The document provides an introduction to supply chain risk management. It defines key terms like supply chain management, risk, and supply chain risk management. It discusses how SCM has grown in modeling supply chain networks and coordinating material, information and money flows. Risks in supply chains can arise from operational fluctuations, natural disasters, and man-made crises. Effective SCRM is important for firms to manage risks. The document also summarizes literature on general SCRM frameworks, defining risks, and identifying common types of supply chain risks like supply, production and demand risks.
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.
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.
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.
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.
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.
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.
Challenges. Two years and counting. Many issues. And we must recognize we are in a time of continuous supply chain disruption. What you should be doing today and going forward with your supply chain management and its logistics.
A lesson from the pandemic is the strategic and critical importance of supply chain management. With that goes the need for supply chain resilience. Both inside and outside four walls. It started out about technology, but as the pandemic continued, logistics and logistics infrastructure is showing as a key for supply chain resilience. View these for content that may assist you to make your supply chain resilient.
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
To describe areas of supply chain management research that are challenging to investigate both theoretically and practically.
To motivate students and young researchers/practitioners to work on this area of supply chain management research.
To link these research areas with their future academic and professional careers.
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.
The Development Of Closed Loop Supply ChainsWyndham Cramer
Sustainable Supply Chains are discussed frequently and are in vogue at present. This paper published in 2005 provides an insight in to the author\'s futuristic thought process on sustainability specifically the development of closed loop supply chains. A leader who has guided the supply chain of many global multinationals in the South Pacific, this paper was awarded the runner- up prize for the 2005 Logistics Development Award by the Logistics Association of Australia.
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.
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.
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.
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.
Challenges. Two years and counting. Many issues. And we must recognize we are in a time of continuous supply chain disruption. What you should be doing today and going forward with your supply chain management and its logistics.
A lesson from the pandemic is the strategic and critical importance of supply chain management. With that goes the need for supply chain resilience. Both inside and outside four walls. It started out about technology, but as the pandemic continued, logistics and logistics infrastructure is showing as a key for supply chain resilience. View these for content that may assist you to make your supply chain resilient.
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
To describe areas of supply chain management research that are challenging to investigate both theoretically and practically.
To motivate students and young researchers/practitioners to work on this area of supply chain management research.
To link these research areas with their future academic and professional careers.
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.
The Development Of Closed Loop Supply ChainsWyndham Cramer
Sustainable Supply Chains are discussed frequently and are in vogue at present. This paper published in 2005 provides an insight in to the author\'s futuristic thought process on sustainability specifically the development of closed loop supply chains. A leader who has guided the supply chain of many global multinationals in the South Pacific, this paper was awarded the runner- up prize for the 2005 Logistics Development Award by the Logistics Association of Australia.
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.
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.
MBA Lecture: Supply Chain Risk ManagementPaul Barsch
The world is getting more complex and interdependent, leaving the old supply chain management assumptions out in the cold. Executives need a new way of thinking when it comes to supply chain risk and better options on dealing with volatility. This presentation discusses problems with predictions, a new framework for risk management, and potential solutions for more effectively countering the effects of globalization.
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
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.
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
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?
As a means to demonstrate deep expertise in the cyber risks faced by many in the global supply chain, I spearheaded the concept, key messages, partnership with Columbia Business School Professor Fangruo Chen, and completed and distributed both soft- and hardcopy versions of the whitepaper.
SCM offers tremendous opportunities for researchers. There are both technology led as well as people driven issues which need serious attention from the research community.
This paper introduces the concept of Supply Chain Risk
Management. It identifies various risks and explains the process of managing these risks. With technology in place, automation of some of the processes brings down the risks involved. Sadly, many companies are not adequately automated to address these issues. The paper also highlights how information technology can be adopted in certain areas in supply chain to ensure visibility and reduce risk occurrence.
