Presentation on theme: "Supply Chain Risk Management"— Presentation transcript:
1 Supply Chain Risk Management Ken LawlisSupply Chain/Project Management Professional
2 AgendaIntroductionUniversity of Bath Video – Supply Chain Risk Management (duration 4:38)Canadian Professional Logistics Institute – Risk and Resilience ConferenceThreat, Vulnerability, Risk & Resilience – DefinedPractical Guide to Risk Management (PwC)Kirov’s Supply Chain Risk Register – OverviewKirov’s Tools for Risk AssessmentFrom Risk to Resilience – Deloitte’s Model for Identifying, Assessing and Mitigating Supply Chain RiskConclusions - Tom Teixeira, Supply Chain Risk in a Global Economy (duration 4:19)Suggested/Further ReadingA copy of the title page and agenda will be provided to those attending the PDM.
3 INTRO – Biographical Data – Ken Lawlis 40 years in Supply Chain Management (Coca-Cola, National Grocers/Loblaws, CSC, PSC, AARLIS Consulting Inc., CIHI – have returned to private consultingMost of my career has been focussed on Public SafetyMasters candidate in IPIS – (sponsored by Department of Civil and Environmental Engineering and the Norman Paterson School of International Affairs at Carleton University)PMPMCPM – Masters Certificate in Project ManagementP.Log.Member of: APICS, Canadian Professional Logistics Institute, PMI, Project Management Association of Canada (PMAC), Canadian Public Procurement Council, Canadian Advanced Technology Alliance (CATA) – Cyber Crime Cyber Terrorism Working GroupGraduate Studies in the MA program in Public Policy & AdministrationBA (Hons) Political Science – focus: Economics and International AffairsExecutive training – Queen’s University, Carleton University, the Canadian Professional Logistics Institute, Public Works and Government Services Canada (Procurement, EDP Project Management, Negotiations, Strategic Planning)Good evening ladies and gentlemen. I was honoured to be asked to make a presentation to the Ottawa Chapter of APICS. I hope that in the allotted time I can do justice to a very complex topic. Very briefly, I’ll tell you a little about my career. I’ve been doing this for a long time in a variety of environments, though most of my career has been devoted to Public Safety. I’m currently a candidate in the Masters Program in Infrastructure Protection and International Security at Carleton University. I’m a proud member of APICS and joined its predecessor, which was known as CAPIC , over 30 years ago. Enough about me.
4 Supply Chain Risk Management Video https://youtu.be/cq1PL1eo4ZUProfessor Brian Squire, Information, Decision and Operations Group, Supply Chain Risk Management – University of Bath – September 6, 2013 – duration 4:38I’d like to present an excellent video on Supply Chain Risk Management that very succinctly addresses many of the trends in an increasingly complex, global Supply Chain environment. I thought that I’d search online for humour related to Supply Chain Risk Management to start my presentation. Regrettably, there wasn’t much out there, and what there was, was rather poor. I did find it interesting that the number of views for Supply Risk Management videos, in most cases, didn’t exceed a 1,000 views. Justin Bieber isn’t likely to be worried that his viewership will be eclipsed.
5 National Conference on Supply Chain Risk and Resilience The Logistics Institute – April 16, 2015 In April of this year the Canadian Professional Logistics Institute held a National Conference on Supply Chain Risk and Resilience. As a P. Log., I was pleased to attend. Many in attendance were members of APICS, as was one of the primary presenters. I’ll very quickly discuss what was presented. Alex Tang, a professional Engineer and expert on restoring critical infrastructure addressed Engineering concerns that arise from cataclysmic infrastructural failure from the standpoint of a Supply Chain practitioner.
6 National Conference on Supply Chain Risk and Resilience The Logistics Institute – April 16, 2015 Essa al-Saleh, CEO of Agility Global Integrated Logistics addressed the Supply Chain risks associated with establishing and operating his business in emerging markets.
7 National Conference on Supply Chain Risk and Resilience The Logistics Institute – April 16, 2015 Essa was originally from Kuwait. His background, education and experience are remarkable.
