CRISES LEARNINGS MODIFY ANALYTICS MODIFY SCREENING ID NEW SIGNAL SOURCES RISK ANALYTICS & RISK ANALYTICS & DECISION SUPPORT DECISION SUPPORT ANALYZE EVALUATE PRIORITIZE RISK IDENTIFICATION PROCESSES RISK IDENTIFICATION PROCESSES B. S. C. RISKS (VIA TEAMS AND SURVEYS) C. PROJECT RISKS (PM SYSTEMS AND OTHER) A. EMERGING AND UNKNOWN RISK SIGNALS D. RISK TREATMENT EFFECTIVENESS OUTPUTS IMPLEMENT ACTIONS AND/OR IMPLEMENT ACTIONS AND/OR FACTOR RISKS INTO PLANNING FACTOR RISKS INTO PLANNING * Deep dive analysis of specific strategic risk Implement risk treatment for new operational risk Take action to leverage upside of an emerging risk Modify strategy based on risk landscape MONITOR RISK MONITOR RISK TREATMENT TREATMENT EFFECTIVENESS EFFECTIVENESS INSTALL MONITORING POINTS SYSTEMATIZE MONITORING RISK MANAGEMENT FRAMEWORK * examples of possible actions, not all-inclusive SUPPLY CHAIN RISK DASHBOARD SUPPLY CHAIN RISK DASHBOARD HOLISTIC VIEW OF HOLISTIC VIEW OF RISKS RISKS
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“Supply Chain Risk” Management Teams ( multi-functional members )
Risk Management Framework. Strategic Risks. Emerging Risks. Operational Risks. Crises Learnings Modify Analytics Modify Screening ID new signal sources. Risk Identification Processes. a. Emerging and unknown risk signals. b. S. C. risks (via teams and surveys). - PowerPoint PPT Presentation
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CRISES LEARNINGS MODIFY ANALYTICS MODIFY SCREENING ID NEW SIGNAL SOURCES
RISK ANALYTICS & RISK ANALYTICS & DECISION SUPPORTDECISION SUPPORT
B. S. C. RISKS (VIA TEAMS AND SURVEYS) C. PROJECT RISKS (PM SYSTEMS AND OTHER)
A. EMERGING AND UNKNOWN RISK SIGNALS
D. RISK TREATMENT EFFECTIVENESS OUTPUTS
IMPLEMENT ACTIONS AND/ORIMPLEMENT ACTIONS AND/ORFACTOR RISKS INTO PLANNINGFACTOR RISKS INTO PLANNING**
Deep dive analysis of specific strategic risk Implement risk treatment for new operational risk Take action to leverage upside of an emerging risk Modify strategy based on risk landscape
Unique and common risk events exist across the supply chain and at each organizational level Identified risk events are analyzed for probability and consequence, thereby defining the risk level Assessed risks are evaluated and risk treatment options are developed Risk treatment is optimized, implemented and monitored
Note: risks listed above are indicative of the scope of supply chain risks and risk areas, and
may not include all risks
Strategic risks are generally out of our direct control, and must be
factored into business planning.
Operational risks are generally within our direct control, and must be factored into business operations.
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Develop Initial Risk Register
Use historical and current risk assessments, maybe supplemented by surveys Perform high-level ranking and screening to identify significant risks
Perform Risk Analyses
Bow-tie method to identify causes, consequences Identify existing and new risk treatments Establish risk owner and action items Link to other risks in system Refine risk register
Quarterly Risk Team Reviews
Review action item status Review emerging and new risks Review effectiveness of existing risk treatment Perform new or review existing risk analyses Update and refine risk register
Factor Risks into Business Planning
Ensure strategic and operational risks are considered in annual business planning Use risk information in on-going business processes