1 Supply Chain Risk Management Vinod R. Singhal Scheller College of Business Georgia Institute of...
-
Upload
cory-farmer -
Category
Documents
-
view
214 -
download
0
Transcript of 1 Supply Chain Risk Management Vinod R. Singhal Scheller College of Business Georgia Institute of...
![Page 1: 1 Supply Chain Risk Management Vinod R. Singhal Scheller College of Business Georgia Institute of Technology Atlanta, GA, 30332 vinod.singhal@scheller.gatech.edu.](https://reader035.fdocuments.us/reader035/viewer/2022062515/56649f425503460f94c6195e/html5/thumbnails/1.jpg)
1
Supply Chain Risk Management
Vinod R. SinghalScheller College of Business
Georgia Institute of TechnologyAtlanta, GA, 30332
May 2, 2013Presented in the MOT Program at Sogang University
Seoul, South Korea
![Page 2: 1 Supply Chain Risk Management Vinod R. Singhal Scheller College of Business Georgia Institute of Technology Atlanta, GA, 30332 vinod.singhal@scheller.gatech.edu.](https://reader035.fdocuments.us/reader035/viewer/2022062515/56649f425503460f94c6195e/html5/thumbnails/2.jpg)
2
Identify the primary sources of supply chain risks.
Identify the causes of supply chain risks
Estimate the likelihood (probability, frequency, or chances) of the risk occurring.
Estimate the financial consequences (impact) of risks.
Prioritize risks based on likelihood and financial impact.
Identify strategies and actions to mitigate the frequency and\or financial consequences of supply chain risks.
Review the risk management process and continuously improve the process.
A process for managing supply chain risks
![Page 3: 1 Supply Chain Risk Management Vinod R. Singhal Scheller College of Business Georgia Institute of Technology Atlanta, GA, 30332 vinod.singhal@scheller.gatech.edu.](https://reader035.fdocuments.us/reader035/viewer/2022062515/56649f425503460f94c6195e/html5/thumbnails/3.jpg)
3
Natural disasters
Inaccurate forecasts
Supplier• Poor Performance• Long lead times• Bankruptcy
Customers• Changing needs• Variability in demand• Bankruptcy
Logistics• Equipment shortages• Congestion• Accidents• Regulations
Categories of supply chain risks
Internal risks• Inflexible capacity• Equipment breakdown• Long lead times
Procurement• Long-term vs. short-term• Squeeze prices• Single sourced
Supply chain structure• Complexity• Globalization• Outsourcing• Single sourcing• Over concentration• Lean supply chains
![Page 4: 1 Supply Chain Risk Management Vinod R. Singhal Scheller College of Business Georgia Institute of Technology Atlanta, GA, 30332 vinod.singhal@scheller.gatech.edu.](https://reader035.fdocuments.us/reader035/viewer/2022062515/56649f425503460f94c6195e/html5/thumbnails/4.jpg)
4
Labor• Strikes\absenteeism• Inflexible workforce Information technology• Unreliable IT systems• Non-integrated IT network• Lack of timely information
Categories of supply chain risks
Macro-economic factors• Exchange rate• Interest rate• Tax policies• Credit squeeze
Government/regulatory• Security• Rules and regulations
![Page 5: 1 Supply Chain Risk Management Vinod R. Singhal Scheller College of Business Georgia Institute of Technology Atlanta, GA, 30332 vinod.singhal@scheller.gatech.edu.](https://reader035.fdocuments.us/reader035/viewer/2022062515/56649f425503460f94c6195e/html5/thumbnails/5.jpg)
5Debra Elkins: A framework for Business Interruption
Risk Analysis: GM Research Lab Paper
![Page 6: 1 Supply Chain Risk Management Vinod R. Singhal Scheller College of Business Georgia Institute of Technology Atlanta, GA, 30332 vinod.singhal@scheller.gatech.edu.](https://reader035.fdocuments.us/reader035/viewer/2022062515/56649f425503460f94c6195e/html5/thumbnails/6.jpg)
6
Estimate the likelihood of occurrence of risk• Estimate the probability/frequency• Qualitative assessment (point scale or categories)
Estimate the financial consequences• Estimate the $ value of the risk• Qualitative assessment (point scale or categories)
Likelihood/consequences of supply chain risks
![Page 7: 1 Supply Chain Risk Management Vinod R. Singhal Scheller College of Business Georgia Institute of Technology Atlanta, GA, 30332 vinod.singhal@scheller.gatech.edu.](https://reader035.fdocuments.us/reader035/viewer/2022062515/56649f425503460f94c6195e/html5/thumbnails/7.jpg)
7
Information from your own organization
Trade association and trade publications
Conferences
Internet, newspaper, and magazines
Universities
Experts and consultants
Getting information about supply chain risks
![Page 8: 1 Supply Chain Risk Management Vinod R. Singhal Scheller College of Business Georgia Institute of Technology Atlanta, GA, 30332 vinod.singhal@scheller.gatech.edu.](https://reader035.fdocuments.us/reader035/viewer/2022062515/56649f425503460f94c6195e/html5/thumbnails/8.jpg)
EXAMPLE RESULTS OFINITIAL RISK IDENTIFICATION
8
almost certain 0 0 0 1 0
RiskLevel
Total
likely 0 0 0 1 0 critical 2
possible 0 17 33 9 0 major 66
unlikely 0 19 39 19 0 moderate 130
rare 0 17 32 23 5 minor 17
insignificant minor moderate major critical
Risk Ranking Matrix - Operating Location
LIK
EL
IHO
OD
CONSEQUENCE
Initial risk ranking is conducted by checklist method, and typically results in 40 to 80 critical plus major risks. Initial ranking is followed by discussions (calibrations) to agree the most significant 10 to 25 risks.
