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.
Resilience. A key ingredient in supply chain risk management. Also a key ingredient in logistics risk management. Cognitive resilience, behavioral resilience and contextual resilience must all come together for a resilient enterprise to emerge.
Resilience is what distinguishes those who fail from those who succeed. Resilience is not something remarkable or extraordinary, rather, it is a result of an organizational learning process.
Obviously, cutting risks and cutting costs are two strategies that are often detrimental to each other, and after cutting costs simply for the sake of reducing operational costs, you may have to cut corners in order to cut risks.
Christchurch, New Zealand, has been hit by an earthquake. How will the city recover? Will they be able to pull together the resources and quickly return to business as usual? I believe they will.
Supply chain risk management is a process with 5 evolutionary steps, involving no less than 17 underlying principles. The conceptual framework developed in this article clearly identifies the main principles of SCRM and develops a framework and definitions for disturbance, disruption, security, resilience and risk.
Resilience, in essence, is bridging vulnerabilities by honing capabilities. Seldom have I seen such a comprehensive yet to the point article on supply chain resilience that satisfies both academia and the industry at the same time.
I do have a lecture on supply chain risk, but not in webinar style. Perhaps it’s time to reconsider.
Can public-private partnerships improve community resilience? In order to achieve community resilience public and private owners of critical infrastructures and key resources must work together, before, during and after a disaster.
The recent earthquake in Haiti is a poignant reminder of how vulnerable a country is when it is facing disaster on a grand scale.
Ken is a freelance management consultant living in Australia. He specializes in the field of Resilience/Continuity Management. His blog is a must read for the business continuity professional seeking a wider perspective.
Risks in maritime supply chains are perhaps an underresearched area and consequently, the article outlines a rationale for why it is necessary to develop competence about risk, vulnerability and resilience management in maritime supply chains.
Building a resilient enterprise is an enterprise-wide undertaking that is about so much more than simply preparing a company for disruptions.
The objective of the first project ‘Protection of Society’ (POS) or ‘Beskyttelse av Samfunnet’ (BAS, in Norwegian) was to describe how modern society will react to and can protect itself when facing modern warfare. In doing so, the report identified key components and functions that are essential to a modern society, and interdependencies between them.
New Zealand is probably not the fist country that comes to mind when thinking of state-of-the-art transportation lifeline engineering. Nonetheless, I think it is time to consider New Zealand as being one of the countries at the very forefront.
These concepts are often confused, and thus, warrant further explanation. They are distinctively different.
This book is clear and concise, to the point, and constantly switching between risk management in general, supply chain risk, and business continuity, always seeing the whole picture
Kelly Pitera explores and evaluates resiliency efforts currently being used by importing enterprises, focusing on goods movement within the supply chain.
In ‘Structuring a definition of Resilience in the Freight Transportation System’, by Chilan Ta, Kelly Pitera and Anne Goodchild, resilience is defined along three dimensions: Physical Infrastructure, Managing Organization, System Users.
The paper defines the concept of vulnerability as it applies to production systems and is built around three concepts: A taxonomy of vulnerability factors as a basis for or guideline in establishing scenarios.
An input/output model to describe production systems.
A two-step vulnerability analysis for productions systems.
