One of the major fallouts from the current finical crisis is the loss of brand reputation, and it may not even be the company’s fault. SAAB owes money to some 1400 debtors, and rumors have it that some suppliers have stopped deliveries because of delinquent payments.
Is ICT forgotten in supply chain risk management? I hope not. ICT is an integral part of any supply chain. In my humble opinion, not having an ICT contingency plan show how little businesses understand (or care) about their supply chain.
How will the current financial downturn affect supply chains? The 2009 Global Risk Report by the World Economic Forum takes a broad look, not a certain industries or sectors or parts of the economy, but looks at whole countries and their risk preparedness.
How are companies located in sparse transport networks affected by supply chain disruptions? Are businesses located in regions with sparse transportation networks more prone to supply chain disruptions than businesses located in more favorable locations? Does a sparse transportation network constrain the supply chain setup, such that it is more vulnerable and more likely to be disrupted?
Supply chain trends such as offshore manufacturing, global outsourcing and lean sourcing continue to impact the supply chain and supply chain risk management has taken center stage as a vital risk management priority.
In my postings on supply chain risk and supply chain disruption, there is one thing that I have overlooked: Business Intelligence. Well, not overlooked, maybe, but underestimated, because Business Intelligence is a key component in mitigating supply chain risk and also a key component in recovering critical information after a supply chain disruption.
To backup or not to backup? Honestly, you shouldn’t even be asking yourself this question. Can you afford not to backup? Data recovery can be very costly, while data backup is a cheap insurance premium.
Supply chain management used to be relegated to the logistics department of businesses and hardly thought of as matters concerning the top-level management. In his 2004 paper, Joseph L. Cavinato points out five sub-networs within the supply chain that need special attention:Physical – the actual movement of goods, shipping and warehousing
Finance, Information, Relations, Innovation.
Supply Chain Risk Management (SCRM) has many similarities with Business Continuity Management (BCM), which is why SCRM can and should draw upon BCM for advice. One of many good references for further reading on this subject is the The Definitive Handbook of Business Continuity Management
Supply Chain Risk Management (SCRM) has many similarities with Business Continuity Management (BCM). That is why SCRM can and should draw upon BCM for advice. A well-handled supply chain disruption can mean business continuity, while an ill-handled supply chain disruption can mean business dis-continuity.
Supply chain risks can include a number of different issues, and the article structures these issues along three dimensions: 1) the Supply Chain itself, 2) Risk Management processes and 3) Types of Risk.
To think the unthinkable, to plan for the unthinkable is maybe not what is most on people’s mind and more often than not, it is only after a crisis that our thinking shifts. Then however, it may be too late.
Readiness, Response and Recovery are four key elements in the New Zealand Civil Defence Emergency Management Act 2002. But how can this be related to supply chain management?
