, combined with a fall in added value leads to a new, complex risk structure, which necessitates continuous monitoring of various risk potentials along all supply chains.
The Supply Risk Network from riskmethods has been developed to address precisely
these challenges.
Kardex not only aims to exploit new opportunities in the context of professionalizing and internationalizing procurement, but at the same time also to cushion associated risks. As a result, supply chain risk management has gained great importance in procurement.
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.
Check out the webinar slides to learn more about how XfilesPro transforms Salesforce document management by leveraging its world-class applications. For more details, please connect with sales@xfilespro.com
If you want to watch the on-demand webinar, please click here: https://www.xfilespro.com/webinars/salesforce-document-management-2-0-smarter-faster-better/
Prosigns: Transforming Business with Tailored Technology SolutionsProsigns
Unlocking Business Potential: Tailored Technology Solutions by Prosigns
Discover how Prosigns, a leading technology solutions provider, partners with businesses to drive innovation and success. Our presentation showcases our comprehensive range of services, including custom software development, web and mobile app development, AI & ML solutions, blockchain integration, DevOps services, and Microsoft Dynamics 365 support.
Custom Software Development: Prosigns specializes in creating bespoke software solutions that cater to your unique business needs. Our team of experts works closely with you to understand your requirements and deliver tailor-made software that enhances efficiency and drives growth.
Web and Mobile App Development: From responsive websites to intuitive mobile applications, Prosigns develops cutting-edge solutions that engage users and deliver seamless experiences across devices.
AI & ML Solutions: Harnessing the power of Artificial Intelligence and Machine Learning, Prosigns provides smart solutions that automate processes, provide valuable insights, and drive informed decision-making.
Blockchain Integration: Prosigns offers comprehensive blockchain solutions, including development, integration, and consulting services, enabling businesses to leverage blockchain technology for enhanced security, transparency, and efficiency.
DevOps Services: Prosigns' DevOps services streamline development and operations processes, ensuring faster and more reliable software delivery through automation and continuous integration.
Microsoft Dynamics 365 Support: Prosigns provides comprehensive support and maintenance services for Microsoft Dynamics 365, ensuring your system is always up-to-date, secure, and running smoothly.
Learn how our collaborative approach and dedication to excellence help businesses achieve their goals and stay ahead in today's digital landscape. From concept to deployment, Prosigns is your trusted partner for transforming ideas into reality and unlocking the full potential of your business.
Join us on a journey of innovation and growth. Let's partner for success with Prosigns.
Climate Science Flows: Enabling Petabyte-Scale Climate Analysis with the Eart...Globus
The Earth System Grid Federation (ESGF) is a global network of data servers that archives and distributes the planet’s largest collection of Earth system model output for thousands of climate and environmental scientists worldwide. Many of these petabyte-scale data archives are located in proximity to large high-performance computing (HPC) or cloud computing resources, but the primary workflow for data users consists of transferring data, and applying computations on a different system. As a part of the ESGF 2.0 US project (funded by the United States Department of Energy Office of Science), we developed pre-defined data workflows, which can be run on-demand, capable of applying many data reduction and data analysis to the large ESGF data archives, transferring only the resultant analysis (ex. visualizations, smaller data files). In this talk, we will showcase a few of these workflows, highlighting how Globus Flows can be used for petabyte-scale climate analysis.
Enterprise Resource Planning System includes various modules that reduce any business's workload. Additionally, it organizes the workflows, which drives towards enhancing productivity. Here are a detailed explanation of the ERP modules. Going through the points will help you understand how the software is changing the work dynamics.
To know more details here: https://blogs.nyggs.com/nyggs/enterprise-resource-planning-erp-system-modules/
Innovating Inference - Remote Triggering of Large Language Models on HPC Clus...Globus
Large Language Models (LLMs) are currently the center of attention in the tech world, particularly for their potential to advance research. In this presentation, we'll explore a straightforward and effective method for quickly initiating inference runs on supercomputers using the vLLM tool with Globus Compute, specifically on the Polaris system at ALCF. We'll begin by briefly discussing the popularity and applications of LLMs in various fields. Following this, we will introduce the vLLM tool, and explain how it integrates with Globus Compute to efficiently manage LLM operations on Polaris. Attendees will learn the practical aspects of setting up and remotely triggering LLMs from local machines, focusing on ease of use and efficiency. This talk is ideal for researchers and practitioners looking to leverage the power of LLMs in their work, offering a clear guide to harnessing supercomputing resources for quick and effective LLM inference.
Gamify Your Mind; The Secret Sauce to Delivering Success, Continuously Improv...Shahin Sheidaei
Games are powerful teaching tools, fostering hands-on engagement and fun. But they require careful consideration to succeed. Join me to explore factors in running and selecting games, ensuring they serve as effective teaching tools. Learn to maintain focus on learning objectives while playing, and how to measure the ROI of gaming in education. Discover strategies for pitching gaming to leadership. This session offers insights, tips, and examples for coaches, team leads, and enterprise leaders seeking to teach from simple to complex concepts.
Listen to the keynote address and hear about the latest developments from Rachana Ananthakrishnan and Ian Foster who review the updates to the Globus Platform and Service, and the relevance of Globus to the scientific community as an automation platform to accelerate scientific discovery.
May Marketo Masterclass, London MUG May 22 2024.pdfAdele Miller
Can't make Adobe Summit in Vegas? No sweat because the EMEA Marketo Engage Champions are coming to London to share their Summit sessions, insights and more!
This is a MUG with a twist you don't want to miss.
Unleash Unlimited Potential with One-Time Purchase
BoxLang is more than just a language; it's a community. By choosing a Visionary License, you're not just investing in your success, you're actively contributing to the ongoing development and support of BoxLang.
Navigating the Metaverse: A Journey into Virtual Evolution"Donna Lenk
Join us for an exploration of the Metaverse's evolution, where innovation meets imagination. Discover new dimensions of virtual events, engage with thought-provoking discussions, and witness the transformative power of digital realms."
Understanding Globus Data Transfers with NetSageGlobus
NetSage is an open privacy-aware network measurement, analysis, and visualization service designed to help end-users visualize and reason about large data transfers. NetSage traditionally has used a combination of passive measurements, including SNMP and flow data, as well as active measurements, mainly perfSONAR, to provide longitudinal network performance data visualization. It has been deployed by dozens of networks world wide, and is supported domestically by the Engagement and Performance Operations Center (EPOC), NSF #2328479. We have recently expanded the NetSage data sources to include logs for Globus data transfers, following the same privacy-preserving approach as for Flow data. Using the logs for the Texas Advanced Computing Center (TACC) as an example, this talk will walk through several different example use cases that NetSage can answer, including: Who is using Globus to share data with my institution, and what kind of performance are they able to achieve? How many transfers has Globus supported for us? Which sites are we sharing the most data with, and how is that changing over time? How is my site using Globus to move data internally, and what kind of performance do we see for those transfers? What percentage of data transfers at my institution used Globus, and how did the overall data transfer performance compare to the Globus users?
