BSI - Emerging Supply Chain Risks (BSI)

8/10/2019 BSI - Emerging Supply Chain Risks (BSI)

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Emerging Supply Chain Risks:Potential Damages and

Mitigation Strategies

Supply Chain Security

Recent headlines reveal a painful

truth: the Algerian gas plant

attack, the Bangladesh textile

fire, Hurricane Sandy, the

T

hoku earthquake and tsunami,and many other human and

natural disasters show supply

chains are at risk beyond just

financial damages. In todays

global economy regardless of

your product or service your

supply chain brings risks to

your employees, your customers,

your finances, your brand

reputation, and even the

survival of your business.

As supply chains grow more and more complex, it is impossible to address all of the

risks that make them vulnerable without the proper tools and support. To add to the

complexity, todays supply chains include more than just cargo: they also include

critical infrastructure such as power grids, communications, information technology,

and other assets and services that do not travel on trucks, trains, ships, or planes.

At times of crisis, your business depends on your ability to secure, administrate,

and navigate your companys network of business relationships. On the positive

side, if you can effectively protect and manage your supply chains, the ability to

productively respond to stresses can yield important benefits, such as:

Decreased losses and lower associated production costs

Improved business continuity via a more robust, resilient, and responsive supply chain

Greater end-to-end transparency for improved process management and efficiency

Competitive advantages over industry rivals when supply chain risks arise

Brand Protection


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BSI Emerging Supply Chain Risks: Potential Damages and Mitigation Strategies2

Emerging Risks

Its a simple fact that the number of touch points increases as products and services

are globally sourced. More touch points mean more hands, more exchanges, more

methods, more border crossings, and more opportunity for disruption incidents;

all translating to more vulnerable assets.

Categorizing Risk to Define StrategiesThe dynamic stressors exerting themselves on supply chains can be classified into four

categories of specific business challenges: Security Compliance, Business Continuity,

In-Transit Risks, and Brand Protection. Each challenge brings its own risks and costs,

and each can be addressed with different strategies for risk mitigation.

Compound more vulnerable assets

with more valuable assets especially in

sectors such as technology,

pharmaceuticals, retail/apparel, and

alcohol and tobacco and thieves be-

come more brazen and creative, raising

the potential for massive losses.

In 2012, global supply chain crime

amounted to $21.5 billion in losses.

Further, the demand for low cost

logistics and transportation in supply

chains often runs counter to the goal

of consistently enforcing security

procedures, again raising risks.

Similarly, the need for greater supply

chain efficiency can compromise

redundancy, making supply chains less

flexible to stresses and disruptions.

Finally, there is an increasing threat from

terrorism, particularly for Western

companies operating in regions hostile

to Western worldviews. In supply chain

terrorism, the aim of attack is generally

to cause economic loss by disrupting

the flow of commerce or to subvert

supply chain resources in order to fund

terrorist activities not necessarily to

use violence for the sake of

generating fear.

The challenge: mitigating these risks can

be both costly and resource intensive. Our

business case shows that by deploying

emerging management system standards

and proven leading edge cost effective

technology, an organization can mitigate

these risks and recognize a return on

investment as well.


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3Emerging Supply Chain Risks: Potential Damages and Mitigation Strategies BSI

Security Compliance

Supply chain security can include credentialing members of the

supply chain, screening and validating the contents of cargo,

securing cargo in-transit with security devices, and of course

inspecting cargo upon arrival.

According to the Department of

Homeland Security, infrastructures

(including communications and

information technology) must also be

considered when building an overall

supply chain security strategy. A recent

survey by the Zurich Insurance Group

showed that 73% of organizations

recorded at least one supply chain

disruption in 2012 [and] the leading

cause of supply chain disruption isunplanned IT or telecom outages.2

There are many security initiatives

currently in effect, and compliance

with specific initiatives can yield strong

benefits when managed effectively.

