The Norwegian Public Roads Administration NRPA is to have an overview of the threats to and the vulnerability of the road network, and work across its own organsation (and together with other agencies) in necessary contingency planning in order to ensure the best possible accessibility under changing conditions and/or possible or actual threats. How?
An “ordinary” contingency is not a crisis. An extraordinary contingency is a potential crisis. It is only when the ordinary contingency plans fail or when the ordinary contingency measures are not enough that we have potential crisis at our hands.
Here is a new model that links disruption risk to disruption source, that covers all flow-related disruption risks in the total supply chain from natural resources to delivered final product, and that is seen from the angle of an individual focal unit in the supply chain.
As far as I can see, this is the first book that explains in detail why and how business continuity thinking should be part of supply chain management. It successfully marries Business Continuity Management with Supply Chain Management, thus creating Supply Chain Continuity Management.
What do businesses in Scandinavia fear the most? The answer may surprise you…or maybe not. Interestingly, what is most on managers’ minds is very different from country to country. Supply chain risks do not rank very high. Actually, unless you count them in implicitly, they do not rank at all…almost.
What happens when a business is disabled for a length of time? What are the impacts on its profitability, service delivery, and employees? What are the effects to the broader community? What are the key attributes that can help a business to bounce back or bounce forward from a disruption?
Small and medium-sized enterprises (SMEs) make up the majority of enterprises in most countries, and thus often play a considerable role in supply chains, yet they often lag behind in implementing effective risk management practices, which are essential to their survival and their business continuity.
Risk management. Why make it difficult when you can make it easy? This is a handbook and a self-assessment tool that leaves practically no risk uncovered. It’s practical, to the point, not academic at all, and easy to work with. It is perhaps the most hands-on tool around.
Not only will this book help procurement professionals to lift their head from their desks and gain a wider perspective on possible ramifications of their purchasing decisions, it will also help top managers to seeing procurement as a crucial contributor to a company’s well-being and competitive advantage.
Are UK businesses, and in particular London businesses, unprepared for the London Olympics in 2012? A recent report by Deloitte would suggest so. Over two-thirds of large companies in the UK expect the London 2012 Olympic and Paralympic Games to have virtually no impact on their ability to operate “business as usual”.
I don’t always keep up with the subjects of my reviews, and today I was very saddened to learn that David Kaye passed away more than a year ago. David Kaye was a leading author, lecturer, examiner and workshop leader on risk management and business continuity subjects.
The Contingency Planning & Management Conference (CPM 2010 EAST) held this November 3-4 in New York City, will bring together experts in risk management for advanced-level education on today’s hot topics
How are the supply chains of companies located in sparse transportation networks affected by transportation disruptions? What are typical disruptions in certain locations or for certain types of business, and how do businesses and carriers counter supply chain disruptions?
Icelandic civil aviation authorities have warned Europe for a long time about the potential consequences of a volcanic ash cloud, but no one took them seriously…perhaps we should have.
Scandinavian Airlines launched its Facebook page the day before the volcanic ash cloud. Perfect! SAS goes a long way to show how to use social media in a crisis. Perhaps it doesn’t help that much but shows that they care.
What is business continuity really? It is the social responsibility to survive that your business has vis-a-vis the community it is located in, the customers it serves and the suppliers that rely on it.
While it is fair to assume that volcanic eruptions are in the business continuity plans of most airlines, it is probably not so fair to assume that 5 days of sudden air traffic restrictions is in the business continuity plans of most companies reliant on frequent air travel.
The German newspaper Die Welt has an interesting, semi-humorous article, looking at the possible impacts of a volcano scenario that lasts one week, one month and one year. Can we do without air traffic?
This is the 3rd day with severe transportation and thus supply chain disruptions all over Europe, due to the volcanic ash clod from Iceland, forcing travellers, cargo shippers and logistics providers to seek alternative solutions. In essence this is a very practical lesson in business continuity.
Essentially, there is no difference between a business continuity plan for one organization, compared to a business continuity plan for a whole supply chain. What differs is the complexity