Paketo Buildpacks : la meilleure façon de construire des images OCI? DevopsDa...Anthony Dahanne
Les Buildpacks existent depuis plus de 10 ans ! D’abord, ils étaient utilisés pour détecter et construire une application avant de la déployer sur certains PaaS. Ensuite, nous avons pu créer des images Docker (OCI) avec leur dernière génération, les Cloud Native Buildpacks (CNCF en incubation). Sont-ils une bonne alternative au Dockerfile ? Que sont les buildpacks Paketo ? Quelles communautés les soutiennent et comment ?
Venez le découvrir lors de cette session ignite
How to Position Your Globus Data Portal for Success Ten Good PracticesGlobus
Science gateways allow science and engineering communities to access shared data, software, computing services, and instruments. Science gateways have gained a lot of traction in the last twenty years, as evidenced by projects such as the Science Gateways Community Institute (SGCI) and the Center of Excellence on Science Gateways (SGX3) in the US, The Australian Research Data Commons (ARDC) and its platforms in Australia, and the projects around Virtual Research Environments in Europe. A few mature frameworks have evolved with their different strengths and foci and have been taken up by a larger community such as the Globus Data Portal, Hubzero, Tapis, and Galaxy. However, even when gateways are built on successful frameworks, they continue to face the challenges of ongoing maintenance costs and how to meet the ever-expanding needs of the community they serve with enhanced features. It is not uncommon that gateways with compelling use cases are nonetheless unable to get past the prototype phase and become a full production service, or if they do, they don't survive more than a couple of years. While there is no guaranteed pathway to success, it seems likely that for any gateway there is a need for a strong community and/or solid funding streams to create and sustain its success. With over twenty years of examples to draw from, this presentation goes into detail for ten factors common to successful and enduring gateways that effectively serve as best practices for any new or developing gateway.
SOCRadar Research Team: Latest Activities of IntelBrokerSOCRadar
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The alleged breach affected Europol agencies CCSE, EC3, Europol Platform for Experts, Law Enforcement Forum, and SIRIUS. Infiltration of these entities can disrupt ongoing investigations and compromise sensitive intelligence shared among international law enforcement agencies.
However, this is neither the first nor the last activity of IntekBroker. We have compiled for you what happened in the last few days. To track such hacker activities on dark web sources like hacker forums, private Telegram channels, and other hidden platforms where cyber threats often originate, you can check SOCRadar’s Dark Web News.
Stay Informed on Threat Actors’ Activity on the Dark Web with SOCRadar!
A Comprehensive Look at Generative AI in Retail App Testing.pdfkalichargn70th171
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Into the Box Keynote Day 2: Unveiling amazing updates and announcements for modern CFML developers! Get ready for exciting releases and updates on Ortus tools and products. Stay tuned for cutting-edge innovations designed to boost your productivity.
top nidhi software solution freedownloadvrstrong314
This presentation emphasizes the importance of data security and legal compliance for Nidhi companies in India. It highlights how online Nidhi software solutions, like Vector Nidhi Software, offer advanced features tailored to these needs. Key aspects include encryption, access controls, and audit trails to ensure data security. The software complies with regulatory guidelines from the MCA and RBI and adheres to Nidhi Rules, 2014. With customizable, user-friendly interfaces and real-time features, these Nidhi software solutions enhance efficiency, support growth, and provide exceptional member services. The presentation concludes with contact information for further inquiries.
Study ROI of Supply Chain Risk Management (riskmethods Nov 2014)
1. -1-
$
STUDY
ROI of Supply Chain Risk Management
2.
3. STUDY
ROI of Supply Chain Risk Management
Contents
Page
1 Foreword 5
2 Executive Summary 6
3 Process Model of the Study and Definition of Terms 7
4 Goals of Supply Chain Risk Management (SCRM) 8
5 Return On Investment (ROI) for SCRM 9
5.1 ROI Through Automated Acquisition of Information 9
5.2 ROI Through Supply Chain Visibility 9
5.3 ROI Through Lower Costs for External Premium Information 10
5.4 ROI Through Time Advantage 10
5.5 ROI Through Price Containment in a Crisis Situation 11
5.6 ROI Through Insurance 11
5.7 ROI Through Advanced Sourcing 12
5.8 ROI Through Avoidance of Revenue Shortfalls 12
5.9 ROI Through Protection of Reputation 13
6 Template for ROI Calculation 14
7 Case Study: ROI Determination for a Medium-sized Company 16
8 Summary 18
4.
5. 1
Foreword
For many years, companies have
been reducing their added-value
depth as part of globalization,
and have been shifting this to ex-ternal,
globally active supply net-works.
This results in numerous new, global
and complex supply chains with worldwide business partners,
on which companies are increasingly dependent. Accordingly,
the production depth in German industry has, especially in the
last two decades of globalization, fallen to only 30.2 %1. In some
sectors, such as the automobile industry, 1st and 2nd-tier sup-pliers
have consequently developed into the real innovation
drivers of the automobile manufacturers. “Best-Cost-Country-
Sourcing” also leads to new supplier relationships. Business
partners are often located in emerging markets, where chan-ges
in political, macro-economic as well as infrastructural risks
are extremely difficult to monitor. Measures for aggregation of
requirements in procurement have in turn led to compressed,
highly focused supplier portfolios – which has resulted in a conti-nually
increasing risk position in the event of a disruption within
these supply networks.
A study by Zurich Versicherung “Strategic risk: do not forget
your supply chain!” investigated the effects of supply chain dis-ruptions
based on thousands of SEC reports. On average, the
consequences were:
• 25 % reduction in stock prices (effect over 2 years)
• 9 % drop in revenue
• 11 % increase in costs
• 14 % higher delivery capability of “SCRM Leaders” compared
to other companies2
With significant effects such as these, it is no surprise that,
according to Zurich, many companies with long-term supply
chain disruptions never recover.
Besides globalization, another megatrend is responsible for the
increased high public awareness of ethical, corporate sustaina-bility
in supply chains and supplier relationships: digitalization.
Sub-human working conditions in far-off regions, workplace
accidents due to defective safety provisions or environmental
pollution on the part of suppliers are made available to the
world’s public within minutes by means of a smartphone photo
and a tweet or YouTube video. This happened to iPhone supplier
Foxconn (http://bit.ly/1AKKA3Y) in the case of the suicides due
to catastrophic working conditions and to a Chinese supplier to
GM (http://onforb.es/1qDxWwE) in the case of an accident
with over 65 worker casualties as a result of a dust explosion. Re-putations
can be ruined quickly, and revenue can fall if a manu-facturer
does not pay sufficient attention to the conditions under
which their suppliers manufacture in foreign countries. Because
for many end customers, it is not just the price at the checkout
that counts but also at what price the product was placed on
the market. Self-imposed ethical principles and “digital transpa-rency”
require that companies identify ethical risks of this nature
in supplier networks and that they take appropriate measures.
