This document discusses how collaboration can be used as a tool to mitigate risks in the supply chain. It outlines challenges in today's supply chains like faster growth and globalization. Surveys show that disruptions are common, costing companies millions. The resource-based view theory holds that configuring resources through collaboration can provide advantages and control risks. Collaboration requires sharing information for mutual benefit. The document provides examples of successful collaborations and discusses how both internal and external partnerships can help companies mitigate supply chain risks.
Article - get your green suppliers on board - FMANZ Summit - JUNE 2015annestaal
Brief article for the FMANZ newsletter & website on how to benefit from innovative and green suppliers. See also the related presentation on slideshare. (FMANZ Summit, May 2015)
Article - get your green suppliers on board - FMANZ Summit - JUNE 2015annestaal
Brief article for the FMANZ newsletter & website on how to benefit from innovative and green suppliers. See also the related presentation on slideshare. (FMANZ Summit, May 2015)
Sustainability isn’t about the fuzzy “we care about people and the environment” statements any more. Consumers and analysts increasingly demand hard evidence to support your claims and hold you accountable for the actions of your suppliers. Are you doing enough?
Understand key reasons for failure in Procurement Projects with a continuum exercise to rate your risk of failure
How to include suppliers a vision of the future
How to create a comprehensive strategy
How to develop an action plan that won’t kill you or your suppliers
Integrating care and preventing anti-competitive behaviourThe King's Fund
Catherine Pollard and Amy Caldwell-Nichols talk about Monitor's new duties and responsibilities, the regulator's research into integrated care and the role of choice and competition in health care.
Supply Chain Integration, Resilience and Sustainability - Addressing the Big ...Michael D'heur
Supply Chain Council Chapter Munich - Supply Chain Integration, Resilience and Sustainability - Addressing the Big Picture using SCC models (Conference Presentation 11 May 2012, Munich)
These slides are from a workshop I facilitated for the Sasin Center for Sustainability Management (a Net Impact affiliated organization) at Chulalongkorn University.
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.
How SASB Can Help Companies Manage the Sustainability Factors that Impact ValueSustainable Brands
How SASB Can Help Companies Manage the Sustainability Factors that Impact Value
How SASB Can Help Companies Manage the Sustainability Factors that Impact Value
Global Supply Chain Dynamics and the Changing Risk Management Agenda - Part IIArt Stewart, MPM
New risk concerns are requiring business leaders to implement more stringent supply chain management strategies. A range of corporate stakeholders may be impacted overnight by any number of scenarios that can create a context in which business stability or continuity becomes threatened. Company leaders are more challenged than ever to embed practices that improve growth prospects and profitability while also driving long-term competitive agility, resiliency, and risk management. As a result, corporate responsibility professionals are being pulled into an unfamiliar terrain involving critical operational areas of today’s complex supply chain environment.
Sustainability isn’t about the fuzzy “we care about people and the environment” statements any more. Consumers and analysts increasingly demand hard evidence to support your claims and hold you accountable for the actions of your suppliers. Are you doing enough?
Understand key reasons for failure in Procurement Projects with a continuum exercise to rate your risk of failure
How to include suppliers a vision of the future
How to create a comprehensive strategy
How to develop an action plan that won’t kill you or your suppliers
Integrating care and preventing anti-competitive behaviourThe King's Fund
Catherine Pollard and Amy Caldwell-Nichols talk about Monitor's new duties and responsibilities, the regulator's research into integrated care and the role of choice and competition in health care.
Supply Chain Integration, Resilience and Sustainability - Addressing the Big ...Michael D'heur
Supply Chain Council Chapter Munich - Supply Chain Integration, Resilience and Sustainability - Addressing the Big Picture using SCC models (Conference Presentation 11 May 2012, Munich)
These slides are from a workshop I facilitated for the Sasin Center for Sustainability Management (a Net Impact affiliated organization) at Chulalongkorn University.
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.