The Customs-Trade Partnership Against

Terrorism (C-TPAT3), Partners in Protection

(PIP4), and EU Authorized Economic

Operator (AEO5) are among the growing

number of country-specific initiatives

designed to improve supply chain andborder security efforts worldwide.

For importers, the benefits of compliance

include expedited processing of customs

entries, reduced number of inspections

resulting in fewer cargo delays, and

potentially faster border transportation

times all reducing costs for importers.

Yet, it can be challenging to manage

downstream audits and maintain

necessary paperwork. C-TPAT for instance

is a voluntary program requiring all

supply chain partners downstream

to conform to the standard a

requirement that can be difficult to

manage. This is where experience and

guidance can help prepare and support

your company for compliance. The

application and implementation of

unique tools such as Supplier

Compliance Manager (SCM) to

maintain C-TPAT certification and ensure

partners are conforming to securityrequirements can help.

Importers to other countries have similar

challenges; PIP for Canada importers and

AEO for importers to the European

Union. Compliance brings significant

benefits, though it is again difficult to

manage downstream audits and main-

tain necessary paperwork. Tools such as

BSIs Supplier Compliance Manager and

Supply Chain Risk Exposure Evaluation

Network (SCREENSM) can make managing

and reporting supplier risk data a morestreamlined process for PIP and AEO

compliance.


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Business Continuity

While disaster recovery is a key piece of

business continuity, for supply chain

management any business continuity

effort must account for more than

natural disasters, supplier redundancy,

and political stability as political

instabilitycan produce boycotts, strikes,

protests, slowed custom clearances, port

outages, etc. Recent examples of natural

and man-made disasters include the

tsunami in Japan, the Arab SpringMiddle East awakening, anti-austerity

protests in Europe, and the Occupy

movement in the United States.

While manufacturers spend years and

fortunes building global supply chains,

natural disasters can devastate

business ecosystems in a matter of

minutes. The November 2011 floods in

Thailand killed more than 600 people,

knocked out auto and electronics

suppliers, and forced production delaysin plants in the United States for weeks.6

As a result of that regions natural

disaster, Seagate Technology passed

former market leader Western Digital

Corp. for the worldwide lead in hard

disk drive shipments. Western Digital

suffered heavy losses in the Thailand

floods, seeing about 75% of its

production temporarily shut down,

while Seagate owes its return to market

leadership to a fortuitous accident in

geography: Its HDD manufacturing plantin Thailand is located on high ground.7

Similar natural disasters around the

Pacific in 2011 caused over $282 billion

dollars in recovery costs (see chart).

To mitigate losses, many companies

look at a holistic approach to business

continuity by utilizing both technology

and deploying management system

standards such as ISO 22301:2012. BSIs

SCM tool can plot areas that might be

affected by real-time natural disasters

hurricanes, flooding, etc. as well as

potential ongoing threats like seismic

activity, alerting business to areas of their

supply chain that might suffer impact,

while ISO 22301:2012 can specify

requirements for implementing and

managing an effective Business

Continuity Management System (BCMS)

that will provide a consistent approach

across your organization on how

interruptions are handled and recovered.

Supplier redundancy is another key issue

for the business continuity of supply

chains. Unless we accept that our supply

chains will run dry from time to time due

to unexpected problems, redundancy is a

necessary part of lean systems, writes

Jon Miller for Quality Digest.8 It is often

difficult to strike the right balance be-

tween supply chain efficiency (lower

costs) and redundancy (higher business

continuity), but having that balancecan be critical when key suppliers

face stoppages.

The March 2012 explosion at a German

plant that produced PA-12 resin a

critical liner for automotive fuel lines and

brake lines negatively affected

Business Continuity spans both planning and the day-to-day activities

necessary to ensure that critical business functions will be available

to your customers, partners, and suppliers without disruption,

regardless of adverse events.