Identification, analysis, forecasting and reduction of risks in
supplier networks comprise a new task that is, in parts, not yet
well-established in companies. This study aims to provide com-panies
with a guideline for calculating the return on investment
of tool-based supply chain risk management (SCRM). For this,
qualitative usage aspects are also taken into consideration, and
quantitatively demonstrable reference examples listed.
Dr. Hugo Eckseler
Graduate Physicist, Consultant
1 Source: German Federal Statistics Office.
-5-
2 Best-in-class supply chains with risk management have a 97 % service level vs. 84 % for all others – Aberdeen in
“The Chief Supply Chain Officer’s View of Supply Chain Disruptions - How the Best-in-Class Respond”.
6. -6-
2
Executive Summary
Determining the return on investment represents an important aspect when deciding on a professional, au-tomated
and software-supported supply chain risk management (SCRM) solution. The study has detailed
information on how
• savings through process efficiency
• avoidance and reduction of crisis costs
provide the source for individual potentials that can be evaluated in monetary terms, and offer a tool for
individual determination of ROI as a no-charge download.
Results:
For a typical medium-sized manufacturing company with
revenue
of 200 million USD, the actual savings through
process efficiency alone quickly amount to considerably more
than 200,000 USD per annum. In particular, these hard-to-calcu-late
savings help to justify the investment decision, and ensure
budget neutrality as early as the first year of acquisition.
A significant benefit of SCRM is generated by the immense
potentials through risk prevention measures: Losses of up to
7.5 % of revenue (approx. 15 million USD in our sample com-pany)
can be avoided by means of risk prevention, or can at least
be considerably reduced in a crisis situation.
Values such as these assist in deciding the success of an
entire fiscal year, as well as the existence of a company. Compa-nies
derive additional financial room to maneuver and released
personnel capacity to be able to increase ROI through risk
prevention measures, in addition to acquisition of methods,
tools and know-how.
Success factors:
Successful companies with professional SCRM methodologies,
such as the world’s largest automobile component supplier
BOSCH, the leading technology group Siemens, or the most
profitable European telecommunications group Swisscom
agree that they have placed a sharp focus on common selected
criteria from a process, organizational and tools perspective.
This includes:
Distribution Savings through process
39 %
3 %
5 %
16 %
39 %
• Automatic vs. manual risk information
search, input and updating
• Volume discount through pooling of
fee-based data sources
• Reduced CBI insurance premiums
through supply chain transparency
• Risk-controlled Advanced Sourcing
• Outsourcing of 1st and 2nd-tier
supply chain identification and data
maintenance
37 %
Avoidance and reduction of crisis costs
$ 32,000
$ 9,000,000
$ 5,640,000
$ 300,000
• Reduction of crisis costs through
reaction time advantage
• Prevention of price increases
• Prevention of revenue shortfall
• Shareholder value loss – per
reputational damage
• Integrated methodology – coverage of all types of risks
• Clear responsibility of SCRM in an organizational unit
• Integration of all internal stakeholders in the cross-functional risk management process
• Use of a common IT-supported platform
• Supply chain transparency in the relevant tiers in each case (n-tier SCRM)
• Management of measures as an integrative component
• Use of all available structured and unstructured data sources
• Transformation of information into relevant, dependable intelligence
• Components of risk intelligence within the supplier network
• Support for different application cases for cross-functional partners
• Predictive analytics for risk prediction and prevention
Success factors
7. -7-
3
Process Model of the Study and Definition of Terms
The aim of this study is to investigate the determination of the
return on investment (ROI) of a software-supported solution for
supply chain risk management. The term supply chain risk ma-nagement
(abbreviated to SCRM) is used as a synonym. SCRM
is taken to mean the identification, analysis, forecasting and in-fluencing
of risks in supplier networks (1-n tier). In this study,
all yields and returns for success of the company that promise
amortization across the period of use are considered as ROI for
evaluation of the individual investment in SCRM. Both amortiza-tions
that can be evaluated in monetary terms and qualitative
usage aspects are taken into consideration as yields and returns.
The period of use is specified on the basis of the current balance-sheet
write-off period for hardware and software investments
of three years. Budget neutrality implies that an investment is
amortized within 12 months. Some base data for determining
ROI are only available on a “per crisis” basis, such as the financial
implications of actual shareholder value losses that occur. The
determination of ROI here is based on the stochastic probability
of occurrence of significant crisis situations, and determines a
statistical loss measure (per annum). The basis for this is the fin-ding3
that the companies surveyed reported an average of three
supply chain disruptions per year. For this study, we reduced this
number to the reporting of “serious disruptions”, such that we
assume a probability of occurrence for a significant disruption
of 0.67 per year.
The approach to determining ROI in this study deliberately does
not address the option of actuarial determination using “value
at risk”. The reason for this is that this study follows an easily ap-plicable
and yet professional as well as demonstrable derivation
of the ROI of an SCRM investment.
A fictitious industrial company, ROI Inc. is used as a reference
for a concrete representation of the ROI. ROI Inc. has revenue
of 200 million USD, employs 20 staff in procurement and logi-stics,
and plans to monitor the 2nd-tier supply chain of its top
100 suppliers. Insurance coverage to an annual value of 1 million
USD exists, and this sum is guaranteed as a lump sum within the
framework of other insurance. A supply chain disruption is esti-mated
to cause losses of approx. 25,000 USD per hour (penalties,
idle time costs, increased logistics costs for replacement provisi-oning,
etc.) The calculation of personnel costs for procurement
and logistics staff is based on an hourly rate of 50 USD. The annu-al
new A-category spend is on average 200,000 USD. In addition,
ROI Inc. accesses current reinsurance data for geocoded deter-mination
of natural hazard risks at a cost of 100,000 USD per an-num.
Based on these listed parameters, the ROI potential for ROI
Inc. will be assessed in the study. The ROI Calculator developed
in this connection, which is freely available, also enables any in-terested
company to conduct a complete individual appraisal of
its own ROI. Additional information in this regard, as well as the
details for a free download can be found in Section 6 “Template
for ROI Calculation”.
3 The study “Can You Afford the Risk?” from Supply Chain Insights LLC (2014) reports an average of 3 supply chain disruptions per company surveyed.