![Page 9: 1 Supply Chain Risk Management Vinod R. Singhal Scheller College of Business Georgia Institute of Technology Atlanta, GA, 30332 vinod.singhal@scheller.gatech.edu.](https://reader035.fdocuments.us/reader035/viewer/2022062515/56649f425503460f94c6195e/html5/thumbnails/9.jpg)
9
Survey
![Page 10: 1 Supply Chain Risk Management Vinod R. Singhal Scheller College of Business Georgia Institute of Technology Atlanta, GA, 30332 vinod.singhal@scheller.gatech.edu.](https://reader035.fdocuments.us/reader035/viewer/2022062515/56649f425503460f94c6195e/html5/thumbnails/10.jpg)
10
Who should be involved
![Page 11: 1 Supply Chain Risk Management Vinod R. Singhal Scheller College of Business Georgia Institute of Technology Atlanta, GA, 30332 vinod.singhal@scheller.gatech.edu.](https://reader035.fdocuments.us/reader035/viewer/2022062515/56649f425503460f94c6195e/html5/thumbnails/11.jpg)
11
Contingency planning
• Analyze what could potentially go wrong
• Identify and analyze possible alternatives
• Develop plans – what to do, when, how, and who
• Assign responsibility and give authority
• Monitor the situation
• Execute the plan as needed
Strategies for managing supply chain risks
![Page 12: 1 Supply Chain Risk Management Vinod R. Singhal Scheller College of Business Georgia Institute of Technology Atlanta, GA, 30332 vinod.singhal@scheller.gatech.edu.](https://reader035.fdocuments.us/reader035/viewer/2022062515/56649f425503460f94c6195e/html5/thumbnails/12.jpg)
12
Redundancy
• Extra inventory
• Extra capacity
• Backup systems
• Multiple suppliers
• Multiple sites
• Dedicated resource to products, processes
Strategies for managing supply chain risks
![Page 13: 1 Supply Chain Risk Management Vinod R. Singhal Scheller College of Business Georgia Institute of Technology Atlanta, GA, 30332 vinod.singhal@scheller.gatech.edu.](https://reader035.fdocuments.us/reader035/viewer/2022062515/56649f425503460f94c6195e/html5/thumbnails/13.jpg)
13
Reduce the frequency (probability) of disruptions
• Better forecasting
• Better planning
• Communicate, collaborate, and share
• Build trust in the network
Develop ability to predict disruptions (business intelligence)
• Select, define, and track key performance indicators
• Analyze disruptions to develop key leading indicators
• Track leading indicators
• Need visibility
Strategies for managing supply chain risks
![Page 14: 1 Supply Chain Risk Management Vinod R. Singhal Scheller College of Business Georgia Institute of Technology Atlanta, GA, 30332 vinod.singhal@scheller.gatech.edu.](https://reader035.fdocuments.us/reader035/viewer/2022062515/56649f425503460f94c6195e/html5/thumbnails/14.jpg)
14
Elapsed time between the occurrence and detection of disruptions
• Aim for zero elapsed time
• Real time visibility of the extended supply chain
Time it takes to resolve disruptions
• Quick resolution, prevent escalation and worsening
• A process for dealing/responding to disruptions
• Developing capabilities to react and respond
Strategies for managing supply chain risks
![Page 15: 1 Supply Chain Risk Management Vinod R. Singhal Scheller College of Business Georgia Institute of Technology Atlanta, GA, 30332 vinod.singhal@scheller.gatech.edu.](https://reader035.fdocuments.us/reader035/viewer/2022062515/56649f425503460f94c6195e/html5/thumbnails/15.jpg)
15
Know your suppliers
•Two-way communication - build trust and relationship
with critical suppliers
• Set up a financial rating system – profitability, cash
flows, ownership structure, debt structure
• Set up an early warning system – quality, capacity,
delivery issues, financial issues
• Know your suppliers’ suppliers
• Interdependencies of your suppliers – same
customers, same industries, same shareholders
Strategies for managing supply chain risks
![Page 16: 1 Supply Chain Risk Management Vinod R. Singhal Scheller College of Business Georgia Institute of Technology Atlanta, GA, 30332 vinod.singhal@scheller.gatech.edu.](https://reader035.fdocuments.us/reader035/viewer/2022062515/56649f425503460f94c6195e/html5/thumbnails/16.jpg)
16
Know your customers
•Two-way communication - build trust and relationship
with key customers