The Price of DisasterEstimated costs of natural disasters in 2011, which will be the costliest year on record

JAPAN Quake/Tsunami $210 BILLION

THAILAND Floods $30 BILLION

NEW ZEALAND Earthquake $20 BILLION

UNITED STATES Tornados $15 BILLION

AUSTRALIA Floods $7 BILLION

Sources: Munich RE, Thailand Insurance Commission


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We now live in a world where the largest shoemaker doesnt actually

make shoes, but only designs and sells them. A world where the

largest direct seller of personal computers doesnt so much

manufacture its products as it assembles them from componentssourced elsewhere.

In one industry after another, supply chains have been stretched

farther than they have ever been stretched in the past - even as lean,

just-in-time production schedules have made the consequences of a

break more severe.8

automobile manufacturers around

the world who thoughtthey had built

redundancy in their supply chains by

sourcing the product from up to three

suppliers each. However, every one of

those suppliers purchased their product

from the same plant that burned.

The explosion at the Evonik plant killed

two employees and not only impacted

production of the key resin but also

destroyed the production equipment

for CDT, one of the key chemicals for

producing the PA-12 resin, said the

Detroit Bureau at the time. With Evonik

one of the most essential suppliers of

CDT used by other PA-12 manufacturers,

it is unclear if alternative sources can

be found - and, if so, how quickly theycould ramp up production to cover for

the losses.9

Political instability also increases

supply chain risk with the potential

to significantly disrupt the flow of

international trade. Assessing the role

and effectiveness of national and

local governance is critical to

understanding the risk environment

of your supply chains.

Each country has a unique population

and culture which impact its economy

and trade and define its transportation

infrastructure, export controls, security

practices, and general governance.

Knowing the levels of corruption and the

governments effectiveness to suppress

and control crime is key to establishing a

risk rating in the countries that are part

of your supply chain.

Understanding how the EU recession

is increasing the frequency of supply

chain attacks, how anti-austerity

protests in Western Europe might

impact transportation, or how the

Senkaku-Diaoyu Island dispute between

China and Japan might impact tradelines are all examples of how important it

is to assess the real-time political stability

of your supply chain countries.

Detailed analysis of the political stability

and potential disruption factors of

individual countries can help mitigate

supply chain risks, especially when

unplanned IT or telecom outages are a

common disruption and 90% or more

of cargo disruptions occur within yoursuppliers control of your goods.


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In-Transit Risks

Cargo disruptions and theft follow both

ancient and modern paths, from piracyand hijackings to smuggling and complex

fraud. The FBI states that cargo theft is a

gateway crime that typically turns into a

larger case involving organized crime, pub-

lic corruption, health care fraud, insurance

fraud, drug trafficking, money laundering,

or possibly even terrorism.10

An analysis of incident reports from BSIs

SCREEN tool indicates that California,

Florida, New Jersey, and Texas are all

known to be cargo theft hotspots in theUnited States, while in Europe, the United

Kingdom, Spain, and Italy all suffer from

higher-than-average rates of cargo theft.

The emerging economies of Brazil, India,

China, Russia, and South Africa also have

high theft rates, and cargo thieves are

quickly evolving in response to security

policies and law enforcement.

Traceability is the ability to verify the

origin, location, or application of an

item by means of documented recordedidentification. In the case of supply

chains, traceability refers to the ability to

document and report the entire chain of

custody of an asset as it travels through

the supply chain. Crucially, gaps in

traceability raise the risk of counterfeiting ,

product tampering, and shipment

integrity which can lead to un-manifested

cargo introduction.

To combat these losses, companies like

BSI offer cargo disruption threat-level

ratings for hundreds of countries and

maintains an active, proprietary database

of cargo disruption and loss rates span-

ning years and trillions of dollars worth of

cargo movement. BSIs database enablesBSI clients to assess supply chain security

by quantifying cargo tampering and un-

manifested cargo risk at the country level.

As a result of greater supply chain risks,

insurance costs will continue to climb.

Contingent Business Interruption (CBI)

insurance, Extra Expense insurance, and

other policies may partially shield compa-

nies from financial disaster, but rising

rates are inevitable as new supply chain

risks emerge and impact their markets.