8. -8-
4
Goals of Supply Chain Risk Management (SCRM)
Based on the various company objectives (price leadership, quality leadership, etc.), motivations and goal-setting
in SCRM projects are also different. Typical core goals when initiating SCRM are:
• Ensuring revenue by avoiding supplier disruptions
• Protecting the company image by adhering to ethical, social and environmental standards in the supply chain
• Protecting the company from criminal penalties by adhering to regulatory guidelines and requirements
• Defending profit margins through resistant, efficient and flexible supply chains
Core goals
These core aims are accompanied by a number of ancillary goals such as simplified certification procedures (ISO 28000, 28001) or
optimized insurance benefits for operational disruption policies (extent of cover, costs). Support for company-internal GRC guidelines
(Governance, Risk & Compliance) or the requirement for operating best-in-class management of the supply chain are also drivers for
investing in SCRM.
9. -9-
5
Return On Investment (ROI) for SCRM
A key component of SCRM is the identification and evaluation of
the risk situation in the supply chain. The supply chain elements
to be evaluated (risk objects) are all in the supply chain:
• Suppliers involved
• Logistics hubs used (harbors, warehouses, etc.)
• Affected countries
Each of these risk objects has a number of individual risks such
as insolvency, relocation of premises, ethical breaches, sanctions
(supplier risks), strikes, pandemics, natural hazards (location
risks) or infrastructural, macro-economic as well as political risks
(country risks). To determine the risk status, individual indica-tors
(“sensors”) must be evaluated and continually monitored
for changes: For example, to determine a supplier plant’s expo-sure
in terms of natural hazards, information and change data
about environmental and natural details for the plant’s location
are required, such as risk of earthquake or flooding, etc. One of
the world’s largest industrial groups estimates the work effort
saved for information research compared with a solution that
automates the provision and analysis of information to be 4.35h
per month (this corresponds to 1h per week) per commodity
manager/lead buyer and logistics manager. This effort saved can
be determined from the obsolete initial research on the risk si-tuation
during award decisions using a number of tools as well
as web research, and continual monitoring of individual risks via
search engine alerts and topic-specific websites such as the Glo-bal
Disaster Alerting & Coordination System (www.gdacs.org).
The hourly rate used in this organization is 50.00 USD.
In addition to this purely arithmetical approach, another quali-tative
issue needs to be considered: Bearing in mind the load of
daily operations, is there in fact a continual process in ROI Inc.
for actually performing this essential manual research? Or, in re-ality,
is this research performed in a much more lax manner? Is
it the case that relevant risk trends and events are perhaps con-sequently
identified considerably later than they should be, as
manual data research is not one of the top priorities and tasks?
ROI analysis result based on the automation of data procure-ment
and evaluation for ROI Inc.: For each procurement and
logistics employee involved, an annual figure of 1,958.00 USD
is saved, which amounts to 39,150.00 USD in total4. ROI type:
saving. Alternatively, around 100 working days can be allo-cated
for value-creating activities.
Transparency across the entire supply chain and, as a result,
the identification and evaluation of the risk situation for sub-suppliers
as well, is a significant part of SCRM. The reason for
this is obvious, and was clearly underpinned in 2013 by the
Business Continuity Institute5: 42 % of all supply chain disrup-tions
stem from tiers below the immediate suppliers. This issue
is even more dramatic when seen against the background that
75 % of the companies have no transparency in the sub-structu-res
of their supply chains. An obvious reason is the high degree
of manual effort required to identify the current situation and
the current changes in the 2nd-tier supply chains, and to incor-porate
these into risk monitoring6. The effort in a company – even
where this process is well supported by electronic voluntary sup-plier
information – is estimated at approximately 30 minutes per
year and supplier for
• Dispatch or activation of the questionnaire (e. g. via voluntary
supplier information)
• Follow-up on unanswered questionnaires
• Follow-up on incomplete or incorrect answers
• Transfer of the answers (sub-tier supplier master data, lo-gistics
hubs, data on recovery timeframes, etc.) into the risk
monitoring process
• Request for individual risk data sources (credit ratings, geo
risk profiles, CSR information, sanctions tests, country risks,
etc.)
In 2nd-tier identification, if one uses a conservative estimate of
an average of 5 sub-suppliers, the effort for 100 1st-tier suppliers
alone is calculated at 300 working hours7. As these tasks are ty-pically
performed by lead buyers, commodity managers and/or
logistics experts, an hourly rate of 50.00 USD should follow on
from „rate of“: rate of 50.00 USD can be expected. This then me-ans
that the work effort in purely monetary terms for ROI Inc.
to identify 2nd tiers, follow-up activities, updating and risk data
queries is 15,000.00 USD per annum. However, if the company
instead makes use of an expert-supported, software-based Sup-ply
Chain Identification Service, these costs can be reduced by an
average of 58 %. In concrete terms, this means an annual saving
of 8,700.00 USD in our example. Alternatively, this regained wor-king
time (300 hours per annum) can be used by procurement
and logistics management for value-creating activities.
ROI analysis result based on the use of an expert-supported
and tool-based Supply Chain Identification Service for ROI Inc.:
annual saving of 8,700.00 USD. ROI type: saving.
5.1
ROI Through Automated Acquisition
of Information
5.2
ROI Through Supply Chain Visibility
4 With an automation level of 75 %.
5 “Supply Chain Resilience” (2013) – Business Continuity Institute.
6 “No time” is the number 1 argument for lack of supply chain transparency – Source: Zurich Supply Chain Review “The Weakest Link” (2012).
7 100 1st-tier suppliers + 500 2nd-tier suppliers x 0.5h identification & maintenance effort per data record = 300h p.a.
$
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10. -10-
5
Return On Investment (ROI) for SCRM
Access to data sources from third-party suppliers is often not
cost-effective for individual companies, first as this access is asso-ciated
with high costs, and second as individual IT systems must
be adapted and interfaces created and maintained. By contrast,
standard SCRM solutions permit scalability effects that allow the
access and use of this premium data under significantly more
favorable conditions. Access to reinsurers’ databases, which
provide extremely detailed risk assessments about different na-tural
hazards for any geo coordinates can cost a six-figure USD
amount, for example – this is for a single year’s access. Conse-quently,
it is only large corporations or insurance companies that
can afford this information. SCRM providers such as riskmethods
GmbH offer customers live access to exactly this data, which
allows smaller and medium-sized companies to also receive ex-act
estimates of natural hazard risks for their supplier locations,
for important logistics hubs in their supply chains as well as for
their own locations, and this at a fraction of the costs mentioned
above. Significant cost benefits are also available in the area of
creditworthiness data or sanctions testing, which are impossible
to achieve to the same extent, even by an SCRM solution deve-loped
in-house.
ROI analysis result for ROI Inc.: When taking into consideration
publicly available price information dated October 2014 from
riskmethods GmbH for example, annual costs of this ROI option
are reduced by 90 %, thereby generating savings of 90,000.00
USD per year.
