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?
What is risk, and how can it be expressed? Different international standards, such as the AS/NZS 3460 Risk Management Standard, the COSO ERM framework and the ISO 31000 Risk Management Standard do not provide adequate guidance for risk assessments and lack the necessary precision.
This month’s blog is RISKCZAR’s BLOG by Trevor Levine, a blog that is based on his almost 20 years of experience in financial, operational and enterprise risk management (ERM), and process improvement. In other words, a heavy-weight risk champion, but it’s not heavy-weight reading.
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.
In this book, which is a more or less unabridged version of his dissertation, Holger Köhler not only presents a (new) system for the systematization of supply chain risks, he also develops a model for the factors that influence supplier risk and brings it together in a novel way that I haven’t seen before.
This month’s blog is a blog for anyone who works with or is exposed to risk, and is a blog full of personal insights, funny stories and profound wisdom with business and management insights told through a personal lens and seen in light of past and present events, coupled with a solid dose of risk understanding.
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.
Do we ever learn? How come we humans knowingly and willingly put ourselves and our critical infrastructure in harm’s way time and again? Instead of living with and adjusting to natural hazards, we turn them into natural disasters, by our own doings and short-sighted decisions.
This a book for companies wishing to survive into the future, simply because developing effective protection against exposure to ‘ethical risk’ is the only possible way forward, as corporate social responsibility is growing in importance. Not the only possible way, but the only viable way.
This is a highly quantitative paper, yet it seems to be very applicable in practice. It proposes a hybrid MCDM method based on ANP and Fuzzy TOPSIS to enhance previous solutions for the problem of selecting the best supplier from a set of potential alternatives based on a set of risk factors.
In this whitepaper by hiperos.com, supplier risk management is focused on four areas: the supplier’s viability, performance, compliance and corporate social performance. That is a perspective very much in line with my own ideas of holistic risk management and how a company should work with risk.
Today’s list of supply-related risks can seem nearly infinite and how can any firm not be overwhelmed by this? Zycus, the self-proclaimed spend management experts, have written a whitepaper about it, where they detail how firms can move towards holistic supply-risk management.
A picture says more than a thousand words, and here is one paper that has it all and that literally illustrates the differences between different sourcing strategies, defining three basic cost elements in global sourcing: static, dynamic and hidden cost.
This is a fascinating book, showing how easy it may be for employees, customers, clients and consultants to commit fraud, and how easy it may be for management to detect and to prevent this. It is a book I highly recommend for anyone working in procurement or supply chain management.
Every firm with a supply chain that sources globally or operates internationally is exposed to political risks that may be very different from what they are used to domestically. On the international scene such risk can occur suddenly and without warning, not because they cannot be foreseen, but because the firm usually lacks the tools and the knowledge it needs to anticipate and react coherently to political risks.
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.
ISO 73:2009 Risk Management Vocabulary is an attempt to promote a coherent approach to the description of activities relating to the management of risk. This post will present some of the most important terms, their definitions and usage in enterprise risk management.
This book describes how difficult it is to build a reputation, and how easy it is to destroy, how it can be measured, how it can be managed, what drives it and how different stakeholders focus on different aspects of reputation, and how reputation (risk) management is an integral part of risk management in general.
Hamilton’s circle of risk describes the interaction of all elements of the risk management process, from assessment and control to financing and communication. This circle really shows how fragmented, yet interconnected risk management really is.
ISO 28002 – Security management systems for the supply chain – Development of resilience in the supply chain – details how an organization can engage in a comprehensive and systematic process of prevention, protection, preparedness, mitigation, response, continuity and recovery.
