The Operational Risks associated with a major disruption is now again at the top of the Board of Directors agenda. Economic discussions inside the corporate risk management executives conference rooms, have been focused on the WEF Global Risks Report these past six months.
This is further inflamed by the outsourcing momentum, as some economies continue their struggle with semiconductor trade wars or escalating natural disasters.
The implications and outcomes of a lack of effective supply chain resilience planning, can provide exposure beyond just a loss of sales. This myopic approach to effective Operational Risk Management (ORM) strategy, can extend to market share erosion and a tarnished brand image.
The risk assessment of suppliers' "Supply Chains" will not be overlooked any longer from the Board Room. More prudent audits of current supply chain exposures will take place and the corporate operations management will feel the pain for some time to come.
Even a survey of resilience professionals conducted by The Business Continuity Institute found that almost three quarters of supply chains had experienced significant disruption in the 12 months prior to the study.
With 28 per cent of those occurrences attributed to supplier insolvency and 20 per cent due to failure of outsource service provision, almost half of these supply chain disruptions were down to supplier or service provider failure - in other words, circumstances outside one’s own immediate control.
So how resilient is your supplier's "Supply Chain?" The security and safety of your private sector organizations supply chain is now back on the Board of Directors agenda, so how proactive is your organization?
Now think about this. What if the security and safety of your country depended upon a specialized semiconductor for an electronic component that was destined for Broadcom, Boeing, Raytheon or Cisco?
The risk of your supplier's "Supply Chain," may have significant consequences far beyond the bottom line, at the next shareholders meeting.
It could mean the difference between having a resilient economy, or even a devastating asymmetric attack on our Homeland.
"The Global Risks Report 2019 is published against a backdrop of worrying geopolitical and geo-economic tensions. If unresolved, these tensions will hinder the world’s ability to deal with a growing range of collective challenges, from the mounting evidence of environmental degradation to the increasing disruptions of the Fourth Industrial Revolution."The art of Risk Assessment and Vulnerability Management, extends far beyond the guards, gates and fire walls defending your global institutions. The risk of suppliers' "Supply Chain" disruption has grown significantly in the past few years as a result of just-in-time (JIT) inventory management.
This is further inflamed by the outsourcing momentum, as some economies continue their struggle with semiconductor trade wars or escalating natural disasters.
The implications and outcomes of a lack of effective supply chain resilience planning, can provide exposure beyond just a loss of sales. This myopic approach to effective Operational Risk Management (ORM) strategy, can extend to market share erosion and a tarnished brand image.
The risk assessment of suppliers' "Supply Chains" will not be overlooked any longer from the Board Room. More prudent audits of current supply chain exposures will take place and the corporate operations management will feel the pain for some time to come.
The independent and thorough review of the exposures to the institution are going to make some in procurement and accounting uncomfortable. The risk mitigation strategy going forward will invoke a third party review, of most supply chain strategy planning, to encompass the use of "Black Swan" scenarios and alternative thinking on the risk of volatility.
Even a survey of resilience professionals conducted by The Business Continuity Institute found that almost three quarters of supply chains had experienced significant disruption in the 12 months prior to the study.
With 28 per cent of those occurrences attributed to supplier insolvency and 20 per cent due to failure of outsource service provision, almost half of these supply chain disruptions were down to supplier or service provider failure - in other words, circumstances outside one’s own immediate control.
So how resilient is your supplier's "Supply Chain?" The security and safety of your private sector organizations supply chain is now back on the Board of Directors agenda, so how proactive is your organization?
Now think about this. What if the security and safety of your country depended upon a specialized semiconductor for an electronic component that was destined for Broadcom, Boeing, Raytheon or Cisco?
The risk of your supplier's "Supply Chain," may have significant consequences far beyond the bottom line, at the next shareholders meeting.
It could mean the difference between having a resilient economy, or even a devastating asymmetric attack on our Homeland.
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