8 National Conference on Supply Chain Risk and Resilience The Logistics Institute – April 16, 2015 Irvin Varkonyi, a CSCP and P.Log., addressed operational issues relating to Supply Chain resiliency preparedness.
9 National Conference on Supply Chain Risk and Resilience The Logistics Institute – April 16, 2015 Fergus Groundwater discussed financial risks, including currency fluctuations, exporting abroad, Supply Chain integration and the requirement to be agile. The perspective he offered was that of the CEO of an SME.
10 Presentation Materials The presentation materials from the Canadian Professional Logistics Institute’s April 16, 2015 Conference on Supply Chain Risk & Resilience may be accessed at:Discussions with the Logistics Institute have revealed that all four presentations may be viewed from their website, a kind and collaborative gesture.
11 ThreatThe presence of a hazard and an exposure pathway - threats may be natural or human-induced, either accidental or intentional (source: Federal Emergency Response Plan (2009) – Public Safety Canada)The approach that I’ll be taking today is more focused. I must admit that I generated considerably more than a hundred slides in preparing for this event. I wanted to make the information I presented actionable and succinct. So, I’ve boiled things down to what’s essential. The course I recently completed in Risk Assessment lasted 13 weeks and involved considerable reading. I’d like to share with you the benefit of my studies. Let’s discuss the key concepts first. For the purpose of example, let’s say the threat is the theft of your vehicle – a human-induced intentional act.
12 VulnerabilityA characteristic or attribute of an asset which renders it susceptible to the effects of an incident. Vulnerability informs both the likelihood and consequences of an incident (source: Risk Management Guide for Critical Infrastructure Sectors, Public Safety Canada)Your vehicle is considerably more susceptible to theft if you leave it unlocked and unattended with the keys in the ignition in a region prone to criminal activity. It is quite vulnerable under such conditions.
13 What is Risk?Risk refers to the uncertainty that surrounds future incidents and outcomes. It is a function of the likelihood and consequences of an incident – the higher likelihood and/or the greater the consequences, the greater the risk (source: TBS Integrated Risk Management Framework)Your vehicle under such circumstances is at risk. The likelihood is great that the adverse event of theft will occur. The probability of theft is high and the consequences of loss are great. Leaving your vehicle unattended and unlocked, with the keys in the ignition, in a high crime neighbourhood can be seen as a high risk behaviour.
14 Risk Management…is systematically setting the best course of action under uncertainty by identifying, assessing, understanding, acting on and communicating risk issues (source: TBS Integrated Risk Management Framework)Given the circumstances, your best course of action would be to assess the risks associated with your behaviour and modify your behaviour accordingly…remove the keys, lock the doors and avoid high crime zones. Mitigate the risk.
15 ResiliencyResilience is seen as the ability to accommodate abnormal threats and events, be they terrorist attacks, or perturbations from climate change, or natural disasters such as earthquakes or floods, or economic shocks. Most definitions, particularly those involving individuals, communities and organizations also refer to identifying, assessing and communicating the risk from such threats and events.Let’s say you didn’t take appropriate action and your vehicle was stolen. Resiliency under such circumstances would be your ability to respond to the adverse event. If you were very rich and had a garage full of vehicles your ability to restore normal driving operations would appear to be almost seamless (lower risk event). If, one the other hand, it was your only vehicle and you didn’t mitigate the risk (remove the keys, lock the doors, have insurance in the event that your vehicle was stolen) the consequences would be dire and your resiliency – the restoration of normal driving operations - would be severely hampered. Depending on your financial circumstances, you might never recover and normal driving operations would cease. You’d be out of business, in so far as driving goes.