ROI type: saving9. The laborious research into geo coordinates,
querying of risk exposure and documentation of results, which
has up till now been a manual process, is also obsoleted and
contributes to increased usage of information.
Besides a high level of efficiency, automated procurement of risk
information offers another benefit: an almost real-time early
warning system. One of the 10 largest automobile component
suppliers has calculated the time advantage as a result of au-tomated
early warnings to be 1.5 days10. This means that in the
event of a catastrophe, the crisis teams can initiate measures
to overcome and limit the resultant damage 1.5 days earlier. In
the case of automobile manufacturers, penalties for component
suppliers in the event of production interruptions of 200,000.00
USD per hour are not unusual, whereby ROI Inc. works on
significantly lower penalties of 25,000.00 USD per hour in the
ROI Calculator. The topic is extremely relevant: According to the
study “Supply Chain Resilience 2013 Survey” by the BCI (Business
Continuity Institute), 75 % of the 519 international companies
surveyed reported at least one operational interruption in 2013.
Assuming that responding to a crisis 1.5 days earlier can under
optimal circumstances completely prevent a supply disruption
at the customer, penalties of around 600,000.00 USD per crisis
situation can be avoided (assumption: shift operation OEM 16h/
day, 25,000 USD penalty/hour). Taking into account the proba-bility
of occurrence, this absolute value is again relativized for
determining the ROI: From a statistical perspective, an event that
actually results in penalty payments occurs twice in three years,
that is, 0.67 times per year11. In addition, one can also not as-sume
that every operational interruption also results in a supply
disruption at the company’s own customers. Consequently,
an assumption is made for calculation purposes that this only
occurs during every 2nd crisis situation. As a result, avoidance
of penalty payments amounts to 200,000.00 USD per crisis
situation.
ROI for ROI Inc.: 200,000.00 USD per annum. In addition, poten-tial
is increased, as this assessment contains no idle time costs
due to production stoppage in the company’s own manufac-turing
line (electricity, personnel, maintenance, etc.) ROI type:
saving (dependent on crisis situation, however).
5.3
ROI Through Lower Costs for External Premium
Information
5.4
ROI Through Time Advantage
8 The efficiency savings recorded are in the range from 37 % – 70 % time savings. Source: own research.
9 Only applicable for an ROI validation to the extent that appropriate sources are already being used.
10 Internal ROI evaluation of a globally active riskmethods customer. Sector: industry/manufacturing.
11 Details on determining the annual ROI in the case of damages due to crisis situations are provided in Section 3 “Process Model of the Study and Definition of Terms”
$
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1 – 5
6 – 10
11 – 20
21 – 50
51 +
25 %
53 %
13 %
5 %
1 %
3 %
Number of Operational Interruptions
in 2013
11. -11-
5
Return On Investment (ROI) for SCRM
Besides the time advantage, an early warning system provides
an opportunity to minimize additional costs that arise as a result
of crisis situations. This includes costs arising from personnel as-signed
to the crisis team, increased logistics costs for ensuring ad-herence
to deadlines and quantities (e.g. charter flights) as well
as costs resulting from replacement provisioning for outstanding
deliveries. A concrete example: On Monday, July 7, 2014, the
riskmethods GmbH Supply Risk Network sounded an alarm at all
its affected customers regarding the failure at the Chevron Phil-lips
chemical plant in Port Arthur (Texas), one of the world’s lar-gest
locations for the manufacture of ethylene, and issued a war-ning
about a worldwide shortage. Ethylene is the most important
component in the petrochemical/plastics industry. The price on
the ethylene spot market at this point in time was 0.5775 USD/
lb. It took around 72 hours for knowledge about the significance
of this incident to trigger the first price reactions on the spot
market. The price initially rose by around 5 % to 0.60500 USD/lb.,
and then reached an 18-month high of 0.66000 USD/lb. on July
15. The early warning mechanism provided ROI Inc. the opportu-nity
to cover its own ethylene requirements before other market
players drove the price up by 16 % within one week12.
Ethylene Spot Market Price
Here as well, prevention of price increases can be indicated on a
yearly basis due to the use of the statistical probability of occur-rence
of crisis situations (2 in 3 years)13 .
ROI per crisis situation for ROI Inc.: prevention of price increa-ses
of up to 16 % related to the short-term demand to be met or
32,000.00 USD. The statistically determined cost containment
is calculated at 21,333.00 USD per annum. ROI type: price con-tainment
in a crisis situation.
Besides the real-time response to disruptions in the supply
chain, the existing risk information on “latent” risks and current
trends should be analyzed to draw the correct conclusions and
to implement adequate risk-avoidance measures. This includes
supplier development measures, setup of alternative procure-ment
sources, optimization of warehousing, insurance, modified
procurement practice (risk as procurement criterion), changes in
contractual liability clauses and many other activities. Preventi-on
promises the greatest benefit but is also the most difficult to
quantify: Because how can a loss event that does not occur due
to prevention (and its potential extent) be measured?
Increased transparency through the risk structures along the
supply chain helps improve the insurance coverage (extent, ex-clusions,
etc.) and conditions in risk placement in the insurance
market14. On the one hand, the insurance providers can no lon-ger
simply reject the assumption of risk based on the lack of risk
transparency and impossible calculation of cumulative risks for
example – this is a common problem in companies that prefer
requesting appropriate cover for Contingent Business Interrupti-on
(CBI). It is not without reason that specialist insurers such as
Allianz or Zurich, as well as brokers with their own supply chain
risk management experts (e. g. MARSH Risk Consulting) support
companies by means of initial comprehensive risk assessments
of their supply chains. On average, approx. 0.12 USD insurance
premium per 100.00 USD of cover is due for CBI insurance15. For
a manufacturing company with annual insurance coverage of up
to 20 million USD, this equates to an annual insurance premi-um
of 24,000.00 USD. According to the results of studies16 by
Sourcing Innovation, companies with demonstrable supply chain
visibility can reduce the insurance rate for CBI insurance by up to
50 %. This is a 50 % saving – per year.
ROI for ROI Inc.: 12,000.00 USD per annum17 through a premi-um
reduction of up to 50 %. ROI type: saving. It should be noted
here that the possibility also exists that insurance companies
may be prepared to additionally extend the cover because of
the transparency in the supply chain and thereby increase the
risk protection, partly on a cost-neutral basis.
5.5
ROI Through Price Containment in a
Crisis Situation
5.6
ROI Through Insurance
12 In the ROI Inc. case study, the value of the short-term demand is 200,000.00 USD
13 Details on determining the annual ROI in the case of damages due to crisis situations are provided in Section 3 “Process Model of the Study and Definition of Terms“.