Animal disease control and value chain practices: Incorporating economics and...ILRI
Presented by Karl M. Rich, ILRI, at the 5th Food Safety and Zoonoses Symposium of Asia Pacific, Global Health Institute 2018, Chiang Mai, Thailand, 6-7 July 2018
DR. STEVEN GORIAH,
Vice President of Information Technology & CISO
Westchester Medical Center Health Network
The U.S Healthcare system is seeing a
staggering amount of security breaches each
year. In this session, you’ll learn about the role
of a cybersecurity framework, best practices in
choosing a framework, and which framework
best fits your organization and why. Dr. Goriah
will also speak on implementation, roles and
responsibilities and why it's essential to create
a culture of privacy and security
Monitoring Global Supply Chains† Jodi L. Short Prof.docxclairbycraft
Monitoring Global Supply Chains†
Jodi L. Short*
Professor of Law
University of California
Hastings College of the Law
San Francisco, California,
U.S.A
[email protected]
Michael W. Toffel
Professor of Business
Administration
Harvard Business School
Boston, Massachusetts, U.S.A
[email protected]
Andrea R. Hugill
Doctoral Candidate
Harvard Business School
Boston, Massachusetts, U.S.A
[email protected]
Version: July 6, 2015
Forthcoming in Strategic Management Journal
Research Summary
Firms seeking to avoid reputational spillovers that can arise from dangerous, illegal, and
unethical behavior at supply chain factories are increasingly relying on private social auditors to
provide strategic information about suppliers’ conduct. But little is known about what influences
auditors’ ability to identify and report problems. Our analysis of nearly 17,000 supplier audits
reveals that auditors report fewer violations when individual auditors have audited the factory
before, when audit teams are less experienced or less trained, when audit teams are all-male, and
when audits are paid for by the audited supplier. This first comprehensive and systematic
analysis of supply chain monitoring identifies previously overlooked transaction costs and
suggests strategies to develop governance structures to mitigate reputational risks by reducing
information asymmetries in supply chains.
Managerial Summary
Firms reliant on supply chains to manufacture their goods risk reputational harm if the working
conditions in those factories are revealed to be dangerous, illegal, or otherwise problematic.
While firms are increasingly relying on private-sector ‘social auditors’ to assess factory
conditions, little has been known about the accuracy of those assessments. We analyzed nearly
17,000 code-of-conduct audits conducted at nearly 6,000 suppliers around the world. We found
that audits yield fewer violations when the audit team has been at that particular supplier before,
when audit teams are less experienced or less trained, when audit teams are all-male, and when
the audits were paid for by the supplier instead of by the buyer. We describe implications for
firms relying on social auditors and for auditing firms.
Keywords
monitoring, transaction cost economics, auditing, supply chains, corporate social responsibility
† We gratefully acknowledge the research assistance of Melissa Ouellet as well as that of Chris Allen, John Galvin,
Erika McCaffrey, and Christine Rivera. Xiang Ao, Max Bazerman, Shane Greenstein, Jeffrey Macher, Andrew
Marder, Justin McCrary, Morris Ratner, Bill Simpson, and Veronica Villena provided helpful comments. Harvard
Business School’s Division of Research and Faculty Development provided financial support.
* Correspondence to Jodi L. Short, UC Hastings College of the Law, 200 McAllister Street, San Francisco, CA,
94102, ...
Monitoring Global Supply Chains† Jodi L. Short Prof.docxroushhsiu
Monitoring Global Supply Chains†
Jodi L. Short*
Professor of Law
University of California
Hastings College of the Law
San Francisco, California,
U.S.A
[email protected]
Michael W. Toffel
Professor of Business
Administration
Harvard Business School
Boston, Massachusetts, U.S.A
[email protected]
Andrea R. Hugill
Doctoral Candidate
Harvard Business School
Boston, Massachusetts, U.S.A
[email protected]
Version: July 6, 2015
Forthcoming in Strategic Management Journal
Research Summary
Firms seeking to avoid reputational spillovers that can arise from dangerous, illegal, and
unethical behavior at supply chain factories are increasingly relying on private social auditors to
provide strategic information about suppliers’ conduct. But little is known about what influences
auditors’ ability to identify and report problems. Our analysis of nearly 17,000 supplier audits
reveals that auditors report fewer violations when individual auditors have audited the factory
before, when audit teams are less experienced or less trained, when audit teams are all-male, and
when audits are paid for by the audited supplier. This first comprehensive and systematic
analysis of supply chain monitoring identifies previously overlooked transaction costs and
suggests strategies to develop governance structures to mitigate reputational risks by reducing
information asymmetries in supply chains.
