The survey summarizes the key findings of the 5th annual Supply Chain Resilience survey conducted by the Business Continuity Institute. 519 respondents from 71 countries shared that 75% still do not have full visibility of supply chain disruptions. 75% experienced at least one disruption in the past year, and 42% originated from lower tier suppliers. The top causes of disruption were IT outages, adverse weather, and outsourcer failures. Disruptions cost over €1 million for 15% of respondents. The survey concludes that supply chain disruptions continue to significantly impact businesses and better management is still needed.
The survey "Challenges and Opportunities of Small and Medium Enterprises in Greece" is taking place for the second consecutive year by the ELTRUN lab of the Athens University of Economics and Business, in collaboration with the Douleutaras.gr Professional Finding Platform, with representation from more than 200 professionals.
While many organisations have implemented a whistleblowing mechanism, our survey findings indicate that there has not been a significant investment in the implementation of these, and there is a lack of awareness as well.
2015 MHI Annual Industry Report – Supply chain innovation – Making the imposs...Leon Eymael
This year’s annual MHI Industry Report, developed in collaboration with Deloitte, delves more deeply into supply chain challenges with a specific lens on how technology innovation can help illuminate the path to the supply chain of the future.
Federal agencies’ mission scope is evolving and
expanding on a daily basis, while their budgets remain stagnant, regulations keep them perennially
understaffed, and new technologies necessitate unique and in-demand skill sets. As a result, agencies are
increasingly turning to three forms of outsourcing—contract personnel, shared services, and business process
outsourcing (BPO)—to help close this widening capabilities gap.
CAEs speak out: Cybersecurity seen as key threat to growthGrant Thornton LLP
In Grant Thornton LLP’s fifth annual survey of chief audit executives (CAEs), financial services CAEs revealed that they see considerable room for improvement when it comes to their risk management functions. Here are our findings.
After a series of events that arguably damaged the reputation of the federal government’s customer service programs, in 2015 the Obama Administration announced its intention to overhaul public services to make them more customer-centric. Customer service factors heavily in the Digital Services Playbook, while the Office of Management and Budget (OMB) has designated it a Cross-Agency Priority Goal, focusing on streamlining transactions, developing standards for high-impact services, and using technology to improve the customer experience.
However, leading consumer studies and public opinion surveys have found that there is still much to be desired from federal customer service. According to the American Customer Satisfaction Index (ACSI), for instance, federal customer service continues to lag behind the private sector standard.
To better understand customer service from the perspective of the federal workforce, evaluate the drivers and challenges to reform, and shed light on improvements currently underway, Government Business Council (GBC) and Deloitte conducted a survey of federal managers.
The survey "Challenges and Opportunities of Small and Medium Enterprises in Greece" is taking place for the second consecutive year by the ELTRUN lab of the Athens University of Economics and Business, in collaboration with the Douleutaras.gr Professional Finding Platform, with representation from more than 200 professionals.
While many organisations have implemented a whistleblowing mechanism, our survey findings indicate that there has not been a significant investment in the implementation of these, and there is a lack of awareness as well.
2015 MHI Annual Industry Report – Supply chain innovation – Making the imposs...Leon Eymael
This year’s annual MHI Industry Report, developed in collaboration with Deloitte, delves more deeply into supply chain challenges with a specific lens on how technology innovation can help illuminate the path to the supply chain of the future.
Federal agencies’ mission scope is evolving and
expanding on a daily basis, while their budgets remain stagnant, regulations keep them perennially
understaffed, and new technologies necessitate unique and in-demand skill sets. As a result, agencies are
increasingly turning to three forms of outsourcing—contract personnel, shared services, and business process
outsourcing (BPO)—to help close this widening capabilities gap.
CAEs speak out: Cybersecurity seen as key threat to growthGrant Thornton LLP
In Grant Thornton LLP’s fifth annual survey of chief audit executives (CAEs), financial services CAEs revealed that they see considerable room for improvement when it comes to their risk management functions. Here are our findings.
After a series of events that arguably damaged the reputation of the federal government’s customer service programs, in 2015 the Obama Administration announced its intention to overhaul public services to make them more customer-centric. Customer service factors heavily in the Digital Services Playbook, while the Office of Management and Budget (OMB) has designated it a Cross-Agency Priority Goal, focusing on streamlining transactions, developing standards for high-impact services, and using technology to improve the customer experience.
However, leading consumer studies and public opinion surveys have found that there is still much to be desired from federal customer service. According to the American Customer Satisfaction Index (ACSI), for instance, federal customer service continues to lag behind the private sector standard.
To better understand customer service from the perspective of the federal workforce, evaluate the drivers and challenges to reform, and shed light on improvements currently underway, Government Business Council (GBC) and Deloitte conducted a survey of federal managers.
Future Trends for Legal Services is a research study commissioned by Deloitte Legal. In a growing market, purchasing patterns for legal services are changing. In-house teams are looking for pragmatic, industry specialists who are tech savvy and can offer more than traditional legal advice.
Communication Challenges in Federal TeleworkGov BizCouncil
To better understand federal teleworkers' experience with telework and mobile technologies, Government Business Council and Verizon Wireless undertook an in-depth research study of over 350 federal leaders from over 20 departments and agencies.
Agencies are driven to innovate by the need to lower costs and improve performance -- but existing practices and structures may not encourage federal employees to pursue new ideas.
With much of the federal workforce engaging in some sort of business travel or remote work, organizations may benefit from implementing robust, standardized duty of care policies to better to ensure employee safety. GBC's recent survey of 431 senior-level federal employees takes a look at the current state of agency travel safety and management.
Articles published as sponsored content in the Risk & Compliance Journal from The Wall Street Journal from August 2017 to August 2018. https://deloi.tt/2CMG6lI
2017 Linedata Global Asset Management Survey Linedata
Asset managers, administrators embrace differentiation to navigate challenging conditions; cite political concerns and ongoing regulatory constraints
• Seventh annual survey of global asset management industry highlights socio-economic and political concerns
• Disruption more likely to come from external factors rather than industry trends
• Differentiation now a major concern for respondents
• MiFID II the most important regulation over the next three years
The State of Logistics Outsourcing; 2008 Third Party Logistics StudyDennis Wereldsma
This report presents findings from the 2008
13th Annual Third-Party Logistics Study,
which tracks the opinions and experiences
of users of third-party logistics (3PL) services
across the globe.
Despite its vital importance in the value for money environment, procurement still isn't getting the attention it deserves from the housing sector.
PfH is moving the boundaries of what procurement professionals within social housing organisations expect of themselves and is looking at the benefits within the sector of improved spend visibility, internal positioning, external influence and power, outside sector benchmarking, market knowledge and other areas that will be of immense benefit. These steps will enable procurement to become more commercial and help the social housing sector widen their scope of influence. The ultimate goal being that procurement will soon sit at the top table and be recognised as a function which can shape change and truly add value.
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.
Ovum Decision Matrix: Selecting an Outsourced Testing Service Provider 2014–15Cognizant
Cognizant has been recognized as “Market Leader” in Ovum Decision Matrix on Outsourced Testing Service Providers. According to the report, Cognizant stands out for how it articulates the implications of end-to-end responsibility and aligns them with organizational issues around testing services.