14 Dr. Georg Bräuchle, MD of Marsh Deutschland GmbH.
15 Sourcing Innovation, “The ROI of Supply Chain Resiliency” (Nov. 2013).
16 Sourcing Innovation, “The ROI of Supply Chain Resiliency” (Nov. 2013).
17 The ROI Calculator uses a successive increase in this ROI as the basis, as an assumption can be made that not all insurances are concluded in the first year with new conditions.
$
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0,61
0,6
0,59
0,58
0,57
0,56
0,55
7.7.14 8.7.14 9.7.14 10.7.14 11.7.14 15.7.14
12. -12-
5
Return On Investment (ROI) for SCRM
The Aberdeen Group created the term “Advanced Sourcing” as
an expression to denote modern methodologies and tools as
part of strategic purchasing. This includes in particular electro-nic
procurement processes (RfI, RfX, auctions), management
of product groups and strategic suppliers, spend analyses and
contract management18. Improved transparency on the one
hand allows for setting up of resistant supply chains, and on the
other for considering risk-relevant information as a precursor to
purchasing decisions. One of the world’s largest automobile ma-nufacturers
always includes suppliers’ risk scores into an award
decision as well as location risk scores for individual suppliers’
plants. This can generate immense benefits: In a 2012 study19
conducted over an observation period of 5 years, the Federation
of European Risk Management Associations (FERMA, Brussels)
found that 28 % of companies with excellent risk management
demonstrated a high EBITDA growth of >10 % p. a. – compared
to only 16 % of the companies with rudimentary risk manage-ment
processes. Unfortunately the study did not investigate the
direct benefit contribution in detail, and there is consequently
no clear evidence as to exactly what percentage supply chain
risk management contributed to these effects. However, other
studies provide an extremely precise picture of the value-add
of supply chain risk management as a component of Advanced
Sourcing: On average, the annual influenceable spend for prima-ry
materials in manufacturing companies stands at approximate-ly
6 % of revenue20. Aberdeen Group puts the total cost of ow-nership
savings of Advanced Sourcing at an industry average of
8 %21 . Assuming that supply chain transparency generates only a
10 % portion (in addition to activities such as aggregation of re-quirements,
e-sourcing, and management of suppliers, contracts
and goods categories) of the 8% savings mentioned (that is,
0.8 % savings on the influenceable spend), this results in a saving
of 0.048 % – related to the revenue of a manufacturing company.
ROI for ROI Inc.: up to 96,000.00 USD savings per annum (cor-responds
to 0.048 % of revenue)22. Type: savings.
Disruptions in supply chains often unavoidably lead to delays
in revenue or even to complete revenue shortfalls. If produc-tion
does not receive the necessary materials, customer orders
cannot be fulfilled in time or possibly not at all. Whether this
results in a complete revenue shortfall or not also depends on
the sector. For example, the service industry cannot maintain
a “warehouse” to buffer possible production stoppage of a call
center, for example. For the food industry, a delay in supply me-ans
a possible total loss, based on spoilt foodstuffs that have
been in the supply chain for too long. However, all other sec-tors
in which customer-specific products are generated, some of
which are also linked to contractual framework parameters with
withdrawal rights, can suffer complete revenue shortfalls as a
result of total stoppages as well.
For example, after the floods in Thailand, Canon lost 607 million
USD in revenue in its printer business. Nikon reported a revenue
reversal of 786 million USD. Intel announced a revenue slump in
the 4th quarter of 2011 from 14.7 to 13.7 billion USD based on
supplier stoppages – caused by the floods in Thailand, which in
turn resulted in missing electronic components for production.
Hewlett Packard reported a drop in revenue of a similar magni-tude
(1 billion USD).
According to an investigation by the Business Continuity Institu-te,
larger supply chain disruptions cause 9 % of revenue losses23.
The threat of these revenue losses should be avoided, as this has
a major influence on market shares, customer satisfaction, finan-cing,
and finally on shareholder value. Assuming that two supply
chain disruptions occur within three years, of which in turn only
every second event leads to actual loss of revenue, the threat
of loss of revenue per year is calculated as 3 % of total revenue.
ROI for ROI Inc.: avoidance of revenue shortfall of 6 million USD
per annum24. ROI type: avoidance
5.7
ROI Through Advanced Sourcing
5.8
ROI Through Avoidance of Revenue Shortfalls
18 Aberdeen Group, “Advanced Sourcing – Maximizing Savings Identification” (2012).
19 FERMA Benchmarking Survey results in a nutshell – November 29, 2012 - Author: Florence Bindelle.
20 100 % revenue, of which approx. 60 % managed spend, of which 50 % primary material, of which approx. 20 % p.a. influenceable, resulting in 6 % of revenue.
21 Aberdeen Group: “Advanced Sourcing – Maximizing Savings Identification” (2012).
22 The ROI Calculator uses a successive increase in this ROI as the basis, as an assumption can be made that not all insurances are concluded in the first year with new conditions.
23 Zurich Versicherung “Strategic risk: do not forget your supply chain!”.
24 Statistical probability of occurrence: 0.67. Annualized: 6 million USD. Details for determining annual ROI for crisis-dependent damage are listed in Section 3 “Process Model of
the Study and Definition of Terms”.
$
$
13. -13-
5
Return On Investment (ROI) for SCRM
5.9
ROI Through Protection of Reputation
Supply chain risks are not limited to measurable and material
damages to the company process only. Besides quality, ability to
deliver and price, the company image is an important percep-tion
and success factor. The good reputation of a company can
quickly be damaged if increased requirements in terms of sus-tainability,
business ethics and CSR in the supply chain are not
adhered to due to improper behavior by business partners. Gre-ater
information transparency (Internet, digitalization) means
that news such as this travels around the globe almost instan-taneously.
For example, poor working conditions due to faulty
ventilation in a production area led to a dust explosion at a Chine-se
automobile supplier in August 2014 that resulted in the deaths
of 70 workers. Immense media pressure forced General Motors
management to issue a public statement, as this operation is a
sub-supplier to GM. This case is noteworthy in that there is no
contractual relationship between GM and this company. How-ever,
the public expects an indirect influence by the automobile
manufacturer on its suppliers and sub-suppliers, to implement
and maintain ethical and environmentally friendly minimum
standards. CIRANO25 researched indices that allow a quantitative
assessment of the evaluation of reputation, including by means
of incidents that damage a brand. The result of this analysis26
was that every reduction in the Forbes Image Index by just a sin-gle
point for companies listed on the stock exchange causes a
2.82 % reduction in company goodwill. Prominent examples
were quoted of supply relationships at Nestlé (palm oil supplier
destroys orangutan habitats), SNC Lavalin (dubious bookkeeping)
or Apple (prohibition on suicides and poor working conditions at
the supplier Foxconn).