16 Risk & Resiliency http://torrensresilience.org/resilience-and-risk The traditional definition of risk is a measure that reflects the probability and the magnitude of an adverse effect. More recently a broader and more balanced definition has been adopted by the risk management community which recognizes that individuals and organizations take risk to achieve potential benefits. Individuals, communities and organizations which are prepared and ready for an abnormal event, tend to be more resilient. Understanding the probability and the magnitude of potential threats enables an organization to make decisions on how best to reduce the probability and/or impact of such threats, to transfer the risk by taking out adequate insurance, or indeed to do nothing and be ready to accept the potential consequences.There is a risk and reward equation at play. Risk may be tolerated/assumed because the benefits outweigh the perceived costs. If you’re assuming risk in business, it is prudent to document what it is and to communicate the details to those with a need to know (CFO,CEO, members of the board, the Executive Committee) depending upon materiality and risk reporting requirements. Visibility, communication, collaboration and internal controls are the key elements of a resilient and agile response to an adverse event.
17 Risk MitigationIt will never be possible to completely remove the probability of a disruptive event. Supply Chain leaders are expected to have processes which aim to identify, analyse and evaluate risks and through consultation, agree upon levels of residual and tolerable risk, and to take decisions on mitigating the risks.If risk mitigation is conducted in a formal and open manner, organizations are much more willing to accept the consequences of a disruptive event as people are then aware that all reasonable action was taken to reduce the probability and/or impact. In such circumstances, businesses/organizations will more readily recover and return to normality. They are more resilient.
18 Simple Graphical Representation of Resilience Think of the example we’ve been developing. It’s relatively easy to see how long it takes to recover critical functionality under varying circumstances. Resiliency is a function of your risk mitigation strategy and risk tolerance.
19 PwC Risk Response Strategies Most risk assessment methodologies seek to quantify risk in some manner, usually relating consequences (cost, loss of functionality, loss of life, profitability) to the likelihood of occurrence. Risks are then prioritized, often by the nature of the risk, and mitigation strategies developed. Larger organizations often have an Enterprise Risk Management group.
20 Risk Assessment Methodology PwC, ISO, TBS. CSEC, Deloitte and many others offer comprehensive guidelines on Risk Assessment methodologies and techniques. Regrettably, owing to time constraints, we won’t be discussing them today. The attached bibliography lists a number of sources for further reading and assessment.
21 Kirov’s Risk Register Acknowledgement Krasimir Kirov holds a Master Degree in Industrial Management and is a Certified Supply Chain Professional (CSCP) and member of APICS. He is a certified Lean Six Sigma Black Belt and certified in Sales and Operations Planning by the S & Op Institute. His book, entitled: Supply Chain Risk Management: Minimize Disruptions, Reduce Risk and Make Your Supply Chain Resilient is a great read. The risk register that follows was provided gratis to those who purchased his book, along with a wide variety of tools to characterize, identify and mitigate SC risk.We’ve discussed the general principles of Risk Management. Now let’s apply a similar approach to Supply Chain Management. To start the discussion, I’d like to acknowledge the Kirov’s comprehensive understanding of Supply Chain operations. His Risk Register is where we should begin. Of all the material I’ve read, I like his approach best. It’s uncluttered and operationally oriented.
22 Kirov’s Risk Register External, End to End Supply Chain Risks 1. Natural DisastersEpidemicsEarthquakesTsunamisVolcanoesWeather disasters (hurricanes, tornados, storms, blizzards, floods, droughts)Kirov suggests that Supply Chain Risk has four main components 1. External, End to End Supply Chain Risks 2. Supplier Risks: External, Contract Manufacturers or Internal Business Unit 3. Distribution Risks/Disruptions: Inbound or Outbound and 4. Internal Enterprise Risks. We’ll very quickly run through them. My daughter Erin reviewed my presentation. She commented that I needed more graphics and images in my presentation. This one is for her. She’s studying Geophysics in Tasmania where she’s a PhD candidate.