Managerial Summary
Firms reliant on supply chains to manufacture their goods risk reputational harm if the working
conditions in those factories are revealed to be dangerous, illegal, or otherwise problematic.
While firms are increasingly relying on private-sector ‘social auditors’ to assess factory
conditions, little has been known about the accuracy of those assessments. We analyzed nearly
17,000 code-of-conduct audits conducted at nearly 6,000 suppliers around the world. We found
that audits yield fewer violations when the audit team has been at that particular supplier before,
when audit teams are less experienced or less trained, when audit teams are all-male, and when
the audits were paid for by the supplier instead of by the buyer. We describe implications for
firms relying on social auditors and for auditing firms.
Keywords
monitoring, transaction cost economics, auditing, supply chains, corporate social responsibility
† We gratefully acknowledge the research assistance of Melissa Ouellet as well as that of Chris Allen, John Galvin,
Erika McCaffrey, and Christine Rivera. Xiang Ao, Max Bazerman, Shane Greenstein, Jeffrey Macher, Andrew
Marder, Justin McCrary, Morris Ratner, Bill Simpson, and Veronica Villena provided helpful comments. Harvard
Business School’s Division of Research and Faculty Development provided financial support.
* Correspondence to Jodi L. Short, UC Hastings College of the Law, 200 McAllister Street, San Francisco, CA,
94102, .
Male chastity deflating the three most ridiculous mythsMilan Padariya
Male chastity and orgasm denial will surely be beneficial for the marriage. Of that it is obvious.
But for almost any man or woman coming onto the Internet the very first time with the aim of learning more about it from the safe, sane and rational perspective, the outlook is actually comparatively grim.
101 tips for getting more traffic on your blogMilan Padariya
for more traffic on blog we have to consider some strategy and tips. here you can find out 51 short and sweet tips for getting more traffic on your blog.
Hidden meaning of 21 brands you should know ppt-slideshareMilan Padariya
Hidden Meaning of one of the top 21 brands in the world. Here you can find the hidden meaning of some valuable brands like HSBC, Harley Davidson, Eno, Docomo, Canon, Audi, Vodka, Kellogg's, Smirnoff, Nestle, Wikipedia, Oral B, Volkswagen, Fanta, eBay, AXA, Shells, LG, Panasonic, Wells Fargo and Colgate.
This presentation is all about information regarding paracetamol drug. This presentation includes introduction of paracetamol, uses of paracetamol, side effects of paracetamol, paracetamol overdose, paracetamol used for children, paracetamol intersections, paracetamol combinations etc. Source of this presentation is www.paracetamol-information.blogspot.in
10 interesting facts about barack obama you might be not know.Milan Padariya
Barack Obama is the 44th president of United States of America, the most powerful country in the world. He is the most popular president in the world. Here are 10 most interesting facts about Barack Obama you might be not know. For more details
Management information system introduction-module 1Milan Padariya
This is brief presentation about Introduction of Management Information System. My presentation includes Definition and Meaning of Data, Types of Data and its example only.
Basics of telecommunication and networkingMilan Padariya
Telecommunication enables people to talk via electronic media and Networking enables more than one computers to connect and share the information. In today's business telecommunication and networking play an important role. Also wireless technologies like bluetooth and Wi-Fi make easy transaction for any IT enable business.
Office automation system is an information system which is computer based that collects, processes, stores and transmits electronic messages. Office automation refers to the varied computer machinery and software used to digitally create, collect, store, manipulate, and relay office information needed for accomplishing basic task.
This list proves our perception wrong about women of India. These 10 women entrepreneur prove that they are capable to survive even in traditional environment of India with good will.
Session 1 introduction of management information systemMilan Padariya
Contents:
What is Data?
How it process?
What is Information?
Information System
Computer Information System
MIS Definition
Characteristics of MIS
Function of MIS
Relation of MIS with other academic disciplines
The basic function of a firm is to produce one or more goods and /or services and sell them in the market.
Production requires employment of various factors of production, which are substitutes among themselves to certain extent.
Thus, every firm has to decide what combination of various factors of production, also called inputs, to choose to produce a certain fixed or variable quantities of a particular good.