How SASB Can Help Companies Manage the Sustainability Factors that Impact ValueSustainable Brands
How SASB Can Help Companies Manage the Sustainability Factors that Impact Value
How SASB Can Help Companies Manage the Sustainability Factors that Impact Value
Global Supply Chain Dynamics and the Changing Risk Management Agenda - Part IIArt Stewart, MPM
New risk concerns are requiring business leaders to implement more stringent supply chain management strategies. A range of corporate stakeholders may be impacted overnight by any number of scenarios that can create a context in which business stability or continuity becomes threatened. Company leaders are more challenged than ever to embed practices that improve growth prospects and profitability while also driving long-term competitive agility, resiliency, and risk management. As a result, corporate responsibility professionals are being pulled into an unfamiliar terrain involving critical operational areas of today’s complex supply chain environment.
Implement Consulting Group has summarised the strategic levers into five supply chain megatrends.
1.Multiple Supply Chains
2. Move On or Move Home
3. Green and Sustainable Supply Chains
4. Global Supply Chain Risk Management
5. Managing Supply Chain Complexity
Bringing transparency to multi-tier supply chains / Joint Sedex-CRT Japan eventCRT-Japan 経済人コー円卓会議
At the outset, CRT Japan introduced some key changes in supply chain sustainability in recent years and their backgrounds, rationale and steps taken in the supply chain sustainability initiatives at global companies, and some common concerns of Japanese companies shared at past workshops run by CRT Japan.
Given such context, significance of the following three factors was presented: (1) to discuss whether to implement all the steps in actions (data collection, data use, data capture and reporting) as a single entity or as collaborative efforts with other bodies, in order to optimize efficiency and impact of the actions; (2) actions for data use and data capture be selected and deployed based on impact analysis; and (3) to be aware of ‘who’ are stakeholders, and communicate ‘why’ and ‘how’ clearly in reporting.
And as for conclusion, Sedex was introduced as a provider of a collaboration platform for the data collection activity in supply chain.
A session at the CBS Competitiveness Day 2015 - This presentation will give an overview of how service business models can provide opportunities for driving competitiveness of Danish industry. The presentation is based on the ongoing applied research project 'Driving Competitiveness through Servitization’ which is supported by The Danish Industry Foundation. The project focuses on service strategies of manufacturers and is carried out in collaboration with a number of Danish companies.
A session at the CBS Competitiveness Day 2015 - This presentation will give an overview of how service business models can provide opportunities for driving competitiveness of Danish industry. The presentation is based on the ongoing applied research project 'Driving Competitiveness through Servitization’ which is supported by The Danish Industry Foundation. The project focuses on service strategies of manufacturers and is carried out in collaboration with a number of Danish companies.
Beyond Supply Chain Scorecards: New Approaches to Elevating Supplier Responsi...Sustainable Brands
Amy Longsworth, Managing Director, Sustainable Business Solutions, PwC
Amy Hargroves, Director of Corporate Responsibility, Sprint
Is there hope for overcoming supplier survey and scorecard fatigue? Have individual leading companies' custom scorecards worked well to drive supplier sustainability, and is there a clear need to design overarching industry-level standards? What brands and other organizations are best positioned to lead such efforts, and why?
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.
The Benefits and Approach to Optimizing a Supply Chain Jessica McCune
Discusses the elements that have been found to be essential for a truly optimized supply chain. Also discusses the key factors that have been distilled from several studies of leading organizations.
This Slideshare presentation is a partial preview of the full business document. To view and download the full document, please go here:
http://flevy.com/browse/business-document/organizational-excellence-framework-suppliers-and-partners-1423
BENEFITS OF DOCUMENT
1. Use criteria to select suppliers and partners
2. Develop win-win relationships with suppliers and partners
3. Work with suppliers and partners to develop new products, services and standards
DOCUMENT DESCRIPTION
This is an introductory workshop on suppliers and partners. It focuses on defining and implementing good supplier and partner practices that are covered in the Organizational Excellence Framework (copyright 2010 Dawn Ringrose) publication that integrates global excellence models and provides implementation guidelines for the practitioner. These practices have been validated by over 20 years of research.
The supplier and partner practices include: Selecting suppliers and partners on the basis of criteria; ? Developing win-win partnering arrangements; Sharing information with suppliers and partners that links to strategic and business plans; Involving suppliers and partners in the development of new products and services; Involving suppliers and partners in the development of social and environmental standards.
