The Global Risk Report 2015 highlights and reflects upon a wide range of cross-cutting challenges that can threaten social stability. These risks are additionally aggravated by the global economic crisis and persistent unemployment.Things have not improved since the inception of the Global Risk Reports in 2005, they have in fact turned worse. Local risks have now gone global.
The 2015 FM Global Resilience Index provides an annual ranking of 130 countries and territories according to their business resilience to supply chain disruption. Presented both as a report and an online map it is a visually impressive way of conveying an important message: Beware of where you do your business.
Is it possible to devise a simple framework for assessing the resilience of the transport infrastructure? The answer is Yes, and the New Zealand Transport Agency has done so.
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?
This report, produced in collaboration with Accenture, calls for new models to address supply chain and transport risks. It highlights the urgent need to review risk management practices to keep pace with rapidly changing contingencies facing the supply chain, transport, aviation and travel sectors.
Are economic imbalances and social inequality risk reversing the gains of globalization? Should we shift our concern from environmental risks to socioeconomic risks? Those are the questions asked by this year’s Global Risk Report, published by the World Economic Forum.
Today’s supply chains circle the globe and form the backbone of world trade and a are major factor in the global economy, and this increasingly tighter connected world is also increasingly dangerous, and it thus imperative to secure supply chains against any form of man-made and natural disruption.
In September and October 2009 the Economist surveyed 500 executives with responsibility for risk management, and selected from companies across Asia-Pacific, North America and Europe, in order to understand how companies are being affected by supply-chain risk, and how they are responding to it.
In our quest for greater efficiency and greater choice, are we really developing robust global transport networks or simply building a house of cards? That is what the Supply Chain and Transport Risk Initiative, nested within the Risk Response Network of the World Economic Forum is trying to answer.
Written in 2008 and well before the global financial downturn had companies think of anything but supply chain risk, this study of 110 North American risk managers by Marsh found that only 35 percent considered their companies to be “moderately effective” at managing supply chain risk.
What happens when a business is disabled for a length of time? What are the impacts on its profitability, service delivery, and employees? What are the effects to the broader community? What are the key attributes that can help a business to bounce back or bounce forward from a disruption?
Creating Resilient Supply Chains: A Practical Guide, published by the University of Cranfield in 2003, almost a decade ago, is now perhaps the standard reference for research in risk, vulnerability and resilience in supply chains, and it belongs in every literature review on those subjects.
The report, written by the Hyder Consulting Group, dated 2010 and titled Network Resilience and Adaptation, assesses and details in great depth the vulnerability and resilience of the transport infrastructure in the East of England. And it uses me as a reference.
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.
The twelve future trends that will shape value chains and supply chain management during this decade. Are you ready for the 12 global root trends that address change in society, shopper behavior, environment and technology? Above all, sustainability is the new buzzword.
Companies should design their portfolios of manufacturing and supplier networks to minimize the total landed-cost risk under different scenarios. The goal should be identifying a resilient manufacturing and sourcing footprint—even when it’s not necessarily the lowest cost one today.
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.
The Value-at-Risk is an important construct in estimating the economic implications of supply chain risks and in implementing the best strategies for supply chain risk management.
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.