The problem is referred to as “ how to produce?”
The global economy is going through an upheaval and there are great uncertainties ahead. The global economic recession and crisis has, quite expectedly, impacted India, too. But it is a moot point whether the Indian economy is affected more by the global economic ups and downs or by India’s structural and political problems and economic management or mismanagement.
Whatever be the case, there is very significant global interest in the Indian economy. Along with China, Brazil, Indonesia, and a few other countries, India promises great potential of growth in the next few years and decades. The future of the Indian economy is thus a significant concern among the global financial and business community, economic policy-makers and managers, multilateral financial institutions, economists and other academics as well as investors and consumers in India.
If one looks at the numbers, the significant global interest in India is not surprising. It is well known that - on a purchasing power parity basis – India is already, at over USD four trillion of GDP, the fourth largest economy in the world; very close to the size of the Japanese economy, the third largest. In the next 15 to 18 years this size is expected to grow, as per various studies and estimates, four to five times. As a result many foreign investors and a majority of global companies and businesses are making a beeline for the Indian market, which promises a booming middle class of a few hundred million consumers, expanding steadily in the next few decades.
Where will the Indian economy go from here? In the three to four decades after independence, the Indian economy was characterized by the ‘Hindu rate of growth’, growing at about 3.5 per cent per annum. In the next two decades it grew at seven to eight per cent per annum, but the growth rate is under strain in recent years of global economic turbulence.
What lies beneath these numbers? What insights do we have about the Indian economy to help us analyze and perhaps ‘decode’ what trajectories it may follow in the coming years? Moreover, besides the overall numbers, what about rising inequality and financial inclusion? What about hundreds of millions of Indians living in abject poverty, without bank accounts and any access to credit? Hardly ten per cent of the country’s households participate in the capital market. What about chronic malnutrition among children? What about the lopsided 0-6 age-group child sex ratio that has declined further from 927 in 2001 to 914 in 2011? What about poor marketable skills among a big portion the huge and growing young population? What about the condition of India’s universities and polytechnics? And also, what about the political culture and institutions of governance, shaken by scams, scandals and corruption day in and day out?
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
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[Note: This is a partial preview. To download this presentation, visit:
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Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
2. Introduction to Supply Chain
Management
• Supply Chain Management (SCM) as a discipline has witnessed
a tremendous growth during the last two decades.
• This growth has been noticed in terms of modeling and
analyzing various issues arising due to the development of
complex networks amongst different organizations not only
within countries but also across the globe.
• These issues are mainly related to designing, planning and
coordinating the material, information, and money flows across
the supply chains.
• Increasing dynamism and uncertainty in the business
environment risk issues are becoming key concerns to the
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organizations.
3. Continue…
• The risks in supply chains arise mainly due to Operational
fluctuations such as variability in supply, demand uncertainties,
and price variability (Juttner, 2005; Christopher and Lee, 2004)
• Natural events such as earthquakes, cyclones, epidemics and
Manmade crises such as terrorist attacks, unethical business
practices and economic recessions (Kleindorfer andSaad, 2005).
• Effective management of risks is becoming the focal concern of
the firms to survive and thrive in a competitive business
environment.
• Thus the supply chain risk management (SCRM) has the prime
objective of identifying the potential sources of risks and
suggesting suitable action plans to mitigate them.
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4. Continue…
• Developing an effective SCRM program is always a
critical task and requires skills and expertise in multiple
areas.
• Considerable work has been reported in the SCRM
literature dealing with issues with qualitative and
quantitative approaches.
• Supply chain optimization is now a major research
theme in process operations and management.
• A great deal of research has been undertaken on facility
location and design, inventory and distribution
planning, capacity and production planning and detailed
scheduling.
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5. Operational issues in the
Pharmaceutical Supply Chain
• Demand management
• Inventory management and distribution
requirements planning
• Secondary production planning and scheduling
• Primary manufacturing campaign planning and AIl
inventory management
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6. ANON HEALTHCARE Introduction
As an ISO 9001:2008 Certified company, ANON
HEALTH CARE situated in Ahmedabad (Gujarat) is
one of the fastest growing pharmaceutical houses in
present times. ANON HEALTH CARE
with intention to provide quality products, raw
material and other food products for the nation.