Each practice includes a definition, implementation guidelines and practical examples and may include applicable research findings. The workshop is formatted so that participants learn about best management practices related to the topic and have an opportunity to self-assess against the practices and develop an improvement plan to address gaps.
This workshop is part of a consulting toolkit that includes: the Organizational Excellence Framework publication, scenario games, automated assessments, holistic workshops for micro to large size organizations and modular workshops for each key management area (governance, leadership, planning, customers, employees, work processes, suppliers and partners, resource management, continuous improvement & performance measurement).
Fact or Fiction – You Can Manage All Your Supplier Information, Transactions ...Tradeshift
Five or six years ago this would have been fiction hands down, and for many companies now, it might as well be. Using multiple disconnected systems, or manual methods, to manage suppliers and all their information, including invoices, purchase orders, and supply chain risk has been the norm. Doing things this way created a bevy of challenges and limitations—information silos, exposure to risk and overall lack of visibility into supplier relationships.
What if you could onboard your suppliers once for procure-to-pay transactions, and in the same place manage supplier master data, plus have access to real-time information helping you to mitigate your supply chain risk?
This webinar with Tradeshift and Riskmethods discusses how to:
Connect to all your suppliers and from one place
Consolidate all supplier related processes and information
Protect your organization from supply chain disruptions and risky suppliers
Get transparency into potential risks across your supply chain
Actually achieve high adoption among internal users and suppliers.
Gone are the days when accounting teams were the only ones hunting down utility bills in order to pay them.
Now, more than ever before, a growing list of departments within a single organization are asking for energy data for sustainability and CSR reporting, energy consumption benchmarking and forecasting, customer and investor transparency, among many other reasons.
This webinar includes slides featuring NetApp, Powerhouse Dynamics, Cox Enterprises, Verdantix, and Urjanet will discuss how the industry has seen the need for energy data span across multiple departments within the enterprise, and how these end users are applying the data to achieve their departmental and organizational goals.
Similar to Supply chain risks mitigation 080515 ahmed aliyu_lawal (20)
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
Accpac to QuickBooks Conversion Navigating the Transition with Online Account...PaulBryant58
This article provides a comprehensive guide on how to
effectively manage the convert Accpac to QuickBooks , with a particular focus on utilizing online accounting services to streamline the process.
India Orthopedic Devices Market: Unlocking Growth Secrets, Trends and Develop...Kumar Satyam
According to TechSci Research report, “India Orthopedic Devices Market -Industry Size, Share, Trends, Competition Forecast & Opportunities, 2030”, the India Orthopedic Devices Market stood at USD 1,280.54 Million in 2024 and is anticipated to grow with a CAGR of 7.84% in the forecast period, 2026-2030F. The India Orthopedic Devices Market is being driven by several factors. The most prominent ones include an increase in the elderly population, who are more prone to orthopedic conditions such as osteoporosis and arthritis. Moreover, the rise in sports injuries and road accidents are also contributing to the demand for orthopedic devices. Advances in technology and the introduction of innovative implants and prosthetics have further propelled the market growth. Additionally, government initiatives aimed at improving healthcare infrastructure and the increasing prevalence of lifestyle diseases have led to an upward trend in orthopedic surgeries, thereby fueling the market demand for these devices.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
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What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
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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.
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3. Objective of the presentation
• To explain why supply chain vulnerability is a
critical concern to business
• To also suggest how collaboration can be
used to mitigate supply risk from the
perspective of the resource based view Theory
(RBV)
6. Fact is
The inter-connectivity of a supply
chain makes it possible to achieve
competitive advantage.
(Christopher 2002 ;Harland,
Brenchley and Walker 2002)
The dynamic and interconnected nature of
industries and firms that form the supply chain
has also made them vulnerable to disruptions -
Lee (2004)
7. We have seen so many examples
• Ericsson (2000)
o Fire halted Operations
o Over $400 million lost revenue
• Samsung (2007)
o Power outage disrupted operations
o 15% NAND production shortage
o Fall in stock price
• Matsushita battery (2007)
o Fire halted operation
o $85 million lost sales
o Affected supply of batteries to many electronic
device OEMs
8. • Material,
• Information
• Cash Flows
Supply Chain risks can seriously disrupt or delay:
Any of which can damage sales, increase costs — or both.