23 Kirov’s Risk Register External, End to End Supply Chain Risks 2. AccidentsFiresExplosionsStructural failuresHazardous spills
24 Kirov’s Risk Register External, End to End Supply Chain Risks 3. Sabotage, Terrorism, Crime, and WarComputer attacksProduct tamperingIntellectual theftPhysical theftBombingsBiological and chemical weaponsBlockades
25 Kirov’s Risk Register External, End to End Supply Chain Risks 4. Government Compliance and Political UncertaintyTaxes, customs, and other regulationsCompliance issuesRegulatory financial reporting (e.g., Sarbanes-Oxley)OperationsLogistics / TradeRegulatory Approvals - Marketing Approvals
26 Kirov’s Risk Register External, End to End Supply Chain Risks 4. Government Compliance and Political UncertaintyPublic HealthEnvironmental requirementsTrade restrictions (e.g., Buy American Act)Regulatory Audit historyCurrency fluctuationsPolitical unrestBoycotts
27 Kirov’s Risk Register External, End to End Supply Chain Risks 5. Labour Unavailability and Shortage of SkillsAvailabilityQualityCostUnrestStrikes and slowdowns
28 Kirov’s Risk Register External, End to End Supply Chain Risks 6. Industry-wide (i.e., Market) ChallengesCapacity constraintsUnstable pricesLack of competitionEntry barriersCapital requirementsSpecific assets
29 Kirov’s Risk Register External, End to End Supply Chain Risks 6. Industry-wide (i.e., Market) ChallengesProcess patentsShrinking industryLow supplier profitabilityCertificationCost trendsRecessions/Inflation
30 Kirov’s Risk Register External, End to End Supply Chain Risks 7. LawsuitsEnvironmentalHealth and safetyIntellectual property
31 Kirov’s Risk Register External, End to End Supply Chain Risks 8. Technological TrendsEmerging technologies (pace/direction)ObsolescenceOther technological uncertainty
32 Kirov’s Risk Register Supplier Risks: External, Contract Manufacturers or Internal Business Unit 1. Physical and Regulatory RisksKey Suppliers Located in High Risk AreasMaterial Unavailability/Poor PlanningRaw materialsOther materialsLegal Noncompliance / Ethical practicesLabour practicesSafety practices & performanceEnvironmental practicesHistory & outcomes of lawsuitsTax practices
33 Kirov’s Risk Register Supplier Risks: External, Contract Manufacturers or Internal Business Unit 1. Physical and Regulatory RisksRegulatory NoncomplianceCustoms/tradeSecurity clearance requirementsHistory & outcomes of regulatory auditsRegulatory certification requirements (e.g., Food & Drug Administration, Federal Aviation Administration)Critical disclosure – International Traffic & Arms Regulations
34 Kirov’s Risk Register Supplier Risks: External, Contract Manufacturers or Internal Business Unit 2. Production ProblemsCapacityToo little, too much, or diminishingOrder and shipping timesOut of stock (i.e., no/low inventory)Performance history, equipment age & downtime (manufacturing & testing equipment)Repair cycle time
35 Kirov’s Risk Register Supplier Risks: External, Contract Manufacturers or Internal Business Unit 2. Production ProblemsInflexible Production Capabilities (Long setup times)Technological Inadequacies or FailuresIncompatible information systemsSlow adoption of new technology
36 Kirov’s Risk Register Supplier Risks: External, Contract Manufacturers or Internal Business Unit 2. Production ProblemsPoor QualityDefects / contamination in manufactured productMislabeling of itemsLack of training or knowledgeLead TimesBacklogsUnresponsiveUnreliableVariable
37 Kirov’s Risk Register Supplier Risks: External, Contract Manufacturers or Internal Business Unit 3. Financial Losses and PremiumsDegree of Competition/ProfitabilityDownstream integration or too much competitionLittle/no competition - sole sourceMergers & AcquisitionsFinancial ViabilityInability to sustain in a downturnBankruptcyWithdrawal from the market
38 Kirov’s Risk Register Supplier Risks: External, Contract Manufacturers or Internal Business Unit 4. Management RisksInadequate Risk Management PlanningLack of business continuity plansLack of requirements for supplier's supplier business continuity plansManagement QualityHigh turnoverDishonestyPoor labour relationsPoor metric scorecards