Recently, a pharmaceutical company

issued a warning after cargo thieves stole

600 injections of a flu vaccine from a

truck near Wiesbaden, Germany. The

thieves forced open the back of the

truck in order to gain access to the

pharmaceuticals, and stole two boxes of

the vaccine in the process. The safety of

the stolen vaccines could no longer be

guaranteed, as the chain of custody and

necessary cold storage conditions likelywere not maintained.

BSI analysis notes that Germany is safer

from a cargo disruption perspective than

its neighbors to the east and west, though

cargo thefts have been known to occur on

occasion in the country. This incident illus

trates the fragility of the pharmaceutical

supply chain, and demonstrates how evensmall thefts can have significant second-

order effects on the supply chain.

Finally, supply chain terrorism, as

previously mentioned, is increasing for

Western companies operating in regions

hostile to Western worldview

specifically where the aim of the attack is

to cause economic loss by disrupting the

flow of commerce, or where terrorist

groups may exploit the supply chain to

fund their activities.

When analyzing the threat of terrorism

on supply chains, it is important to focus

on groups which hold anti-Western

ideologies, as these groups are more

likely to specifically target Western

businesses operating abroad. BSI provides

intelligence and associated threat levels

related to supply chain terrorism risk in

over 200 countries, analyzing terrorism

threats that directly impact Western

supply chains.

There are multiple risks arising

from the transit of goods across

a supply chain. Ready examples

include cargo disruption/theft,

counterfeiting, and supply chainterrorism. Secondary risks

include insurance increases and

the cost of expedited shipping to

replace lost goods, which creates

downstream financial impacts.


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Brand Protection

Understanding your suppliers business

practices from how their employees

are treated to how they impact the

environment is a key aspect of

Corporate Social Responsibility. Social

responsibility issues arise when the lack

of traceability (the true chain of custody

of products from origin to dock) might

make a company vulnerable; when

supply chain behavior violates company

ethics, principles, differentiators; or whensuppliers put customer/market trust on

the line without your knowledge. For

instance, the December 2012 fire in a

Bangladesh textile factory that killed 112

people due to hazardous conditions was

linked closely to a Fortune 100 company

afterwards, causing harm to the

company brand.

Integrity of the supply chain has even

wider implications to a society chal-

lenged by political and/or narco-terroristorganizations that may leverage supply

chain vulnerability for their own gain.

BSI analysis notes that drug cartels have

long been involved in extortion and theft

of cargo in Mexico, underscoring the

severe threat of cargo theft in the

country. For example, in May 2012,

Members of the Knights Templar cartel

in Mexico torched five separate

warehouses and vehicle lots belonging to

a subsidiary of a U.S. food giant in the

states of Michoacan and Guanajuato.Drug cartels typically target small and

medium-sized businesses for extortion,

and this is believed to be the first time a

transnational company has been tar-

geted in such attacks.

Counterfeiting is a huge threat to

pharmaceutical, health, and chemical

companies, as well as high-tech and

retail/apparel firms. Incidents of

counterfeiting reported by drug makers

have increased steadily over the past

decade, though only about 5 percent of

cases are typically reported in the U.S.

The rise in counterfeiting comes as

pharmaceutical supply chains

increasingly stretch across continents.More than 80 percent of the active

ingredients used in U.S. pharmaceuticals

are now manufactured overseas, accord-

ing to a recent congressional report.12

Not only does counterfeiting

compromise brand and intellectual

property rights, but directly impacts

revenues. According to the Organization

for Economic Co-Operation and

Development (OECD), up to USD $200

billion of internationally traded products

could have been counterfeit or pirated in2005. This amount is larger than the

national GDPs of about 150 economies.13

Brand protection is typically viewed as a cross-functional discipline uniting security, supply chain,

research and development, legal, quality, government affairs, public relations, and marketing.