Future Trends for Legal Services is a research study commissioned by Deloitte Legal. In a growing market, purchasing patterns for legal services are changing. In-house teams are looking for pragmatic, industry specialists who are tech savvy and can offer more than traditional legal advice.
Communication Challenges in Federal TeleworkGov BizCouncil
To better understand federal teleworkers' experience with telework and mobile technologies, Government Business Council and Verizon Wireless undertook an in-depth research study of over 350 federal leaders from over 20 departments and agencies.
Agencies are driven to innovate by the need to lower costs and improve performance -- but existing practices and structures may not encourage federal employees to pursue new ideas.
With much of the federal workforce engaging in some sort of business travel or remote work, organizations may benefit from implementing robust, standardized duty of care policies to better to ensure employee safety. GBC's recent survey of 431 senior-level federal employees takes a look at the current state of agency travel safety and management.
Articles published as sponsored content in the Risk & Compliance Journal from The Wall Street Journal from August 2017 to August 2018. https://deloi.tt/2CMG6lI
2017 Linedata Global Asset Management Survey Linedata
Asset managers, administrators embrace differentiation to navigate challenging conditions; cite political concerns and ongoing regulatory constraints
• Seventh annual survey of global asset management industry highlights socio-economic and political concerns
• Disruption more likely to come from external factors rather than industry trends
• Differentiation now a major concern for respondents
• MiFID II the most important regulation over the next three years
The State of Logistics Outsourcing; 2008 Third Party Logistics StudyDennis Wereldsma
This report presents findings from the 2008
13th Annual Third-Party Logistics Study,
which tracks the opinions and experiences
of users of third-party logistics (3PL) services
across the globe.
Despite its vital importance in the value for money environment, procurement still isn't getting the attention it deserves from the housing sector.
PfH is moving the boundaries of what procurement professionals within social housing organisations expect of themselves and is looking at the benefits within the sector of improved spend visibility, internal positioning, external influence and power, outside sector benchmarking, market knowledge and other areas that will be of immense benefit. These steps will enable procurement to become more commercial and help the social housing sector widen their scope of influence. The ultimate goal being that procurement will soon sit at the top table and be recognised as a function which can shape change and truly add value.
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.
Ovum Decision Matrix: Selecting an Outsourced Testing Service Provider 2014–15Cognizant
Cognizant has been recognized as “Market Leader” in Ovum Decision Matrix on Outsourced Testing Service Providers. According to the report, Cognizant stands out for how it articulates the implications of end-to-end responsibility and aligns them with organizational issues around testing services.
Eduardo vela ruiz 25 años de unaexitosacarreraturísticaeduardovelaruiz1
Cabemencionarque la propiedad de Eduardo Vela Ruiz, Velas Vallarta ha sidoacreedora a multiples premios y reconocimientos a lo largo de 25 años entre los cualesdestacan los Traveler's Choice Awards de Tripadvisor, Expedia Insider’s Selects, 5 Star Diamond Award entre otros.
Our deck that placed us on an acceleratorAnthony Bliss
This deck was used for a 5 minute pitch to investors, leading to our placement on a UK accelerator, investment and was the original vision for GigOwl.
We didn't refer back to this enough when we were challenged whilst trying to verify assumptions or when we deviated from our original intentions. Accelerators have the tendency to 'studentize' you, making you question everything, loose hope.
You need something that will keep your original goal in-line along with the results you uncover.
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Velas Vallarta solo fueron los cimientos para quemástarde se dieranlassiguientesaperturas de la cadenaVelas Resorts, Grand Velas Riviera Nayarit en el 2002, Casa Velas Hotel Boutique durante el 2005 y Grand Velas Riviera Maya en el 2008, hotels que se han Ganado la preferencia de miles de huéspedesalrededor del mundo.
Executive Summary
Supply chain management it is now three decades old. The processes are maturing. With the increase in complexity in markets and new product launch, supply chain excellence matters more than ever.
Manufacturing and distribution companies are looking for insights on how to parlay advances in supply chain management into balance sheet results. This is the goal of this report.
This report is a summary of research conducted during 2015. It provides a short summary of the major insights gathered from six quantitative and four qualitative studies. For more in-depth analysis reference the full reports outlined in the appendix.
The Global Supply Chain Ups the Ante for Risk ManagementLora Cecere
Executive Summary
Unfortunately, supply chain disruptions are a fact of life for today’s global multinational company. The reasons are many. A risk management event can be triggered by natural events, geopolitical shifts, economic uncertainty and demand/supply volatility.
Historically, the roots and genesis of risk management programs were based on attempts to reduce insurance costs. Today it is much, much more. The focus is on prevention, early sensing, and the execution of well-orchestrated plans to mitigate the impact of a disruption. Global supply chain leaders understand that designing and implementing a robust risk management practice is essential and fundamental to running a global business. The size of the bubble in Figure 2 indicates the relative level of risk today, and the colors correspond to the level of risk.
Figure 2. Comparison of Risk Drivers for the Past Five Years and Future Five Years
While product quality and supply chain visibility are declining but still important, the areas of operations complexity and the definition of globalization infrastructure is increasing. The areas of economic uncertainty, supplier reliability, along with demand volatility, are continued risk factors.
Over time, as supply chains morphed from regional to global multinational organizations, globalization and regulatory compliance increased. As a result, procurement has shifted from traditional programs focused solely on contract management, price and term negotiations, and supplier scorecards to include the evolution of supplier development, to manage product quality and multi-tier supplier relationships, in and across value chain relationships.
Today is a less certain world than a decade ago. Geopolitical shifts, economic uncertainty and demand/supply volatility are rising. In addition, to spur growth companies are quick to add products to the item master, but slow to rationalize the portfolio. The rising complexity of items sold decreases the organization’s ability to forecast, and the longer lead times across multiple tiers of sourcing and supply increases the Bullwhip Effect’s impact (distortion of the demand signal across multiple tiers of the value network). As a result, there is a greater need for supplier development and supplier sensing to reduce supply risk. Inventory management and supplier financial sensing grow in importance with the increase in uncertainty.
Risk management is no longer narrowly focused: a technology, a response to a natural disaster, or improving supply chain visibility. Instead, it is more holistic with a focus on managing demand and supply variability cross-functionally and improving outcomes in an uncertain world.
In this report, we share insights on the current state of risk management programs while providing recommendations on what defines excellence.
The term “nonfinancial information” is often used to refer to data on environmental issues, but in reality it covers a much broader area. Accountants consider “Nonfinancial information to be the additional items in an annual report beyond the financial statements.” But, in the marketplace outside of accounting, the term nonfinancial information is used more broadly. Nonfinancial information involves issues related to: sustainability; corporate responsibility; environmental, social and governance (ESG); ethics; human capital; and environment, health and safety (EH&S). Although described as “nonfinancial,” the information involved is typically indirectly correlated with an organization’s financial performance and outlook, especially when assessed over time. Moreover, nonfinancial performance also impacts tangible asset value and can be tied to intangible assets, including brand reputation, intellectual capital and an organization’s market value. By 2015, the implied intangible asset market value of the S&P 500 was an average of 84% of total market value, leaving a mere 16% attributable to the physical assets of an organization, according to Ocean Tomo’s updated “Components of S&P 500 Market Value” study.