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7. Continue. . .
• Anon Healthcare also provides third party
export services as a third party manufacturing.
Organization can provide WHO GMP state of
the art manufacturing facility as on request.
• Anon Healthcare as a Third Party Manufacturer in
the field of pharmaceutical formulation and Food
Supplements depends mainly on product quality,
low production cost, on-time delivery and the Client
relationship.
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8. Product Range
General Tablets/Capsules/Syrups
o Cardio-Diabetic Range
o Respiratory Range etc…
Liquid Filled Hard Gelatin Food Products
o Omega 3, 6, 9 Fatty Acids
o Co-Enzyme Q 10 Capsules
o Vitamin D3 Capsules
o Garlic Capsules etc…
Soft Gelatin Capsules
o Progesterone Capsules
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9. Literature review
Literature review
“Everyone sees the unseen in proportion
“Everyone sees the unseen in proportion
to the clarity of his heart, and that
to the clarity of his heart, and that
depends upon how much he has polished
depends upon how much he has polished
it. Whoever has polished it more sees more
it. Whoever has polished it more sees more
– more unseen forms become manifest to
– more unseen forms become manifest to
him” ~ Jalal ad-Din Rumi
him” ~ Jalal ad-Din Rumi
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10. In this section, we provide an introduction to supply
In this section, we provide an introduction to supply
chain risk management. By presenting the relevant
chain risk management. By presenting the relevant
definitions and summarizing the important literature,
definitions and summarizing the important literature,
we describe the background to the field of this study.
we describe the background to the field of this study.
In this section, we included following data:
In this section, we included following data:
•• A general framework
A general framework
•• Definitions of risk
Definitions of risk
•• Supply chain risk management
Supply chain risk management
•• Supply chain risk Identification
Supply chain risk Identification
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11. A general framework
A general framework
Earlier supply chain management focused on the
Earlier supply chain management focused on the
material flows of the network and broadened to
material flows of the network and broadened to
include other flows, such as financial and information
include other flows, such as financial and information
flows. We believe that a risk event can create
flows. We believe that a risk event can create
disruption in either one or a combination of these
disruption in either one or a combination of these
flows.
flows.
Supply chain risk could be mitigated if we have a
Supply chain risk could be mitigated if we have a
detailed investigation and description of the root
detailed investigation and description of the root
causes of disruption from the aspect of these flows.
causes of disruption from the aspect of these flows.
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12. Similar ideas have been presented by:
Similar ideas have been presented by:
••Chopra and Sodhi (2004),
Chopra and Sodhi (2004),
••Johnson (2001) and
Johnson (2001) and
••Spekman and Davis (2004),
Spekman and Davis (2004),
who all identify the dimension of risk in the form of supply
who all identify the dimension of risk in the form of supply
chain flows.
chain flows.
••Spekman and Davis (2004) however go further, and
Spekman and Davis (2004) however go further, and
concentrate on information sharing and network relationships
concentrate on information sharing and network relationships
and add the security of internal information systems,
and add the security of internal information systems,
relationships forged among supply chain partners and
relationships forged among supply chain partners and
corporate social responsibility to their risk dimensions.
corporate social responsibility to their risk dimensions.
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13. ••Arlbjörn and Halldorsson (2002) share this idea of
Arlbjörn and Halldorsson (2002) share this idea of
viewing risk on the flows of material and information,
viewing risk on the flows of material and information,
but view the third perspective in terms of flow of
but view the third perspective in terms of flow of
services.
services.
••One important change in managing supply chain is
One important change in managing supply chain is
the emphasis on integrating activities into key supply
the emphasis on integrating activities into key supply
chain processes instead of looking at individual
chain processes instead of looking at individual
functions.
functions.
••In the SCRM literature too, we note that managerial
In the SCRM literature too, we note that managerial
aspects may not be the same for the inbound and
aspects may not be the same for the inbound and
outbound sides.
outbound sides.
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14. ••For instance, when discussing the risk in terms of
For instance, when discussing the risk in terms of
supplier selection, a major concern is to sustain the
supplier selection, a major concern is to sustain the
flow of raw material, whereas on the demand side,
flow of raw material, whereas on the demand side,
financial risk, such as a customer’s possibility of
financial risk, such as a customer’s possibility of
bankruptcy, may become important.
bankruptcy, may become important.