Focusing on the supply chain, brand protection requires mitigating four specific risk areas:

social responsibility, counterfeiting, un-manifested cargo, and intellectual property rights.


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For companies, the reputational costs of

unmanifested cargo introduction can be

high, and the discovery of contraband in

cargo is a leading cause of decertifica-

tion in the United States C-TPAT

program. The illegal movement of arms

and drugs concerns governments as

well, since smuggled arms can often end

up in the hands of terrorists or guerilla

groups and drug trafficking may fund

other destabilizing criminal activity. Aswith cargo theft, smugglers are

constantly adapting to new contraband

detection techniques. Illegal drugs

typically move along well-established

smuggling routes that frequently

coincide with legitimate commercial

trade routes.11

At the busiest crossing point between

the United States and Mexico, the Laredo

port of entry, 1.6 million cargo trucks

passed between the two countries.Drug smugglers take advantage of this

high volume of traffic to conceal cocaine,

marijuana, and amphetamines in

legitimate cargo shipments bound for

the United States. In Eastern Europe

and Turkey, traffickers conceal heroin

among shipments in the two million

commercial trucks transiting into Europe.

It is estimated that only one out of 50

of these cargo trucks are checked for

contraband once they enter Europe.

Illicit drugs and other contraband are

found in air- and sea-borne cargo

shipments as well. As authorities tighten

enforcement efforts at land borders,

traffickers often move to other

modalities for smuggling opportunities.

Recently, the Caribbean has emerged as

a transshipment destination for drugs

hidden in cargo shipments bound for

the United States and Europe.

Intellectual Property Rights (IPR) issues

arise as supply chains reach through

countries with lax Intellectual Property

or unenforced shipping laws. In such

places, the opportunities to have

products counterfeited, substituted,

or transported without proper

documentation is a very real risk

for everything from luxury to

pharmaceuticals. While the brand

impacts of counterfeiting and IPR

violations are immediate, in the case

of healthcare, pharmaceutical, and

chemical products, such counterfeiting

and substitution also carry the risk of

injury or death to consumers. TheChicago Tylenol murders of the early

1980s, where seven people died after

taking poisoned Tylenol capsules,

remains a testament to the massive

losses possible when protections fail.

Unmanifested cargo is the introduction of illicit (or

contraband) cargo into legitimate cargo. Common

examples include the smuggling of narcotics, weapons,

explosives, or other illegal items hidden within legal imports.


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How Companies Are Responding

Consider the following recent statistics:

More than 90% of industry experts

surveyed believe that supply chain and

transport risk management are greater

priorities in their companies today thanfive years ago.14

Despite the known dangers and costs

of supply chain disruptions, only 21% of

companies assess value and supply

chain risk continuously.15

Less than 8% of companies could

confidently state that all of their key

suppliers have business continuity

arrangements in place.16

It is undesirable for organizations toenforce their own approach to security

and business continuity management

(BCM) down their supply chains. While a

supplier can run different quality systems

to meet the requirements of its customer

base, it cannot run different (and possibly

conflicting) security and BCM systems,

which would be used during a disruption

at a time when tensions are high. As

such, monitoring the supply-chain can be

a daunting task and businesses need the

proper training and tools that will allowthem to assess, monitor, and manage

supply chain risks.

By implementing a holistic,

enterprise-wide supply chain risk

management program, companies

also can uphold their commitment to

providing strong corporate governance

on behalf of shareholders, whichultimately boosts shareholder value,

continues Bosman. Companies that

dont are, in a very real sense, working

without a safety net.17

Further, businesses need the support to

conduct supply chain vulnerability audits,

formulate more detailed risk mitigation

strategies, and transfer that analysis to

actionable business continuity plans. By

strategically implementing a standards-

based management system, along withthe proper training and field validated

tools, you can achieve greater confidence

that you will be capable of maintaining

continuity of operations when disruptive

incidents occur.