Outsourcing Governance: What’s Buzzing and What's Missing?- SirionLabs WebinarSirionLabs
Webinar Slides - Outsourcing Governance: What's Buzzing and What’s Missing?
Findings from our 2016 Outsourcing Governance Maturity Study
On December 6th 2016, SirionLabs conducted this webinar featuring John Dreyer, President and CEO, The Shelby Group and Claude Marais, Co-founder & President, SirionLabs. The webinar included an insightful discussion by our experts on the role of effective governance in outsourcing success and featured key findings from our 2016 outsourcing governance maturity study ‘Overcoming the Value Gap in Outsourcing Engagements’.
Visit www.sirionlabs.com for more.
Highlights
• On average, concerns over Innovation was ranked highest, followed by Implications of Covid-19 • Respondents indicated innovation is important, but are mostly in process
• Respondents were mostly confident in implementing their innovation plans.
• Nearly half of respondents indicated their focus was on the customer experience • Most respondents expect some negative impact from Covid-19, with decreased profit indicated most, followed by decreased sales effectiveness, which are likely related
• The most common change in response to the Covid-19 impact were workplace and staffing changes, followed by technology investments
• Of the respondents, 92% indicated cyber security was important or very important.
• Continuous effort was ranked highest, and Mitigating internal threats, Identifying external threats, and Prioritizing identifying cyber risks were ranked next.
• While 95% of respondents indicated emerging threats were important or very important, 28% Indicated they were very good at responding to them
• For resiliency and sustainability, corporate ESG and R&S for internal operations were ranked as the highest priorities
iis the institutes innovation covid-19
IPR Top 19 Public Relations Insights of 2022Olivia Kresic
The Institute for Public Relations synthesizes the top research studies that we think public relations professionals need to know about from the previous year. Last year, communicators across industries guided their organizations to dive deeper into supporting diversity, equity and inclusion as well as environmental, social and governance work. Research areas addressed these trends along with changes in the public relations field from rapid growth to increasing demand for services to burnout in professionals. The end of this report includes a list of IPR resources and IPR signature studies published in 2022. We want to extend a thank you to our Board of Trustees, comprising senior level executives and academic leaders in public relations, for driving the mission and work we do.
Thirty percent of surveyed businesses reported that they have experienced some sort of supply chain fraud. So why do only 13% monitor supply chain fraud on an annual basis and only 12% on a quarterly basis? Supply chain fraud comes in a variety of forms, but the two most common types are corruption and conflict of interest. Both types lead to the ‘unlawful loss’ or ‘unlawful advantage’ that establishes supply chain fraud. These types of fraud are typically achieved through direct theft of assets, false reporting and the falsification of performance reports, and technological abuse. Supply chain fraud is a rising concern due to the growing complexity of the supply chain as a whole. While data is now much more available through top technologies such as ERP and WMS, many of the executives surveyed are not deploying data analytics tools that can help in identifying instances of fraud. The industries suffering most from supply chain fraud are life sciences/healthcare and energy/resources. Both of these industries saw significant fraud increases between 2014 and 2016. These operations, among all others, would benefit from a regularly scheduled audit program. This has proven to be the most effective method in identifying, eliminating and preventing fraud. Record and communicate these procedures to every team member to establish clear expectations and standards. To learn more about solutions available to prevent supply chain fraud contact Datex experts today at marketing@datexcorp.com or 800.933.2839 ext 243.
Top Risks in Global Supply Chains: Primary-Source Intelligence and Recommenda...Sustainable Brands
The globalization of supply chains, occurring in many industries these days, has created unforeseen challenges in ensuring the workers and environments by which products are now manufactured are treated ethically and responsibly. For a long time supplier audits used to be just paper- or spreadsheet-based, without much accompanying data analysis, aggregation or trending. That is now beginning to change, leading to new levels of sophistication in extracting intelligence from supply chain data. For this session, we are joined by two organization leading this shift: Intertek, the largest and longest running CSR auditing body conducting over 60,000 such audits each year and author of the Intertek Workplace Conditions Assessment (WCA), the fastest growing CSR audit report with over 15,000 participating factories to date; and Sedex, the world's largest collaborative platform for sharing supply chain data, with over 36,000 participating organizations representing 30 industry sectors and more than 24 million workers in more than 160 countries. The two will combine their latest observations for an analysis of critical supply chain risks around the world that executives should keep top of mind.
Strategic Supply Chain Management Final Project.pdfAndersonKeah1
Over the years, the importance of supply chains has increased. The reason of this surge in
the need of supply chain is to maximum profit or productivity and to meet customers’ demands.
As the need of supply chains increases, the need to manage risk also increases. Risk is an
unforeseen incident that leads to disruption in the flow of supply chains. For example, Nike
experienced a disruption in its supply chain network due to the prevalent Covid virus;
Production was hindered due to constraints on shipment and shortages of manpower.
Disruptions in supply chain be internal and external. To control disruptions, companies employ
a robust risk management plan. There have been many researches on supply chain risk
management, but as the world is advancing and the need of supply chain is increasing, there
are still need to do more research on supply chain management. This article provides an
overview of supply chain management, definitions and classifications of risks associated with
supply chain and a general view of supply chain risk management process. The objective of
this article is to delineate how a company can manage risks in its supply chain network.
Concept and conclusions in this article were generated by using secondary data from published
articles.
Keywords: supply chain management, risk, external risk, internal risk
Tests und Übungen im BCM-Lifecycle
Der Artikel hierzu findet sich bei BCM-News:
http://www.bcm-news.de/2012/12/16/die-phase-tests-und-uebungen-im-bcm-lifecycle/#more-18059
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It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
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.
Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
Kseniya Leshchenko: Shared development support service model as the way to make small projects with small budgets profitable for the company (UA)
Kyiv PMDay 2024 Summer
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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.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
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
VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
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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.
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Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
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Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
3.0 Project 2_ Developing My Brand Identity Kit.pptx
Supply chain-resilience-2013-en
1. 5th Annual Survey
Supply Chain Resilience 2013
An international survey to consider the origin, causes and
consequences of supply chain disruption
Published November 2013
2. about the survey
Fieldwork for the fifth annual Supply Chain Resilience survey commenced on the 16th April 2013 and the survey
closed on the 16th August with 519 responses validated. All members of the Business Continuity Institute received
an individual email invitation to complete the online survey. This was then complemented by the Chartered
Institute of Purchasing and Supply inviting its members to contribute through their existing communication
channels. In addition, support is acknowledged from the following people and organizations:
• Colin Ive MBCI and the BRiSC community
• Chartered Institute of Logistics and Transport
We would like to thank Zurich Insurance Group for sponsoring this research for the fifth successive year.