••However, there is no clear evidence of interlinking
However, there is no clear evidence of interlinking
flows and of integrating activities in previous studies.
flows and of integrating activities in previous studies.
Therefore, in this study, we identify the flows in the
Therefore, in this study, we identify the flows in the
form of material, financial and information flows.
form of material, financial and information flows.
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15. ••In addition, we analyse the system as a process model of
In addition, we analyse the system as a process model of
source (supply), make (production) and deliver (demand).
source (supply), make (production) and deliver (demand).
••The foundation of this process model is the Supply Chain
The foundation of this process model is the Supply Chain
Operations Reference (SCOR) model, for it has been widely
Operations Reference (SCOR) model, for it has been widely
used among supply chain practitioners as well as researchers
used among supply chain practitioners as well as researchers
(Supply Chain Council, 2008).
(Supply Chain Council, 2008).
••For any supply chain irrespective of its complexity, these
For any supply chain irrespective of its complexity, these
aspects, as well as the three flows, provide a framework to
aspects, as well as the three flows, provide a framework to
describe the system.
describe the system.
••Risk issues will also be discussed based on these
Risk issues will also be discussed based on these
perspectives.
perspectives.
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16. ••From a perspective of flows, we define the material flow as
From a perspective of flows, we define the material flow as
••Physical movement of products from suppliers to customers.
Physical movement of products from suppliers to customers.
••Letters of credit
Letters of credit
••Timely payment of bills
Timely payment of bills
••bankruptcy
bankruptcy
••Payment schedules
Payment schedules
••Credit terms and suppliers’ contracts fall under the category
Credit terms and suppliers’ contracts fall under the category
of financial flows.
of financial flows.
••Information flow is used to keep all supply chain elements
Information flow is used to keep all supply chain elements
updated and hence provides resources for decision making in
updated and hence provides resources for decision making in
the supply chain.
the supply chain.
••Examples of information flow are order status, order delivery
Examples of information flow are order status, order delivery
and inventory status, among others.
and inventory status, among others.
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17. Definitions of risk
Definitions of risk
••In reviewing risk management literature, the first
In reviewing risk management literature, the first
difficult question is
difficult question is
what is supply chain risk?
what is supply chain risk?
••It is particularly difficult to distinguish risk and
It is particularly difficult to distinguish risk and
uncertainty in supply chain operations management.
uncertainty in supply chain operations management.
••In this section we therefore present relevant
In this section we therefore present relevant
definitions.
definitions.
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18. ••Risk used to be simply linked to unexpected events.
Risk used to be simply linked to unexpected events.
••Christopher and Lee (2004) view risk as the “effect of
Christopher and Lee (2004) view risk as the “effect of
external events such as wars, strikes or terrorist attacks and
external events such as wars, strikes or terrorist attacks and
impact of changes in business strategy”.
impact of changes in business strategy”.
Kleindorfer and Saad (2005) follow the same line and relate
Kleindorfer and Saad (2005) follow the same line and relate
risk to….
risk to….
••Operational contingencies
Operational contingencies
••Natural hazards, earthquakes, hurricanes and storms
Natural hazards, earthquakes, hurricanes and storms
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All instability.
Terrorism and political instability.
19. ••Quinn (2006) also refers the natural and man-made disasters,
Quinn (2006) also refers the natural and man-made disasters,
to “catastrophic events” which are the source of risk.
to “catastrophic events” which are the source of risk.
••Tang (2006a) defines risk as an operational as well as a
Tang (2006a) defines risk as an operational as well as a
disruption risk, but he however does not distinguish between
disruption risk, but he however does not distinguish between
them.
them.
••Spekman and Davis (2004) claim that risk definition can
Spekman and Davis (2004) claim that risk definition can
either be objective or subjective.
either be objective or subjective.
••Risk which relies on probability alone, such as coin flipping
Risk which relies on probability alone, such as coin flipping
or dice throwing, is considered to be objective.
or dice throwing, is considered to be objective.