ROI for ROI Inc.: avoidance of 3,760,000.00 USD damage to
reputation per annum. ROI type: avoidance27.
25 Center for Interuniversity Research and Analysis on Organization.
26 Study: “Corporate Reputation: Is Your Most Strategic Asset at Risk?” CIRANO (2012).
27 Statistical probability of occurrence: 0.67. Annualized: 3,760,000 USD. Details for determining annual ROI for crisis-dependent damage are listed in Section 3
“Process Model of the Study and Definition of Terms”.
$
“It takes 20 years to build
a reputation and five
minutes to ruin it.“
Warren Buffet
14. -14-
6
Template for ROI Calculation
This study establishes understandable ways for professional derivation of return on investment through
investing in supply chain risk management. We consider this approach to be a fully-fledged and practical
alternative to “value at risk” determination, which is extremely time-consuming and costly. We also transfer
the results into a freely available calculation template so as to offer companies an ROI methodology for as-sessing
investments in supply chain risk management in a way that is easy to manage.
The following details provide input parameters:
• Number of employees in procurement & logistics with (partial) risk management responsibility
• Imputed hourly rate/employee
• Costs of operational disruption per hour (penalties, increased logistics costs, idle time, etc.)
• Average A-category spend (p. a.)
• Amount of coverage of CBI insurance p. a. (not premium)
• Revenue
• Goodwill/market capitalization
• Suppliers to be monitored (1st tier)
Parameters
15. -15-
Customizable ROI leverage (cf. Section 5. 1 to 5. 9) enables mapping of individual, company-specific initial situations. For instance, where
a company does not perform a risk analysis on exposure to natural hazards of supply chain locations (suppliers’ plant locations, logistics
hubs, etc.) it is not possible to calculate savings through future use. Leverage such as this can therefore also be set to n/a (not applicable)
(cf. figure) in order to correctly determine actual savings.
Leverage for Savings & Cost Containment Applicable (Y/N)
Automatization of manual risk data search, input and updating Y
Realizable cost savings for fee-based data sources of SCRM tools (bundling by providers) Y
Reduction of CBI insurance premium through supply chain transparency Y
“Advanced Sourcing“ savings through supply chain risk transparency Y
Identification of 1st & 2nd-tier supply chains, data updates, risk monitoring Y
Avoidance/reduction of crisis costs through reaction time advantage Y
Prevention of price increases Y
Prevention of revenue shortfall Y
Prevention of loss of goodwill / shareholder value through reputational damage Y
By means of the entries above, the annual ROI can be deri-ved
according to the explanations provided in Sections 5. 1 to
5. 9 inclusive. As a general rule, not all savings will achieve
100 % results right from the start. Current insurance policies
cannot be terminated ad-hoc, or Advanced Sourcing activites
require a start-up time until they can be applied to a large pro-portion
of the spend. For this reason, the impact is extrapolated
according to topic for the first two years of SCRM application in
the ROI calculation, showing a successive increase on an annual
basis28. As a distinction is made in ROI determination between
actual savings (reduction of effort/costs compared with the sta-tus
prior to establishing a software-based SCRM methodology)
and cost avoidance, both ROI types are displayed separately in
the results. It is up to the user to select which of the ROI types
determined are included in the final analysis.
Savings through SCRM SCRM Cost Containment / Return on Prevention
$ 300,000
$ 250,000
$ 200,000
$ 150,000
$ 100,000
$ 50,000
$ 1,000.000,000
$ 1,000,000
$ 1,000
$ 1
$ 8,700
$ 48,000
$ 6,000
$ 45,000
$ 39,150
$ 8,700
$ 2,400
$ 19,500
$ 22,500
$ 39,150
$ 8,700
$ 96,000
$ 12,000
$ 90,000
$ 39,150
$ 3,760,000 $ 3,760,000 € $ 3,760,000 €
$ 6,000,000 $ 6,000,000 $ 6,000,000
$ 21,333 $ 21,333 $ 21,333
$ 200,000 $ 200,000 $ 200,000
• Identification of 1st &
2nd-tier supply chains,
data updates, risk
monitoring
• “Advanced Sourcing“
savings through supply
chain risk transparency
• Reduction of CBI
insurance premium
through supply chain
transparency
• Realizable cost savings
for fee-based data
sources of SCRM tools
(bundling by providers)
• Automatization of
manual risk data search,
input and updating
Y1 Y2 Y3 Y1 Y2 Y3
• Prevention of loss of
goodwill / shareholder
value through reputatio-nal
damage
• Prevention of revenue
shortfall
• Prevention of price
increases
• Avoidance/reduction of
crisis costs through
reaction time advantage
28 Impact of Advanced Sourcing: 20 % in year 1, 50 % in year 2, 100 % in year 3. Impact of better CBI insurance premiums: 20 % in year 1, 50 % in year 2, 100 % in year 3.
16. -16-
7
Case Study: ROI Determination for a Medium-sized Company
A specific use case is as follows: A manufacturing company with annual revenue of 200 million USD and 20
employees in procurement and logistics with risk management responsibility has so far been performing
risk management without the support of tools. To date, risk managers have been using information on
credit ratings, voluntary supplier information and web research for assessing the risk situation of suppliers
during the phase-in stage. The quality, procurement & logistics departments perform on-site audits at all
top 100 suppliers every 1 to 2 years, depending on the supplier class. Templates for voluntary supplier infor-mation
are used to attain sub-tier information (incomplete due to lack of time on the part of lead buyers and
the high degree of manual effort) and to confirm CSR conformity on the part of suppliers. Information on
location risks at supplier plants and supply chain hubs is not available. The insurance department has up to
now only obtained CBI lump sum coverage in the amount of 20,000,000.00 USD p.a. due to lack of transpa-rency
along the supply chains. A larger customer calls for supply chain risk management after an audit – the
investment decision taken during the decision-making process is based on an ROI analysis.
Based on the case study, the following entries and practical levers are defined:
Input Description Input
Number of employees in procurement & logistics with (partial) risk management responsibility 20
Imputed hourly rate/employee $ 50
Costs of disruption per hour (penalties, increased logistics costs, idle time etc.) $ 25,000
Average A-category spend (p. a.) $ 200,000
Amount of coverage (not premium) of CBI insurance p. a. $ 20,000,000
Company sales $ 200,000,000
Goodwill/market capitalization $ 200,000,000
Number of suppliers to be monitored (1st tier) 100
Leverage for Savings & Cost Containment Applicable (Y/N)
Automatization of manual risk data search, input and updating Y
Realizable cost savings for fee-based data sources of SCRM tools (bundling by providers) Y
Reduction of CBI insurance premium through supply chain transparency Y
„Advanced Sourcing“ savings through supply chain risk transparency Y
Identification of 1st & 2nd-tier supply chains, data updates, risk monitoring Y
Avoidance/reduction of crisis costs through reaction time advantage Y
Prevention of price increases Y
Prevention of revenue shortfall Y
Prevention of loss of goodwill / shareholder value through reputational damage Y
17. -17-
Savings:
Even for conservative estimates, the result shows that an in-vestment
of up to 91,950.00 USD works out to be completely
budget neutral in the first year (i.e. return through savings in
year 1). Down the line, the ROI increases by an additional 50 %
to 146,850.00 USD in the second year as a result of the stronger
effects of Advanced Sourcing activities and the options for ren-egotiation
of insurance policies, for example. In year 3 the full
benefit amounts to savings of 245,850.00 USD per annum.