• Set up a financial rating system – profitability, cash
flows, ownership structure, debt structure
• Set up an early warning system – payment timing,
inventory
• Concentration of customer base
• Know your customers’ customers
• Other suppliers to your customers
Strategies for managing supply chain risks
![Page 17: 1 Supply Chain Risk Management Vinod R. Singhal Scheller College of Business Georgia Institute of Technology Atlanta, GA, 30332 vinod.singhal@scheller.gatech.edu.](https://reader035.fdocuments.us/reader035/viewer/2022062515/56649f425503460f94c6195e/html5/thumbnails/17.jpg)
17
Visibility
• Aware of what is happening in supply chains
• Select key leading indicators of supply chain
• Monitor these indicators using appropriate benchmark
• Communicate deviations to appropriate levels
Collaborate and cooperate with your supply chain partners
• Develop trust among supply chain partners
• Show that you are willing to collaborate
• Agree upfront on how to share the benefits
• Share information, joint decision making/problem solving
Strategies for managing supply chain risks
![Page 18: 1 Supply Chain Risk Management Vinod R. Singhal Scheller College of Business Georgia Institute of Technology Atlanta, GA, 30332 vinod.singhal@scheller.gatech.edu.](https://reader035.fdocuments.us/reader035/viewer/2022062515/56649f425503460f94c6195e/html5/thumbnails/18.jpg)
18
Improve the accuracy of forecasts
• Long-term forecasts are less accurate than short-term
• Aggregate forecasts are easier than disaggregate
• Collect data from your supply chain partners
• Question the assumptions that go into building a forecast
Reduce mean and variance of lead times
• Remove non-value added steps and activities
• Improve the reliability and robustness of processes
• Consider lead time issues in planning and forecasting
Strategies for managing supply chain risks
![Page 19: 1 Supply Chain Risk Management Vinod R. Singhal Scheller College of Business Georgia Institute of Technology Atlanta, GA, 30332 vinod.singhal@scheller.gatech.edu.](https://reader035.fdocuments.us/reader035/viewer/2022062515/56649f425503460f94c6195e/html5/thumbnails/19.jpg)
19
Flexibility- Product design
- standardization- modularity
- parts commonality- Manufacturing
- flexible technology and capacity - committed and uncommitted capacity
- standard processes - cross-training
- Sourcing- flexible contracts- multiple sourcing- supplier capabilities
- spot markets
Strategies for managing supply chain risks
![Page 20: 1 Supply Chain Risk Management Vinod R. Singhal Scheller College of Business Georgia Institute of Technology Atlanta, GA, 30332 vinod.singhal@scheller.gatech.edu.](https://reader035.fdocuments.us/reader035/viewer/2022062515/56649f425503460f94c6195e/html5/thumbnails/20.jpg)
20
Strategies for managing supply chain risks
• Turbo charge your imagination
• Build Scenarios
• Probabilities
• Face reality
• Quick response
• Share the bad news
![Page 21: 1 Supply Chain Risk Management Vinod R. Singhal Scheller College of Business Georgia Institute of Technology Atlanta, GA, 30332 vinod.singhal@scheller.gatech.edu.](https://reader035.fdocuments.us/reader035/viewer/2022062515/56649f425503460f94c6195e/html5/thumbnails/21.jpg)
21
Have you done a post-mortem or review of your risk management processes and framework?
Have you evaluated the effectiveness of your process?
What worked and what did not?
What can be improved?
Have the key lessons been recorded for other members of your firm to learn from?
Improving the supply chain risk management process
![Page 22: 1 Supply Chain Risk Management Vinod R. Singhal Scheller College of Business Georgia Institute of Technology Atlanta, GA, 30332 vinod.singhal@scheller.gatech.edu.](https://reader035.fdocuments.us/reader035/viewer/2022062515/56649f425503460f94c6195e/html5/thumbnails/22.jpg)
22
Managing supply chain risks should be a critical issue for top management
Top management should provide leadership and resources for the organization to address supply chain risk issues
Firms need to develop capabilities for effectively managing risks
Ability to manage supply chain risks can determine whether a firm can compete effectively
Final Thoughts