Authors:
Lee Glendon CBCI, Head of Research and Advocacy at the Business Continuity Institute, and
Lyndon Bird FBCI, Technical Director at the Business Continuity Institute
Reviewer: Andrew Scott, Senior Communications Manager at the Business Continuity Institute
[i]
BCI Supply Chain Survey 2013
www.thebci.org
3. Table of Contents
EXECUTIVE SUMMARY
Introduction................................................................................................................................................................................................................ 1
Key Findings................................................................................................................................................................................................................ 1
Conclusions..................................................................................................................................................................................................................2
MAIN REPORT FINDINGS
Introduction................................................................................................................................................................................................................3
Frequency and Origin of Disruption.......................................................................................................................................... 4
Causes of Disruption...................................................................................................................................................................................... 6
Consequences of Disruption................................................................................................................................................................. 7
Economic Impacts of Disruption.................................................................................................................................................... 8
Management Commitment...................................................................................................................................................................9
SUPPLY CHAIN BUSINESS CONTINUITY FINDINGS
Introduction............................................................................................................................................................................................................ 10
Supplier Business Continuity Information...................................................................................................................... 11
Assessing Effectiveness of Supplier Business Continuity ...........................................................................12
ANNEX 1 – FUNCTIONAL ROLE OF RESPONDENTS............................................................ 14
ANNEX 2 – RESPONDENT PROFILE......................................................................................................................... 15
ANNEX 3 – CAUSE OF DISRUPTION BY REGION OR COUNTRY................ 16
ANNEX 4 – CAUSE OF DISRUPTION BY SECTOR..........................................................................17
ABOUT.................................................................................................................................................................................................................................. 18
www.thebci.org
BCI Supply Chain Survey 2013
[ii]
4. Executive Summary
Introduction
This Supply Chain Resilience report is the fifth in a series that started in 2009 to consider the challenge of developing
resilient supply chains. This report, the result of a survey of 519 respondents from 71 countries, highlights the level,
range and cost of disruptions that organizations face, and demonstrates how a disruption in one organization can
spread out over the entire supply chain.
Key Findings
• 75% of respondents still do not have full
visibility of their supply chain disruption levels.
Only 25% coordinate and report to gain an
enterprise-wide view of disruption. This is
unchanged from 2012
• 75% of respondents experienced at least one
incident that caused disruption. This is consistent
with findings in each of the previous four years
• 42% of disruptions originated below the tier
one supplier, an increase from 2012
• 15% of respondents experienced disruptions
that cost in excess of €1M and 9% experienced a
single event disruption that cost in excess of €1M
• The primary sources of disruption were
unplanned IT or telecom outages, with 55%
stating they experienced high or some impact
from this type of disruption. This was followed
by adverse weather (40%) and outsourcer
service provision failure (37%)
• While insolvency in the supply chain
maintained its ninth place in 2013, other
financial risk related sources of disruption did
recede: lack of credit fell to 21st place from 12th
and currency exchange rate volatility dropped
from fifth place to 17th
www.thebci.org
• Below the top three, there have been some
significant changes from 2012 to the main
causes of disruption: transport network
disruption climbed from 14th place to fourth
with 30% experiencing high or some impact.
The high profile media reporting of the danger
of cyber-attacks has resulted in this type of
disruption rising from 18th place to fifth. The
non-availability or loss of talent/skills increased
from 10th place to sixth
• When considering sources of disruption by
country and sector of activity, some new
sources rise to prominence: product quality
incidents are prominent in manufacturing,
engineering and construction, while in the USA
adverse weather takes the top spot in 2013 as a
source of supply chain disruption
• 41% stated that customer complaints were
received as a consequence of disruption, an
increase from 35% in 2012, bringing it into second
place behind loss of productivity (55%) as the
primary consequence of supply chain disruption
• Strategic consequences maintain their presence
with 24% stating they experienced damaged to
their brand and reputation and 26% stakeholder/
shareholder concern. 3% experienced a fall of
share price as a result of a disruption
BCI Supply Chain Survey 2013
[1]
5. Conclusions
Consistently high levels of supply chain disruption are being
reported with a number of threats being re-considered as new
evidence and concerns emerge.
Supply chain disruptions are not a matter of if but when, although
their relative impact on the organization can vary widely. As a
starting point it can be useful to look at your most profitable
product or service and look at the profit impact of related supplier
failure on your organization. The Business Continuity approach to
Business Impact Analysis can be a valuable technique to identify
key suppliers and operational impacts.
It is clear from the results of this survey that supply chain
disruptions continue to have a significant impact on business
performance and the problem is not being effectively managed.
One of the key challenges is to get consistent top management
support for investing in improved supply chain resilience.
The following conclusions emphasise the importance of continuing with this
type of research:
• Supply chain failure is still a key performance issue for business
• Consistent top management support is required to make a change
• Professional procurement practitioners can play a key role but they
need to work with Business Continuity practitioners
• Business Continuity is too often a tick box exercise other than in top
performers
• Proactive leadership, not crisis management, is required
[2]
BCI Supply Chain Survey 2013
www.thebci.org
6. Main Report Findings
Introduction
This survey is the fifth in a series that started in 2009 to consider the challenge of
developing resilient supply chains. The methodology used in 2013 was consistent
with previous years although some additional questions have been added. Because
this annual survey has now collected data over a significant time period, the BCI is
also looking at producing a further report showing the trends since 2009. This will be
released during Business Continuity Awareness Week 2014.
One issue we looked at in 2013 in more detail was the extent to which non-physical
events in the supply chain were causing disruption, i.e. events where supply itself is
unaffected in the short term but could cause potential long term damage to reputation
or business viability. Two notable 2013 events are picked up in the response to this
question: the factory collapse in Bangladesh and the equine DNA scandal in Europe.
Another new question in 2013 looked to understand the extent to which supply chain
failures were generating negative and positive social media discussions. 18% of
respondents were aware of the issue while 14% did not know. As might be expected,
negative discussion outweighed positive ones by a large majority, whilst many
respondents stated that they were not aware of any discussions. This probably supports
the fact that many incidents recorded have either limited external impact and/or are
managed before they become public – but clearly there’s a potential for many more
social discussions around incidents that are not well managed.
www.thebci.org
BCI Supply Chain Survey 2013
[3]
7. Frequency and Origin of Disruption
Surprisingly, it is not easy to get a full picture of the numbers and reasons for
supply chain disruption. 75% of all respondents claim they do not have the full
picture on numbers and/or causes whilst 36% do not record it formally at all.
25%
Yes, this is
coordinated and
reported across the
whole enterprise
36%
This raises a question as to why more
companies do not do this – it potentially
implies it is either too difficult to do, or not
seen as a big enough issue to invest time in
finding out. The authors believe that more
research is needed to determine why this is
case. It does seem likely however that the
value of better understanding the levels of
supply chain disruptions is not appreciated by
top management. It would also seem likely
that more management attention should be
paid to ensuring such data is collected.
There were some interesting responses
regarding the methods used to collect this
disruption data. They included:
• The impact of any incident/disruption
is recorded individually by affected
business units and entered into a firmwide incident reporting system
No
• Calculated within the business areas that
own the relationships with supply but
not shared or acted upon
• Risk management works in collaboration
with other departments in documenting
and reporting incidences and disruptions
• Any disruptions which affect supply
chain are discussed at contract
management meetings
39%
Yes, within certain
departments/functions but
not aggregated
• We will soon be reported on maximum
potential loss, and this will require
estimating lost opportunity and
foregone revenue, often the result of
third party poor performance
Question 7 (Tracking question). Do you record, measure and report on performance-affecting supply
chain disruptions (i.e. where an unplanned cost has been incurred or loss of productivity or revenue
experienced)? Base: 461
[4]
BCI Supply Chain Survey 2013
www.thebci.org
8. 32%
The source of the
disruption was at Tier 2
Question 9. Considering the supply chain incidents you are
aware of in the last 12 months, which of the following apply
in your experience? Base: 257
58%
The source of the
disruption was at Tier 1
10%
The source of the
disruption was at
Tier 3 or lower
Given this situation, it is safe to suggest that the levels of disruption reported in this survey
might well be conservative as some of the lower impact interruptions might not have been
captured. Even with this proviso however, 75% of respondents experienced at least one
supply chain incident that caused disruption. This is consistent with the findings over the
previous four years.