Cost avoidance:
Furthermore, additional security is achieved as a result of the
investment, through risk avoidance. Statistically, for 2 crisis situa-tions
in a period of 3 years, preventive measures can provide the
maximum degree of protection and save the company millions in
terms of losses resulting from operational disruption and dama-ge
to corporate image.
Leverage for Savings Y1 Y2 Y3
Automatization of manual risk data search, input and updating $ 39,150 $ 39,150 $ 39,150
Realizable cost savings for fee-based data sources of SCRM tools (bundling by providers) $ 22,500 $ 45,000 $ 90,000
Reduction of CBI insurance premium through supply chain transparency $ 2,400 $ 6,000 $ 12,000
“Advanced Sourcing“ savings through supply chain risk transparency $ 19,200 $ 48,000 $ 96,000
Identification of 1st & 2nd-tier supply chains, data updates, risk monitoring $ 8,700 $ 8,700 $ 8,700
Total $ 91,950 $ 146,850 $ 245,850
Leverage for Prevention Y1 Y2 Y3
Avoidance/reduction of crisis costs through reaction time advantage $ 200,000 $ 200,000 $ 200,000
Prevention of price increases $ 21,333 $ 21,333 $ 21,333
Prevention of revenue shortfall $ 6,000,000 $ 6,000,000 $ 6,000,000
Prevention of loss of goodwill / shareholder value through reputational damage $ 3,760,000 $ 3,760,000 $ 3,760,000
Total $ 9,981,333 $ 9,981,333 $ 9,981,333
18. -18-
8
Summary
Gartner Group categorized the global demand for SCRM solutions as “extremely important” in their
“Strategic Roadmap for Supply Chain Risk Management (SCRM) Solutions”29 study, and considered the
available solutions as an inadequate “patchwork”. A requirement exists for approaches that assist compa-nies
in covering the key criteria for a professional SCRM solution. The most critical parameters are listed as:
• Comprehensive methodology (bandwidth of risks covered)
• Enabling of operative and preventive risk management
• Support for cross-functional use cases from Procurement, Logistics, Insurance department, Compliance, Corporate
Social Responsibility, etc.
• Integration of company data from external structured and unstructured data sources
Parameters
Over 90 % of companies today are still not in a position to de-monstrate
the approach described by Gartner, or adapted alter-natives,
in a manner that is supported in terms of methodology,
organization, process and software30.
However, 84 % of managers now consider the topic of supply
chain risk management to be top priority31. This clearly demons-trates
that this has now become a conscious requirement, and
that investments in SCRM solutions will enjoy high priority in the
long term.
The relevance of SCRM was also underscored by the Accenture
Global Operations Megatrends study “Don’t Play it Safe When
it Comes to Supply Chain Risk Management”, released in June
2014. Accenture questioned over 1000 companies in the USA,
Europe and Asia on their ROI experiences as regards the topic of
supply chain risk management. Those surveyed included repre-sentatives
from a wide range of sectors: industry, telecommuni-cations,
banking, retail, medical technology, chemicals, energy,
consumer goods and high-tech products. The results are clear:
Companies whose top management consider supply chain risk
management to be “Very important” and “live” a methodology
using the support of tools on an organization-wide basis achieve
an ROI of over 100 %. This means that an investment in SCRM
pays for itself within 12 months, and is therefore budget neutral.
Determining ROI represents an important aspect when deciding
on supply chain risk management solutions. By means of this
study and the ROI Calculator, we offer a pragmatic, numbers-based
option for determining ROI. We are acutely aware that
the company-specific initial situation, the sector in which the
company operates and other parameters must be taken into
consideration. As a result, the ROI Calculator is kept in an edita-ble
format. This means that the external share of the value-add
transferred to suppliers can be adjusted in the ROI template, for
example, by individual changes to the ROI calculation formula.
www.riskmethods.net/en/roi
Based on the study and the ROI Calculator, a tailored return on
investment calculation that can be evaluated in monetary terms
can be performed for the company. Besides the benefit of this
evaluation in monetary terms, a number of qualitative parame-ters
also support decision-making. Numerous aspects, such as
the following, need to be taken into consideration here: compa-ny-
wide availability of risk transparency across all departments
for more efficient coordination in a crisis situation, cross-func-tionally
aligned supplier development measures or optimized
award decisions, taking into consideration total cost of owner-ship
and risk profile information.
By means of this ROI study we hope to be able to provide prag-matic
support for decision-making regarding supply chain risk
management. We would appreciate your thoughts, experiences,
suggestions or simply your feedback of any nature.
Managing Director riskmethods
29 Gartner Group “Strategic Roadmap for Supply Chain Risk Management (SCRM) Solutions” (2012) by Noha Tohamy.
30 Own market research by riskmethods; approx. 300 companies surveyed in Europe, USA and Asia Pacific.
31 Accenture: “Don’t Play it Safe When it Comes to Supply Chain Risk Management” – “Leaders” consider SCRM to be Important (23 %) and Very important (61 %).
19.
20. About eckseler consult
Dr. Hugo Eckseler has more than 30 years of experience in procurement and supply chain management in leading international com-panies,
and is an active member of the Procurement Leaders Global Intelligence Network and the German Association Materials Manage-ment,
Purchasing and Logistics. In 2010 he founded his own management consultancy.
About riskmethods
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 disruption,
enforce compliance and protect the corporate image. The SaaS solution “Social Supply Risk Network”, which was developed in Ger-many,
combines state-of-the-art technology with cutting-edge provision of risk intelligence, to establish a leading standard in supply chain
CONTACT
risk management.
Dr. Hugo Eckseler
eckseler-consult
Heimdallstraße 8
51107 Cologne
Phone: +49 (0) 221 - 8 29 17 10
mail@eckseler-consult.de
www.eckseler-consult.de
Heiko Schwarz
riskmethods GmbH
Orleansstraße 4
81669 Munich
Phone: +49(0) 89 - 9901 648-0
info@riskmethods.net
www.riskmethods.net
Version: November 2014