••However, when the consequences of risk need to be assessed
However, when the consequences of risk need to be assessed
along with its expectation of occurrence, it is categorized as
along with its expectation of occurrence, it is categorized as
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subjective risk.
subjective risk.
20. Supply Chain Risk Management
Supply Chain Risk Management
Kouvelis et al. (2006) view SCRM in terms of
Kouvelis et al. (2006) view SCRM in terms of
managing the uncertainty of demand, supply and
managing the uncertainty of demand, supply and
costs.
costs.
••Carter and Rogers (2008) define SCRM as:
Carter and Rogers (2008) define SCRM as:
“The ability of a firm to understand and manage its
“The ability of a firm to understand and manage its
economic, environmental, and social risks in the
economic, environmental, and social risks in the
supply chain” which could be materialized by the
supply chain” which could be materialized by the
adoption of contingency planning and having a
adoption of contingency planning and having a
resilient and agile supply chains.
resilient and agile supply chains.
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22. Supply chain risk Identification
Supply chain risk Identification
••Risk is defined as: “The combination of the probability of
Risk is defined as: “The combination of the probability of
occurrence of harm and severity of that harm.”
occurrence of harm and severity of that harm.”
••Supply chain risk management (SCRM) is a new and novel
Supply chain risk management (SCRM) is a new and novel
methodology that captures both the operations as well as the
methodology that captures both the operations as well as the
financial aspects of decision-making.
financial aspects of decision-making.
••Supply chain management, in general, is still a relatively new
Supply chain management, in general, is still a relatively new
concept in most developing countries, more so in India; and
concept in most developing countries, more so in India; and
many companies have not even begun to consider the formal
many companies have not even begun to consider the formal
management of their supply chain.
management of their supply chain.
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23. The risks are broadly classified as
The risks are broadly classified as
••Supply related
Supply related
••Cost related
Cost related
••Demand related,
Demand related,
••Production related
Production related
••Miscellaneous risks.
Miscellaneous risks.
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24. Supply Risk
Supply Risk
..
These are risks that could potentially affect or
These are risks that could potentially affect or
disrupt the supply of products or services that the
disrupt the supply of products or services that the
pharmaceutical supply chain offers its customers.
pharmaceutical supply chain offers its customers.
••Imports
Imports
••Inferior Quality of supply
Inferior Quality of supply
•• Non-Availability of resources
Non-Availability of resources
•• Natural Disasters
Natural Disasters
•• Man-made Disasters
Man-made Disasters
•• Selection of Supplier
Selection of Supplier
•• Cost Risk
Cost Risk
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25. Production Risks
Production Risks
Production risks are those that could potentially
Production risks are those that could potentially
affect or disrupt the production of the pharmaceutical
affect or disrupt the production of the pharmaceutical
products.
products.
••Malfunctioning of Machinery
Malfunctioning of Machinery
••Human Risks
Human Risks
••Wrong Packaging
Wrong Packaging
••Power Shutdown
Power Shutdown
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26. Demand Risks
Demand Risks
Demand-related risks could potentially affect the
Demand-related risks could potentially affect the
ability of the company to make products available to
ability of the company to make products available to
its customers
its customers
..
••Forecasting Errors
Forecasting Errors
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27. Miscellaneous Risks
Miscellaneous Risks
••Transportation Risk
Transportation Risk
••Quality Risks
Quality Risks
••Storage Risk
Storage Risk
••Information Sharing Risks
Information Sharing Risks
••Safety regulations by government agencies
Safety regulations by government agencies
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28. Research Methodology
Research Objective:
•To know at which stage company lies for assessment of supply chain risks?
•To identify the different types of risks or potential risks in company’s supply
chain?
•To suggest some possible mitigation strategies require managing these risks?
Research type: Problem identification
Research Method: In our research we used observation research as well as
survey method for research. (Survey was limited to Purchase Manager and Top
Management)
Exploratory Research: in exploratory research we used internet websites
materials, articles materials and operation management books for secondary
data.
Conclusive research: we used survey questions provided by FM global supply
chain solution. From that we came to know about the establishment of Risk
management program in ANON HEATHCARE. Also we asked some close and
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open ended questions and suggestion about our project after completion.