39 Kirov’s Risk Register Supplier Risks: External, Contract Manufacturers or Internal Business Unit 4. Management RisksSubstituting inferior or illegal materials/partsFailing to perform required treatments/testsSubmitting inaccurate/false invoicesLack of Continuous ImprovementUnwillingnessCost escalationOpaque processesOpportunistic behavior
40 Kirov’s Risk Register Supplier Risks: External, Contract Manufacturers or Internal Business Unit 4. Management RisksInflation of purchase costsDependence on One or a Few Customer(s)Poor CommunicationInternalExternalTransparency of data & operations
41 Kirov’s Risk Register Supplier Risks: External, Contract Manufacturers or Internal Business Unit 5. Upstream Supply Risks(i.e., Subcontractors and their Subcontractors)Any of the above external/supplier risksLack of visibility into subcontractorsNo or poor relationships with subcontractorsDiminishing sources of supplyTransition “costs” for new suppliers
42 Kirov’s Risk Register Distribution Risks/Disruptions: Inbound or Outbound 1. Infrastructure UnavailabilityRoadsRailsPortsAir capacity/availability
43 Kirov’s Risk Register Distribution Risks/Disruptions: Inbound or Outbound 2. Assets - Lack of Capacity or AccidentsContainersTrucksRail carsShipsAirplanes
44 Kirov’s Risk Register Distribution Risks/Disruptions: Inbound or Outbound 3. Labor Unrest/UnavailabilityTruck driversRail operatorsLongshoremenPilots
45 Kirov’s Risk Register Distribution Risks/Disruptions: Inbound or Outbound 4. Cargo Damage/Theft/TamperingPhysical damageTheft and other security problemsTracking the damageEnvironmental controls (e.g., temperature, humidity)
46 Kirov’s Risk Register Distribution Risks/Disruptions: Inbound or Outbound 5. Warehouse InadequaciesLack of capacityInaccessibilityDamageEnvironmental controls (e.g., temperature, humidity)Lack of security
47 Kirov’s Risk Register Distribution Risks/Disruptions: Inbound or Outbound 6. IT System Inadequacies/Failures7. Long, Multi-Party Supply PipelinesIncreased chance of all problems aboveLonger lead time
48 Kirov’s Risk Register Internal Enterprise Risks 1. Operational RiskLoss of Inventory (damage, obsolescence)Equipment loss, mechanical failuresProcess IssuesProcess reliabilityProcess robustnessLead time variabilityInflexible Production Capabilities (long set up times, etc.)
49 Kirov’s Risk Register Internal Enterprise Risks 1. Operational RiskCapacityToo little, too much, or diminishingOrder and shipping timesOut of stock (i.e., no/low inventory)Performance history, equipment age & downtime (manufacturing & testing equipment)Repair cycle time
50 Kirov’s Risk Register Internal Enterprise Risks 1. Operational RiskPoor QualityDefects in manufactured productFailure to maintain equipmentLack of training or knowledgeEnvironmental performance to permits / other
51 Kirov’s Risk Register Internal Enterprise Risks 2. Government Compliance and Political UncertaintyTaxes, customs, and other regulationsCurrency fluctuationsPolitical unrestBoycotts
52 Kirov’s Risk Register Internal Enterprise Risks 3. Demand Variability/VolatilityDrawdown of the stockpileExceeding maintenance replacement rateShelf life expirationSurges exceed production, repair, or distributionShortfalls
54 Kirov’s Risk Register Internal Enterprise Risks 5. Design UncertaintyChanges to requirementsLack of technical detailLack of verification of productChanges to product configurationPoor specificationsReliability estimates of componentsAccess to technical dataFailure to meet design milestonesDesign for supply chain (e.g., obsolescence, standardization, and commonality)
55 Kirov’s Risk Register Internal Enterprise Risks 6. Planning FailuresForecast reliability/schedule availabilityPlanning data accuracyGlobal visibility of plans & inventory positionsCompetition/bid processAcquisition strategyManufacturability of a designProgram maturitySubcontracting agreements