9. The costs due to supply chain disruptions are Huge
Business Continuity Institute (Survey report 2013)
Survey shows that of 519 respondents
• 75% of respondents experienced at least one disruption
incidence in the past 12 months
• 15% suffered a cost of more than a $1.35 million US
• 9% experience a single-event disruption that cost in
excess of $1.35 million US
• 24% said they suffered brand and reputation damage
• 26% saw increased stakeholder concern
• 3% witness a drop in their share price
10.
11. Lets look at the issue from theoretical stand point
The Resource Based View of the firm (RBV)
The Theory asserts that
• The essence of decision making is to determine
how firm and supply chain resources can be
configured to achieve inimitable advantage and
superior performance
• Resources and capabilities can be configured for
strategic flexibility as well as to control risks and
disruption
• Achieving this requires collaboration among diverse
members of a supply chain- (Alfred et al 2011).
12. Collaboration
Has many definitions , but the can all be summed into the following
Collaboration is founded through the sharing of information among
supply chain partners on the basis Mutuality of benefits, rewards
and risks
(Barratt and Oliveira 2001)
13. Why we need to collaborate
• Building resilience to supply chain risks requires a high degree of
collaboration- (Christopher and Peck 2004)
• Supply network risks must be mitigated through collaboration among
supply network partners (Tang 2006)
• Krause (1999) finds that communication and early involvement of
suppliers in strategic decision-making is an important element of
SCRM
• Closer working relationships with suppliers is a key supply network
risk management strategy. - Zsidisin and Ellram (2003)
14. Thus, a key element in any successful supply network
risk management strategy is effective relationship
management and a collaborative climate between supply
network partners- (Kessler et al. 2012).
15. Successful Collaboration Relies on
• Development of mutual interest between
members of a collaborative team
• The willingness to share information that
can benefit all members of the team
Treat all suppliers,
outsourcing
partners,
customers and
service providers
as an extension of
the organisation
Enhance mutual
trust through
putting in place
• Set of service level
agreements
• Associated performance
Measurement tools
16. Who can get involved in collaborative efforts?
The answer is every company that wants to
mitigate risk must make a sort of
collaborative effort
It can be
• Internal - involving different department of a
company
• External – with other participating groups with
a company’s supply chain
Even competitors can collaborate
(Horizontal collaboration)
17. Risks of collaboration
• Collaboration can be a risk on its self when combined
with Competitive behaviours among supply chain
partners (Srivastava and Gnyawali 2014).
• Dependence on strategic suppliers is a key
vulnerability factor (Pettit, Fiksel, and Croxton 2010).
Developing a close, collaborative relationship converts this
dependency into interdependency, with shared goals and shared
rewards
18. Benefits of collaboration
• It allows companies to establish
strategic partnerships with its
suppliers and trading partners in
setting mutually beneficial goals.
• It encourages sharing of business
processes and information which
helps mitigate risks
• It assists in driving market share,
sales and product adoption while
maximising return on assets and
investment
19. The collaboration game is ever increasing in relevance
“Almost every industry is experimenting with supply chain
collaboration. Creatively adopting the concept to fit its specific
needs”
SAP publication (2007)
For example
• Retail and consumer products industry - Lean and JIT
using information systems for responsive
replenishments
• Pharmaceutical industry – working together to prevent
counterfeit products from entering into their supply
chain
20. Collaboration is a common practice within the oil and
Gas
Technip/Hereema joint venture can
be seen as result of complexities
associated with deep water
exploration (Risk Hedging)
Success from that collaboration won
them their biggest Subsea contract
(Koambo project in Angola)
25. References
ALLRED, C.R. et al., 2011. A Dynamic Collaboration Capability as a Source
of Competitive Advantage. Decision Sciences, 42(1), pp. 129-161 BARRATT,
M. and OLIVEIRA, A., 2001. Exploring the experiences of collaborative
planning initiatives. International Journal of Physical Distribution &
Logistics Management, 31(4), pp. 266-289
ZSIDISIN, G.A., ELIRAM, L.M. and OGDEN, J.A., 2003. The Relationship
between Purchasing and Supply Management's Perceived Value and
Participation in Strategic Supplier Cost Management Activities. Journal of
Business Logistics, 24(2), pp. 129-154
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