Of the analysed incidents, 42% were shown
to have originated below the immediate tier
one supplier. This shows a slight increase
on levels below tier one compared with
2012 and 2011. Examples of tier two events
were around quality control issues, power
outages affecting suppliers and banking
network failures.
25%
53%
0
1–5
6–10
13%
11–20
5%
21–50
1%
3%
51+
Question 8. How many supply chain incidents would you estimate your organization experienced in the past 12 months that caused disruption to your
organization? Base: 396 who provided a response. A further 79 stated “don’t know”.
www.thebci.org
BCI Supply Chain Survey 2013
[5]
9. Question 10. How severely has your supply chain
been affected by any of the following sources
of disruption over the past 12 months? Severity
levels can be considered in terms of initial impact,
ability to continue to deliver key products
and services and recovery time, as well as the
consequences on brand and reputation. Base: 245.
Multiple responses allowed.
Adverse weather
Earthquake/tsunami
Fire
Currency exchange rate volatility
Act of terrorism
High Impact
Human illness
Some Impact
Animal disease
Low Impact
Lack of credit (cost, availability)
Insolvency (in the supply chain)
Intellectual Property violation
Causes of Disruption
Data breach
Cyber attack
Unplanned IT/telecoms outage
With regards to the known causes of
disruption, the survey asked what had
caused interruption and how severely
supply chains had been affected by it. A
wide range of sources of disruption over the
past 12 months were identified; unplanned
IT/Telecom outage being the most reported,
followed by adverse weather and outsourcer
service failure. Transport network disruption
and cyber-attack disruption had risen
considerably since 2012, with animal
diseases the least reported of known
incidents. Severity levels for each cause are
considered in terms of initial impact, ability
to continue to deliver key products and
services and recovery time, as well as the
consequences on brand and reputation. The
top three causes overall were also seen as
the top three high impact causes.
For the first time in 2013, we have also
looked at this response from a slightly
different point of view; the percentage
of organizations that actually reported
that type of incident. Almost 90% of
organizations report an IT or telecom
failure, with 55% of them recording it as
causing high or some impact. This is perhaps
predictable but even more interestingly
38% experienced at least one insolvency
in their supply chain during the year. At
the other end of this scale, 85% have not
been affected by any animal disease related
event and only 3% reported any serious
impact from it.
Industrial dispute
Civil unrest/conflict
New laws or regulations
Energy scarcity
Transport network disruption
Environmental incident
Health & Safety incident
Product quality incident
Business ethics incident
Loss of talent/skills
Outsourcer service failure
0
50
100
150
200
Adverse weather
Earthquake/tsunami
Fire
Currency exchange rate volatility
Act of terrorism
High Impact
Human illness
Some Impact
Animal disease
Lack of credit (cost, availability)
Low Impact
Insolvency (in the supply chain)
Intellectual Property violation
Data breach
Cyber attack
Unplanned IT/telecoms outage
Industrial dispute
Civil unrest/conflict
New laws or regulations
Energy scarcity
Transport network disruption
Environmental incident
Question 10. Alternative view of this question:
Prevalence of risk events. Chart shows that almost
90% of respondents record an IT or telecom
failure, while 85% have not been affected by an
animal disease related event . 38% experienced an
insolvency in their supply chain. Base: 245. Multiple
responses allowed.
[6]
BCI Supply Chain Survey 2013
Health & Safety incident
Product quality incident
Business ethics incident
Loss of talent/skills
Outsourcer service failure
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
www.thebci.org
10. 22%
We have only experienced
nonphysical disruption
37%
We have experienced both physical
and nonphysical disruption
41%
We have only experienced
physical disruption
Question 11. What has been your experience of physical and non-physical disruption in your supply chain? Non-physical disruption is defined here as an incident that does not
cause a short-term interruption to supply of a product or service but may require a crisis response particularly in terms of communicating with stakeholders and have mediumlonger term supply chain consequences, for example, data breach, or a business ethics incident. Base: 240
Consequences of Disruption
It is becoming increasingly clear that both physical and
non-physical issues can cause disruption in the supply
chain. Non-physical disruption is defined here as an
incident that does not cause a short term interruption
to supply of a product or service but may require a
crisis response particularly in terms of communicating
with stakeholders and have medium-longer term
supply chain consequences, for example, data breach,
or a business ethics incident. Only 41% reported that
all their supply chain disruptions were due to physical
events alone, so 59% of all respondents recognized the
importance of taking this wider threat into account.
Examples given included:
• Media focus on supplier working environment
at factories after building collapse (Bangladesh)
leading to new government regulations, even
though our company did not use suppliers in
collapsed factory
• The horse meat scandal caused interruption to
supplies in our staff canteens. We also had to issue
HR statements on the safety of food served to staff
and visitors
The conclusion we draw is that is that resilience
professionals need to be prepared to deal with
non-physical events and not just those which affect
short-term availability.
www.thebci.org
We identified 15 different generic consequences, some of which had an immediate
financial impact and others which had the potential for long term damage.
In order of importance they were ranked as:
• Loss of productivity
• Customer complaints received
• Increased cost of working
• Service outcome impaired
• Loss of revenue
• Damage to brand/reputation/image
• Product release delay
• Product recall/withdrawal
• Payment of service credits
• Share price fall
• Stakeholder/shareholder concern
• Delayed cash flows
• Expected increase in regulatory scrutiny
• Loss of regular customers
• Fine by regulator for non-compliance
Whilst loss of productivity maintains its place as the most likely negative
outcome from a supply chain disruption, 41% stated that customer complaints
were received as a consequence of disruption, an increase from 35% in 2012,
bringing it into second place behind loss of productivity (55%) as the primary
consequence of supply chain disruption.
Strategic consequences maintain their presence in 2013 with 24% stating they
experienced damaged to their brand and reputation and 26% stakeholder/
shareholder concern.
BCI Supply Chain Survey 2013
[7]
11. Economic Impacts of Disruption
We asked respondents to estimate the cumulative cost to their
organization of supply chain disruption over the past 12 months.
Considerations included a loss of revenue and/or increased cost of
working. Responses were collated in Euros and we found that 15%
experienced an annual cost of disruption of more than €1M.
€250M – €500M
€101M – €250M
1%
1%
We also asked about the largest single loss and found that 9%
experienced a single event loss of more than €1M. This compares
with 21% in 2012 and 17% in 2011. Hurricane Sandy and some major
IT outages contributed to some of the larger losses experienced this
year. Here is one specific example from the construction industry:
Quality issues with concrete from 2nd tier vendor delayed
construction of parking garage. Delay resulted in extra overhead
costs for project management and testing and lost revenue.