Most businesses are unprepared for the emerging risks their supply chains

present. They fail to plan for the unthinkable the devastating hurricane, the

shocking terrorist attack, or the collapse of an important supplier in the wake of

political upheaval or accounting fraud, writes Ruud Bosman, executive vice-

president of Factory Mutual Insurance Company (FM Global), an insuranceprovider. Conversely, some companies fail to appreciate the dramatic

consequences that even a seemingly minor supply chain disruption can trigger.17


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Recognize Assess Mitigate Manage

Specific company responses to supply

chain risks include:

Expanding the role of Supply Chain

Managers to better recognize, analyze,

and respond to risk.

Improving visibility across the entire

supply chain as Transparency is a

critical component in building supply

chains that are resilient.18 Companies

need to track the completion ofsecurity risk assessments based on

compliance requirements, review

their compliance and risk status,

and reporting on an organizations

overall compliance.

Accessing high-level country and

regional risk analysis, including risk

data and analysis related to global

supply chain risk exposure for both

security and business continuity, as

well as trade and compliance

information.

The ability to identify and understand

supply chain threats and apply that in-

formation, including countermeasures

for in-transit security, supplier mini-

mum security criteria, and cargo chain

of custody controls, is key.

Developing tailored approaches to

improve business continuity and

compliance, specifically in light of cargo

disruption, supply chain terrorism, and

political stability.

Acquiring real-time supply chain

data to react quickly and take

appropriate action. Deploying systems and policies to

ensure supply chain practices are

taken seriously by all parties, regardless

of political environment.

The harmonization and mutual

recognition of security and business

continuity practices and requirements

across the entire supply chain.

Quantify global supply chain exposures

based on quality data

Auditing and verifying supply

information

Implementing a corrective action

plan for suppliers who dont meet

requirements

The first step in addressing risks is recognizing and understanding risks,

including a quantifiable measure of the risk since measuring risk is a

key aspect to managing risk. Mitigating risk and having a solid

management system plan equates to cost avoidance.


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Emerging Risk Mitigation Strategies

However, countermeasures and

mitigating strategies are evolving and

BSI has the leading technology and

business standards knowledge to

help you address new supply chain

risks. Emerging risk mitigation

strategies include:

Research, analysis, training, and guid-

ance to support your company through

supply chain security efforts such asC-TPAT, PIP, or AEO Review and Support,

Security Criteria Gap Analysis, Financial

Risk Exposure Review, and Continual

Improvement Support.

Business continuity management stan-

dards such as ISO 22301:2012.

Comprehensive supply chain security

intelligence resources, including trade

and compliance intelligence, global

supply chain security risk data

and analysis.

Supplier oversight and cargo

custody controls.

Real-time trade interruption updates

and reports on major disruption inci-

dents, countermeasure programs, and

risk mitigation best practices.

Country-specific reports on Supply

Chain Terrorism, Cargo Disruption,

Business and Political Climate,

Population and Culture, Economy and

Trade, Transportation Infrastructure,

General Governance, Export Control

Governance, Employer Security

Practices, and Customs-Trade Supply

Chain Security Programs.

Thorough vetting of your supply chain

and participating firms supplier base.

Automate the mandatory supplier

risk assessments.

Anti-Western terrorism and cargo

disruption data, compliant with C-TPAT,

PIP, and AEO.

Global cargo tampering data and

terrorism risk modeling.

By engaging these supply chain

strategies, businesses can mitigate

their financial, compliance, political,

and brand-related risks. They can also

benefit from:

Decreased losses and lower

associated production costs.

Improved business continuity via a more

robust, resilient, and responsive

supply chain.

Improved process management and

efficiency with greater end-to-end

transparency.

Gaining competitive advantages over

industry rivals when supply chain

risks arise.

Supply chains are growing more complex with increasing pressure to operate with

maximum speed and efficiency. With global touch points and exposure, it is more

and more difficult for businesses to achieve security compliance and business

continuity, manage in-transit risks, and protect their brands.