29. Primary Data: We collected primary data from
Purchase manager and top management by using Esurvey method provided by FM global supply chain
Solution and some data from our questionnaire.
Survey Method: E-Survey and Simple survey
Research Instrument: E-Questionnaire and Simple
Questionnaire.
Scaling techniques: Automatic Result displayed via
software provided by FM Global supply chain
solution.
Sampling Technique: Interview type, open ended
and close ended questions
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30. Target Population Definition
• Target Population: Purchase manager and Top Management Executives.
• Element: Purchase manager and Top Management Executives.
• Sampling Unit: Purchase manager and Top Management Executives.
• Sample Size: 4 (CEO, O/P Manager, Purchase Manager, Logistic Officer)
• Sampling Frame: Not Available
• Extent: ANON HEATHCARE, AHMEDABAD
• Time: April 2013
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35. Analysis of Risk Identification and
Mitigation
• In our project we mainly concerned with Top level
management only. As per the data we collected from the
Interview, Very first we would like to tell Top management of
Anon Healthcare is aware about the Supply chain risks but
there is no any provision for the assessment of supply chain
risks.
• We found that in Anon Healthcare lower level management is
not involve in such a thing so in organization it is quite
difficult to conduct the Audit in context with Supply Chain
Risks.
• In Organization top management believe that almost all type
of risks mentioned above affect the Supply chain of
Organization but only O/P manager found that all except
Quality Risk affect Supply chain.
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36. • As we talk about facing the risk, from starting to till date
Anon Healthcare facing following Risks frequently
Production Risk
Transportation Risk
Logistic Risk
Packaging Risk
Forecasting Risk
Supplier Risk
• From above top management believe that Forecasting,
Production, Natural Disaster, Supplier and Logistic Risks are
more dangerous.
• By considering answers given by top management we can
conclude following reasons for individual risk.
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39. For Logistic Risk
There are 3 main types of risks to consider when transporting a
shipment at different stages in the supply chain network:
•The risk that the shipment is delayed.
•The risk that the shipment does not reach its destination.
•The risk of hazardous material.
The reason for the first two cases could be caused due to natural
causes such as cyclones, earthquakes, heavy rainfall etc.
Contingency plans have to be made before hand to deal with
such risks. The third case that is the risk of hazardous material is
caused when the transported substance is contaminated due to
exposure to harmful substances while transporting. This can be
prevented by using right material of construction containers to
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prevent exposure.
40. Limitation
• In Anon Healthcare, Lower management is not
involved in any risk assessment so it is not possible
to gather the data from the lower level management.
All data is depending upon the top level
management. And this organization is based on the
third party manufacturing so all the principles of
Supply chain management are not suit to the
organization.
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41. Conclusion
• This empirical study concludes different classification of risks and its mitigation
strategies.
• The classifications are supplier risk, demand risk, production risk, logistic risk
natural disaster risk, forecasting risk and miscellaneous risks which include
transportation risks, storage risks and information sharing risks. Through a
detailed study of this medium scale Indian pharmaceutical company we have
been able to identify the risks faced in this industry at different stages of its
supply chain.
• For Anon healthcare Production, Suppliers, Forecasting and Logistic risks are
more potential. They believe that mitigation and assessment of all these risks
are very essential for smooth flow of the supply chain.
• As being third party manufacturer relation with clients or customer is very
essential for survive in the market. So, suggested mitigation strategies will help
them to sustain company image Reserved: www.stark-softs.com allow for long term
All Right and reputation and
relationship with clients and customers.
42. Review and Feedback
• As we have taken Review and Feedback as a part of our questionnaire. Top
management of Anon Healthcare give us favorable reviews and feedback as
mentioned below.
• Top management liked our suggestion for mitigation of Supply chain risks.
They liked almost all our suggestion and they are thinking to implement in the
organization.
• Top management is some what confuse in suggestion of ERP system. They
found some irrelevance in this suggestion. This will not be the solution at this
stage because implementation of ERP software may lead more expense at this
stage.
• Top management liked our E-Questionnaire about self assessment provided by
FM global supply chain solution. They believe this type of self E-assessment
would help them to increase the awareness about the supply chain risk and
program establishment for All Right Reserved: www.stark-softs.com
assessment of risk.