1%
2%
€250M – €500M
€11M – €50M
5%
€1M – €10M
8%
6%
€1M – €10M
More than €1 Million
15%
9%
More than €1 Million
€500,000 – €1 Million
7%
5%
€500,000 – €1 Million
8%
9%
25%
19%
€250,000 – €500,000
€50,000 – €250,000
€250,000 – €500,000
Less than €50,000
Question 14 (New question). What would
you estimate the cumulative cost to your
organization of supply chain disruption has
been over the past 12 months? Please consider
loss of revenue and/or increased cost of
working. Please give your response in EUROs
(x-rate: 1GBP = 1.2EURO; 1US$ = 0.8EURO).
Base: 157 responses.
[8]
BCI Supply Chain Survey 2013
€11M – €50M
€50,000 – €250,000
Less than €50,000
45%
59%
Question 15 (tracking question):
Considering the single most
significant incident in the last 12
months what was the approximate
financial cost (loss of revenue and/
or increased cost of working)?
Please give your response in EUROs
(x-rate: 1GBP = 1.2EURO; 1US$ =
0.8EURO). Base: 150 responses.
www.thebci.org
12. Management Commitment
There is a significant contrast between those who have top
management commitment, even on an inconsistent basis, and
those who have low commitment. 100% of those citing low
commitment experienced at least one disruption. 47% of the
low commitment group stated that disruption was not recorded
systematically and only 3% had an enterprise wide view. 40% of
this subgroup stated their BCM programme did not account for
supply chain disruption and 61% had supply chains where half or
less of key suppliers had Business Continuity in place. This group
also restrict themselves to just asking suppliers whether they have
a ‘BCP’ (54%) – far behind their overall comparative groups.
www.thebci.org
One survey respondent also noted that it took the failure of
a key supplier for top management to pay attention to this
subject. Although this is a cynical view, it seems to be one that
is held in various degrees of seriousness and severity by many
supply chain practitioners.
BCI Supply Chain Survey 2013
[9]
13. Supply Chain Business Continuity Findings
Introduction
Although around 75% of respondents felt that they included consideration of supply chain disruption in their BCM
programmes, the extent to which this is validated is highly variable. Around 20% do not even ask their key suppliers
(new or existing) if they have any Business Continuity arrangements in place.
Almost 50% of survey respondents stated that half or less of their key suppliers had any BC arrangements in place
even for their own needs. It is a safe assumption that such suppliers are more vulnerable to disruption than better
prepared companies and the consequences will hit the client organization as well as the supplier organization.
Only 10% of respondents stated that all of their key suppliers have BC arrangements in place.
22%
21%
16%
20%
11%
<10%
10%
11% –25%
26% –50%
51% –75%
76% –99%
100%
Question 24. Considering your key suppliers, what percentage of them would you say have Business Continuity arrangements in place to address their
own needs? Base: 292
[10]
BCI Supply Chain Survey 2013
www.thebci.org
14. Supplier Business Continuity Information
It was interesting that amongst the Business Continuity practitioner
respondents the most frequently cited methodology to identify key suppliers
was a Business Impact Analysis (BIA). This would normally be an embedded
process within the BCM lifecycle. For those who do not include supply chain as
part of their BCM programme and those individuals who are more purchasing/
supply focused, the key techniques were seen to be Strategic Positioning along
with Supplier Spend/Volume.
Business Continuity information sought from a supplier understandably varies
with the criticality of the supplier under scrutiny. Only 31% settle for the
presence of a BCP. 43% claim to check if suppliers have a BCM programme,
not just a documented plan and others look for compliance with external good
practice like the BCI’s Good Practice Guidelines or BS25999-1 Code of Practice
for BCM. Only 40% check whether the suppliers programme is relevant to the
product or service being purchased – a surprising omission. Only 16% look for
the credentials of those who run the BCM programme, another indication that
the importance of BCM quality control is not fully appreciated.
Others approaches noted include:
• Ask BCM questions at tender stage depending on
value and risk of project
• Rate suppliers on a matrix value base upon a defined
list of questions
• Audit suppliers using one or more of the following
techniques
› Obtain physical evidence
› Conduct a review via WebEx
› Undertake site visits to obtain positive assurance of
control environment
› Check system for implementation, operation,
maintenance, review and continuous improvement
of BCM programme
• Demand alignment to ISO 22301 or BS25999 or the
BCI Good Practice Guidelines.
A surprisingly high 31% claim they demand formal
certification against a management system standard
like ISO22301, which does not seem consistent with
other evidence the BCI has from other research. This
is probably aspirational rather than current practice,
but might indicate a trend in this direction. Conversely
others argue that certification in itself does not
guarantee that those certified will have appropriate
arrangements in place for the benefit of their customers.
It has been observed that the quality of those certifying
others has not always felt satisfactory and that many
organizations scramble to put their house in order to
pass certifications or other form of audit surveillance.
43%
We check whether they have a BCM programme not just a
business continuity plan
40%
We look for compliance with recognised good practice
(e.g. BCI’s Good Practice Guidelines, BS 25999-1)
40%
We check whether their programme is relevant to the
product or service we are buying
39%
We look for alignment to a recognised standard
(e.g. ISO 22301)
39%
We check whether the scope of their BCM programme
is appropriate
Some illustrative comments follow:
• Self-assessment questionnaires have only been used
with respect to pandemic preparedness. For the most
part, we rely on supplier BC plan documentation,
information on test cycles and audit reports
39%
We look where responsibility for BCM is held in the
organization (and involvement of senior management)
• All key suppliers will complete a questionnaire
and those categorised as ‘High’ will be subject to
independent audit
33%
We look for certification to a recognised
standard (e.g. BS 25999-2, ISO 22301)
• We do a little of most things but it is not a
coordinated effort, we are in the process of trying to
better coordinate this now
31%
We only check for the presence of a business
continuity plan
• Individual contract managers do their own thing.
There is not as yet a firm-wide procedure, but there
will be soon
16%
We look for the credentials of those who run
the BCM programme e.g. are they certified?
Question 25. What information do you seek in order to better understand the Business
Continuity arrangements of key suppliers? Base: 331
www.thebci.org
• Provision of evidence of regular testing is a
requirement for all our key suppliers. Additionally
with some of them we conduct joint exercise
scenarios – this is something we find particularly
valuable and are planning to do more of in the future
» We ask if we can participate in a joint exercise but
this is not always possible. We ask if they participate
in the industry-wide exercise
BCI Supply Chain Survey 2013
[11]
15. Assessing Effectiveness of Supplier
Business Continuity
Results in 2013 continue to indicate a passive approach to reviewing the likely
effectiveness of supplier BC arrangements with 41% waiting until contract
renewal and a 16% not reviewing at all.
41%
26%
26%
At contract renewal
At scheduled review meetings as part
of existing governance processes
Ad hoc/when we get the opportunity
17%
With any major change
event at our end
14%
When a new,
significant external
risk is identified
14%
It was also recognized however, that this was not
a simple problem for which there is one solution.