12/12

Copyright 2013 The British Standards Institution.All Rights Reserve

1 BSI Global Cargo Theft Report, March 2012.

2 Zurich Insurance Group (2012, November 7). Service failures by outsourcers reach top three causes of supply chain disruption.Retrieved from http://www.zurich.com/media/newsreleases/2012/2012-1107-01.htm

3 C-TPAT: Customs-Trade Partnership Against Terrorism Internet site can be found athttp://www.cbp.gov/xp/cgov/trade/cargo_security/ctpat/

4 Partners in Protection (PIP) Internet site can be found at http://www.cbsa-asfc.gc.ca/security-securite/pip-pep/menu-eng.html

5 Authorised Economic Operator (AEO) Internet site can be found at

http://ec.europa.eu/taxation_customs/customs/policy_issues/customs_security/aeo/index_en.htm

6 Bill Powell (2011, December 12). The global supply chain: So very fragile. Fortune.Retrieved from http://tech.fortune.cnn.com/2011/12/12/supply-chain-distasters-disruptions/

7 Lucas Mearian (2012, February 29). Thai floods catapult Seagate into hard drive market lead. Computerworld. Retrieved fromhttp://www.computerworld.com/s/article/9224778/Thai_floods_catapult_Seagate_into_hard_drive_market_lead

8 Jon Miller (2010, April 30). The Necessity of Redundancy in Lean. Quality Digest. Retrieved fromhttp://www.qualitydigest.com/inside/twitter-ed/necessity-redundancy-lean.html

9 Paul A. Eisenstein (2012, April 17). Resin Plant Fire Latest Disaster to Threaten Global Auto Industry Could lead to severeworldwide production shortages. The Detroit Bureau. Retrieved fromhttp://www.thedetroitbureau.com/2012/04/resin-plant-fire-latest-disaster-to-threaten-global-auto-industry/

10 Federal Bureau of Investigation (2010, November 12). Inside Cargo Theft: A Growing, Multi-Billion-Dollar Problem.Retrieved from http://www.fbi.gov/news/stories/2010/november/cargo_111210/cargo_111210

12 FDA Warns of New Batch of Counterfeit Cancer Drug Avastin. Fox News Latino.Retrieved from http://latino.foxnews.com/latino/health/2013/02/07/fda-warns-new-batch-counterfeit-cancer-drug-avastin/

13 Organisation for Economic Co-Operation and Development - OECD (2007). The Economic Impact of Counterfeiting and Piracy.Retrieved from http://www.oecd.org/industry/industryandglobalisation/38707619.pdf

14 World Economic Forum Study (2012, June 23). Insurance News. Retrieved from http://insurancenewsnet.com/article.aspx?id=347242

15 Forbes and Deloitte 2012 Risk Management Report: Aftershock: Adjusting to the New World of Risk Management. Page 11.Retrieved from http://www.forbes.com/forbesinsights/risk_management_2012/

16 Supply Chain Resilience 2011 - 3rd Annual Survey By the Business Continuity Institute and sponsored by Zurich. Page 26.Retrieved from http://www.zurich.com/internet/main/sitecollectiondocuments/insight/supply-chain-survey-2011.pdf

17 Ruud Bosman (2006). The New Supply Chain Challenge: Risk Management in a Global Economy. Factor Mutual InsuranceCompany. Retrieved from http://www.fmglobal.com/pdfs/ChainSupply.pdf

18 Gurpriya Bhatia, Charles Lane, and Adrian Wain (2013 January). Building Resilience in Supply Chains. World Economic Forum.Retrieved from http://www3.weforum.org/docs/WEF_RRN_MO_BuildingResilienceSupplyChains_Report_2013.pdf

BSI America Professional Services Inc.

2929 North Power Road

Mesa, AZ 85215

Tel: 855 264 4650

Email: [email protected]

www.supplychainsecurity.com

For more information call 855 264 4650

or visit www.supplychainsecurity.com

BSI - Emerging Supply Chain Risks (BSI)

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