57 Kirov’s Risk Register Internal Enterprise Risks 8. Facility Unavailability/Unreliability/ CapacityFacility breakdownMechanical failuresSites located in high risk areasAdequate capacity
58 Kirov’s Risk Register Internal Enterprise Risks 9. Testing Unavailability / Inferiority / CapacityUnreliable test equipmentOperational test qualificationsOperational test scheduleIntegration testingTransition from first test to mass production
59 Kirov’s Risk Register Internal Enterprise Risks 10. Enterprise Underperformance/Lack of ValueCustomer satisfaction/loyaltyLiabilityCost/profitCustomer demandUniquenessSubstitutabilitySystems integrationOther application/product value
60 Kirov’s Risk Register Internal Enterprise Risks 11. Supplier Relationship Management (SRM) UseContract/supplier management availability and expertiseIn-house SRM expertiseLack of internal and external communication/coordinationSupplier development and continuous improvement
62 Video - Conclusion https://youtu.be/-zIyGpRar24 Tom Teixeira, Supply Chain Risk in a Global Economy – Willis TV – November 18, 2013 – duration 4:19I wish I had more time to discuss Supply Chain Risk and Resilience. Considerably more could be said on how to conduct Supply Chain Risk Assessments and address issues relating to Cyber Security. It’s clear that it is necessary to visualize your Supply Chain, end to end, identify, assess and prioritize risks and document them in a Supply Chain Risk Management Plan (complete with detailed mitigation strategies and business continuity plans). Tom Teixeira’s discussion on Supply Chain Risk in a Global Economy summarizes things quite well.Supply Chain Risk and Resilience is a massive field of study. I hope I’ve provided an overview of what the important issues are.Thank you.
63 Suggested Reading/Bibliography APICS. Dictionary 14th Edition, the Essential Supply Chain Reference, Chicago: APICS, APICS. Certified Supply Chain Professional (CSCP) Learning System, 2012 version, Chicago: APICS, CACI International Inc. (CACI) and the U.S. Naval Institute. Cyber Threats to National Security: Countering Challenges to the Global Supply Chain, A summary of personal remarks made by participants at the March 2, 2010 symposium. accessed March 23, Canada, National Strategy for Critical Infrastructure, Her Majesty the Queen in Right of Canada, Carleton University. Welcome to Big Data: Introducing Carleton University’s Institute for Data Science, personal notes and recollections of Ken Lawlis who attended Data Day as a Representative of the CATA Alliance and MIPIS, Data Day was held, April 1, Committee of Sponsoring Organizations of the Treadway Commission (COSO), by Dr. Patchin Curtis and Mark Carey, Deloitte & Touche LLP, Thought Leadership in ERM, Risk Assessment in Practice, COSO: October https://www2.deloitte.com/content/dam/Deloitte/global/Documents/Governance-Risk-Compliance/dttl-grc-riskassessmentinpractice.pdf
64 Suggested Reading/Bibliography Deloitte Development LLC. Supply Chain Resilience: A Risk Intelligent Approach to Managing Global Supply Chains, New York: Deloitte Development LLC, 2012.Department of Homeland Security website, accessed March 23, 2015.Findlay, Valarie. Cyber-Threats, Terrorism and the Counter-Terror Model Research Study, University of St. Andrew’s, The Handa Centre for the Study of Terrorism and Political Violence, / May 2014.Fernandez, Pascal. Supply Chain Collaboration Maturity - What Difference Does it Make? A presentation to APICS/Supply Chain Council on October 2, 2014.IBM Global Technology Services. IBM Security Services 2014 Cyber Security Intelligence Index: Analysis of Cyber Attack and Incident Data from IBM’s Worldwide Security Operations, Somers, NY: IBM, June 2014.IBM Global Technology Services. Resilience in the Era of Enterprise Cloud Computing: Design Considerations for Forward Thinking Organizations, Somers, NY: IBM, July 2014.Manners-Bell, John. Supply Chain Risk: Understanding Emerging Threats to Global Supply Chains, London: Kogan Page Ltd., 2014.