Supply Chain Resilience is very complicated and
is not just about continuity. Different parts of
the organization need the supply chain to deliver
different and potentially conflicting outcomes. For
example, cheapest, best quality, ethically sourced,
socially responsible are objectives that are sometimes
impossible to reconcile.
One particular concern is that 30% of respondents
are completely in the dark when it comes to knowing
where they fit in a supplier’s priorities if an incident
strikes. Typical respondent quotes are worrying as they
seemingly fail to understand the real purpose of having
supply chain continuity. They include:
• Some understand the importance they represent to
our ability to solve disruptions, other are lower and
do not play a significant part
• We don’t care where we are in the ranking as long as
they can meet our recovery requirements
• We think we know, and we might be deluding
ourselves on this aspect
• We suspect that due to our size we would be low on
the priority scale
With any major
change event at
their end
16%
30%
No, we do not know
for any key suppliers
Never
Question 28. How often do you review your Business Continuity requirements with
key suppliers and their capability to meet them? Base: 348
The sample for 2013 actually shows regression from the levels in 2012 across
all of the more proactive indicators such as reviewing with major change events
or when a new threat is identified.
Some positive experiences included:
• Asking suppliers whether they have actually activated their BCPs in other
client engagements and requesting they share the relevant findings
• Asking suppliers how they identify their own ‘critical suppliers’ and what due
diligence they undertake on those critical suppliers
• Taking an end to end approach, ensuring the vendor has a BC program and
plan, the business has recovery capability built into their BCPs for reduced
services in the event of a supplier being impacted, as well as contingency plans
owned and developed by the business to cover total loss of a material supplier
• Understanding the risk appetite of the directors of the supplier can be
a highly valuable guide as to whether the organization takes resilience
seriously and their responsibility to their customers’ continuity
• Rolling out a programme whereby operationally disruptive suppliers as
opposed to suppliers who may well be categorised as significant by financial
value only have been identified. Then conduct an annual due diligence
programme on these suppliers. On top of which there should be regular (at
least quarterly) meetings with (potentially) operationally disruptive suppliers
[12]
BCI Supply Chain Survey 2013
24%
Yes, for most
key suppliers
12%
Yes, for all key
suppliers
34%
Yes, for some
key suppliers
Question 29. If your key suppliers were affected by a
significant disruption, which required them to prioritise
service between customers, do you know where your
organization would be in their ranking? Base 336. Figures
exclude those who do not have any key suppliers (20)
www.thebci.org
16. 13%
10%
Not applicable
Every proposal
8%
16%
Don’t know
Majority
13%
Not at all
14%
Rarely
26%
Somtimes
Question 30. When tendering for new business clients over the past 12 months, how often have you had to provide assurance to clients that your own
Business Continuity arrangements are sufficient? Base: 367
22%
No
Another concerning finding is that, compared to 2012, the need for tenderers
to provide appropriate levels of BCM assurance has declined. In 2012 33%
provided assurance for every (or the majority of) proposals compared with just
26% in 2013.
On a positive note however, it does seem that when Business Continuity
features in contractual discussions it is much more integrated into the process.
In 2012, 29% stated that BC was an afterthought, while in 2013 this figure is
down to just 14%. We interpret this as suggesting that where it is important to
do so, Business Continuity is more likely to be seriously when discussed during
the tender phase.
Some examples of effective Business Continuity provision during a supply
chain disruption are:
• We employed continuity plans that maintained customer service without
any loss incurred to the customer, and in some cases, the customer did not
know we were experiencing anything other than business as usual, and this
was very well received
• During Hurricane Sandy, supplies were increased in advance of the storm,
enabling our retail locations to remain open during and after the storm
• We were able to instigate our own BCP to cater for staff payments when the
bank’s IT systems failed. We were also able to work with our client base to
structure invoice payments. The bank were of little to no use at all
36%
Yes
, but only
where the contract
risk is deemed high
enough to warrant
such discussions
28%
Yes, an integral
part of our
procurement process
from the start
14%
Yes, but after the
purchase decisions
have essentially
been taken
Question 31. Does Business Continuity feature as part of your
supplier contractual discussions? Base: 356
www.thebci.org
BCI Supply Chain Survey 2013
[13]
17. Annex 1: Functional Role of Respondents
For supply chain respondents, there are some notable
distinctions from the other groups:
• 89% experienced at least one disruption compared with 75%
in the overall sample
• 48% of incidents originated at tier 2 or lower
• Only 10% use scheduled supplier meetings to review BC.
45% wait for contract renewal and for 35% it’s ad hoc. This
demonstrates a lack of in-life contract management
• Top five causes of disruption (high+some impact)
1. Product quality (42%)
2. Transport network (40%)
3. Unplanned IT/Telecom outage (30%)
4. Adverse weather (29%)
5. Service failure by outsourcer (23%)
2%
Security
3%
Emergency Planning
9%
IT DR/IT Service Continuity
9%
Other
9%
Supply Chain
56%
Business Continuity
12%
Risk Management
Question 1. Base: 519. Other includes internal audit, quality, health and safety, and “line of business roles”
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BCI Supply Chain Survey 2013
www.thebci.org
18. Question 2 and Question 3. 519 total responses (reviewed).
Survey fieldwork 25th June to 22nd August 2013. Responses
from 71 countries across 15 sectors.
