Excellently written, The Resilient Enterprise: Overcoming Vulnerability for Competitive Advantage does not necessarily provide concrete solutions for your own business, but it showcases how other companies, successfully or not, handled various crisis situations.
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?
As our infrastructure and organisations become ever more networked and interdependent there is a growing need to focus on managing overall system risk. In particular, there is a need to focus not only on the vulnerability of our systems to failure, but also on our ability to manage and minimise the impact of any failures.