65 Suggested Reading/Bibliography ISASA. An Introduction to the Business Model for Information Security, Rolling Meadows, IL: ISACA, Kirov, Krasimir. Supply Chain Risk Management: Minimize Disruptions, Reduce Risk and Make Your Supply Chain Resilient, self-published, purchased on amazon.ca, April 8, operationalexcellencetraining.com/ (Operational Excellence Series Book 6) (Kindle Locations 3-7). Kindle Edition. Maleski, Mark, et. al., Cyber Threat Metrics, Sandia Report, SAND , Albuquerque, NM: Sandia National Laboratories, March , accessed March 23, Marchese, Kelly and Jerry O’Dwyer. From Risk to Resilience: Using Analytics and Visualization to Reduce Supply Chain Vulnerability, Deloitte Review, Issue 14, accessed March 23, MLA Handbook for Writers of Research Papers, 7th Edition, New York: The Modern Language Association of America, 2009.
66 Suggested Reading/Bibliography Norman, Thomas L. Risk Analysis and Security Countermeasure Selection, Boca Raton: CRC Press, 2010.Peck, Helen. Supply Chain Vulnerability, Risk, Robustness & Resilience, PowerPoint Presentation, a synopsis of Mangan, Lalwani and Butcher’s work published in: Global Logistics and Supply Chain Management, Hoboken, NJ: John Wiley & Sons, 2008.Ponemon Institute Cost of Data Breach Study: Global Analysis, Benchmark research sponsored by IBM and independently conducted by Ponemon Institute LLC., Traverse City, MI: 2014.PwC. A Practical Guide to Risk Assessment: How Principles-Based Assessment Enables Organizations to Take the Right Risks, PwC: December 2008.PwC. From Vulnerable to Valuable: How Integrity Can Transform a Supply Chain – Achieving Operational Excellence Series, PwC : December 2008.Rice, James B. and Spayd, Philip W. Investing in Supply Chain Security: Collateral Benefits, Washington, DC: IBM Center for the Business of Government, May 2005.Schuh, Christian., et al., Supplier Relationship Management: How to Maximize Vendor Value and Opportunity, New York: A. T. Kearney Inc., 2014.
67 Suggested Reading/Bibliography Schuh, Christian. et al., The Purchasing Chessboard: 64 Methods to Reduce Cost and Increase Value with Vendors, New York: A. T. Kearney Inc., 2009 (Kindle Locations 2-4). Kindle Edition. Telecommunications Industry Association (TIA). Securing the Network: Cybersecurity Recommendations for Critical Infrastructure and the Global Supply Chain, Portable Document File (pdf) document on the TIA website, date of publication: July 20, accessed March 23, 2015
68 Supply Chain Risk Management Videos https://youtu.be/bbZiGYmTbcwEmeritus Professor Martin Christopher, Marketing and Logistics, SCM Key Challenges – Cranfield University School of Business – duration 8:31https://youtu.be/lTAbPvivDxsPeter Foster, Cyber Breach Response Plans – Willis TV – June 19, 2015 – duration 2:54https://youtu.be/ISrjWW9_O0ISharon Lindstrom, Managing Supply Chain Disruptions: How are Manufacturers Today Viewing Supply Chain Risk – Protiviti Risk and Business Consulting – November 12, 2012 – duration 3:14https://youtu.be/cq1PL1eo4ZUProfessor Brian Squire, Information, Decision and Operations Group, Supply Chain Risk Management – University of Bath – September 6, 2013 – duration 4:38https://youtu.be/-zIyGpRar24Tom Teixeira, Supply Chain Risk in a Global Economy – Willis TV – November 18, 2013 – duration 4:19https://youtu.be/QlZ6TyUaYpwProfessor Richard Wilding, Supply Chain Risk Reduction – Cranfield University School of Business – June 16, duration 5:57https://youtu.be/9AbCuAexUgUJoe Yacura, Supply Chain: Understanding Risk Factors – Information Systems Group (ISG) – duration 7:58 for segment on cyber security (play 15:17 to 23:15) – total duration 28:45