Annex 2: Respondent Profile
Respondents to this survey were based in 71 countries … and worked in all
15 SIC sectors offered.
29% Financial &
Insurance Service
17% Professional
Service
12% Public Admin
& Defence
11% IT &
Communication
8%
Manufacturing
4% Energy &
Utilities
4% Retail/
Wholesale
3% Health &
Social Care
3% Transport
& Storage
3% Engineering/
Construction
1% Education
1% Media &
Entertainment
1% Support
Services
1% Mining &
Quarrying
1% Agri, Forestry
& Fishing
1% Not Assigned
1%
1% Switzerland
1%
Nigeria
Germany
2%
1%
1%
1%
Keyna
Denmark
Japan
2%
2%
2%
UAE
Belgium
Singapore
New Zealand
3%
3%
3%
3%
5%
Canada
Netherlands
South Africa
India
Australia
18%
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32%
19%
US
UK
Other
(54 Countries)
BCI Supply Chain Survey 2013
[15]
19. Annex 3: Cause of Disruption by Region or Country
Continental Europe
(28 countries)
Sub-Saharan Africa
(10 countries)
MENA region
(10 countries)
Asia Region
(9 countries)
Central & Latin America
(9 countries)
1. Unplanned IT/Telecom
outage (49%)
1. Unplanned IT/Telecom
outage (56%)
1. Unplanned IT/Telecom
outage (62%)
1. Unplanned IT/Telecom
outage (56%)
1. Transport network
disruption (75%)
2. Outsourcer service
failure (44%)
2. Outsourcer service
failure (56%)
2. Outsourcer service
failure (43%)
2. Transport network
disruption (53%)
2. Adverse weather (63%)
3. Adverse weather (31%)
3. Loss of talent/skills
(40%)
3. Civil unrest/conflict
(31%)
3. Fire (47%)
4. Transport network
disruption (36%)
4. Currency exchange rate
volatility (25%)
5. Energy scarcity (33%)
5. Health and safety
incident (25%)
USA
Canada
Australia
New Zealand
UK
1. Adverse weather (45%)
1. Unplanned IT/Telecom
outage (100%)
1. Unplanned IT/Telecom
outage (71%)
1. Unplanned IT/Telecom
outage (33%)
1. Unplanned IT/
Telecom outage (57%)
2. Transport network
disruption (50%)
2. Adverse weather (59%)
2. Data breach (33%)
2. Adverse weather (47%)
4. Loss of talent/skills
(32%)
4. Cyber attack (40%)
5. Cyber attack (27%)
2. Unplanned IT/Telecom
outage (41%)
5. Outsourcer service
failure (40%)
3. Outsourcer service
failure (56%)
4. Unplanned IT/Telecom
outage (50%)
5. Loss of talent/
skills (50%)
3. Transport network
disruption (30%)
3. Outsourcer service
failure (35%)
3. New laws/regulations
(33%)
3. Outsourcer service
failure (40%)
4. Product quality incident
(27%)
4. Outsourcer service
failure (33%)
4. Health and safety
incident (35%)
4. Product quality incident
(33%)
4. Loss of talent/
skills (26%)
5. Loss of talent/skills
(21%)
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3. Adverse weather (43%)
5. Fire (20%)
5. New laws/regulations
(24%)
5. Act of terrorism (20%)
5. Transport network
disruption (23%)
BCI Supply Chain Survey 2013
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20. Annex 4: Cause of Disruption by Sector
Financial & Insurance
Services
Professional Services
Public Administration
& Defence
IT & Communication
Services
Manufacturing
1. Unplanned IT/Telecom
outage (64%)
1. Unplanned IT/Telecom
outage (70%)
1. Unplanned IT/Telecom
outage (50%)
1. Unplanned IT/Telecom
outage (48%)
1. Transport network
disruption (43%)
2. Outsourcer service
failure (38%)
2. Outsourcer service
failure (68%)
2. Adverse weather (36%)
2. Adverse weather (33%)
2. Product quality
incident (42%)
3. Loss of talent/skills (28%)
3. Cyber attack (29%)
3. Adverse weather (33%)
3. Adverse weather (47%)
4. Outsourcer service
failure (24%)
4. Outsourcer service
failure (25%)
3. Energy scarcity (35%)
4. Transport network
disruption (21%)
4. Transport network
disruption (43%)
5. Loss of talent/skills (35%)
5. Transport network
disruption (22%)
5. Loss of talent/skills (24%)
5. Loss of talent/skills (20%)
Energy & Utility
Services
Retail & Wholesale
Health & Social Care
Transport & Storage
Engineering &
Construction
1. Product quality
incident (44%)
1. Adverse weather (71%)
1. Adverse weather (50%)
1. Adverse weather (67%)
1. Product quality (57%)
2. Loss of talent/skills (44%)
2. Unplanned IT/Telecom
outage (40%)
2. Transport network
disruption (50%)
2. Transport network
disruption (56%)
2. Unplanned IT/Telecom
outage (57%)
3. Civil unrest/
conflict (33%)
3. Transport network
disruption (39%)
3. Insolvency (50%)
3. Outsourcer service
failure (56%)
3. Adverse weather (57%)
4. Lack of credit (30%)
4. Product quality
incident (31%)
5. Industrial dispute (30%)
5. Environmental
incident (31%)
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4. Unplanned IT/Telecom
outage (43%)
5. Product quality
incident (43%)
4. Unplanned IT/Telecom
outage (35%)
5. Outsourcer service
failure (33%)
4. Unplanned IT/Telecom
outage (44%)
5. Health & Safety
incident (33%)
4. New laws/
regulations (50%)
5. Transport network
disruption (43%)
BCI Supply Chain Survey 2013
[17]
21. About The Bci
Based in Caversham, United Kingdom, the Business Continuity Institute (BCI) was established in
1994 to ‘promote the art and science of business continuity management’ and to assist organizations
in preparing for and surviving minor and large scale manmade and natural disasters. The Institute
enables members to obtain guidance and support from their fellow practitioners, as well as offering
professional training and certification programmes to disseminate and validate the highest standards of
competence and ethics. It has over 7,000 members in more than 100 countries, active in an estimated
2,500 organizations in private, public and third sectors. For more information go to: www.thebci.org
The BCI Corporate Partnership, established in 2007,
offers corporate membership of the BCI with over 90
member organizations including: Aon Risk Consulting,
BAE Systems, Bank Muscat, BP International, British
American Tobacco, BSI Management Systems, BT,
Cabinet Office, Continuity Central, ContinuitySA,
Continuity Shop, DHL Supply Chain, DNV Business
Assurance, Dubai Electricity and Water, eBay, GE
Healthcare Bio-Sciences, GlaxoSmithKline, Hewlett
Packard, Hill Dickinson, IBM, KPN Corporate Market,
LRQA, Milton Keynes Council, National Grid, Phoenix,
Prudential, PwC, Reed Elsevier, Royal Ahold, Royal Mail,
The Oil and Gas Holding Company, Transnet SOC, T‐
Systems, UNICEF, United Nations Secretariat, VocaLink
and Zurich Insurance Group. To join as a corporate
member, go to: www.bcipartnership.com
Contacting The BCI
Lyndon Bird FBCI
Technical Director and Board Member
10‐11 Southview Park
Marsack Street
Caversham
RG4 5AF
UK
Phone
Email
+44 (0)118 947 8215
Lyndon.bird@thebci.org
About Zurich
Zurich is a thought leader in supply chain risk management. It has developed supply chain risk assessment
tools and an innovative and award winning supply chain insurance product. The company has extensive
experience of working with clients to help them make their supply chains more resilient.
Zurich Insurance Group (Zurich) is a leading multi‐
line insurance provider with a global network of
subsidiaries and offices in Europe, North America,
Latin America, Asia‐Pacific and the Middle East as well
as other markets. It offers a wide range of general
insurance and life insurance products and services
for individuals, small businesses, mid‐sized and large
companies as well as multinational corporations.
Zurich employs about 60,000 people serving
customers in more than 170 countries. Founded
in 1872, the Group is headquartered in Zurich,
Switzerland. Zurich Insurance Company Ltd (ZURN)
is listed on the SIX Swiss Exchange and has a level I
American Depositary Receipt program (ZFSVY) which
is traded over‐the‐counter on OTCQX. For further
information about Zurich, go to: www.zurich.com
Contacting Zurich
Nick Wildgoose
Global Supply Chain Product Leader
Zurich Global Corporate
London Underwriting Centre
3 Minster Court, Mincing Lane
London
EC3R 7DD
UK
Phone
Email
+44 (0)20 7648 3066
nick.wildgoose@uk.zurich.com
About Cips
The Chartered Institute of Purchasing and Supply (CIPS) is the world’s largest procurement and
supply professional organization. It is the worldwide centre of excellence on purchasing and supply
management issues. CIPS has a global community of over 88,000 in 150 different countries, including
senior business people, high‐ranking civil servants and leading academics. The activities of purchasing
and supply chain professionals have a major impact on the profitability and efficiency of all types of
organization and CIPS offers corporate solutions packages to improve business profitability. For further
information about CIPS, go to: www.cips.org
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BCI Supply Chain Survey 2013
www.thebci.org