Filed in Risk_Management
Friday, March 28, 2014
The most important ingredient in supply chain planning is the supply chain management team and all the other people whose job it is to continuously analyze and improve the organization’s operations.
Thursday, March 27, 2014
There are five elements of a resilient supply chain
Wednesday, March 26, 2014
Building a resilient supply chain requires success in four key areas: policy, strategy, information technology and partnerships.
Thursday, February 27, 2014
Today’s corporate procurement function faces a wide array of serious challenges. Among the most vexing are those that relate to supplier risk—an area made particularly complex by an increasing reliance on suppliers in foreign lands.
Monday, February 24, 2014
This guest paper was co-authored by Manu Gopeendran, Senior Product Marketing Manager, MetricStream and Keri Dawson - Vice President of Industry Solutions and Advisory Services, MetricStream
Thursday, January 30, 2014
Does “regulatory uncertainty” discourage corporate investment in sustainable supply chains? When it comes to addressing climate risk, a new study suggests that the answer is yes.
Tuesday, December 17, 2013
Industry analysts agree that it’s important to make risk assessment an ongoing process, allowing for frequent plan updates as political conditions, fuel prices, tariffs, currency exchange rates, labor costs, and other supply chain security threats arise.
Posted on 12/17 at 02:37 AM
Risk Management •
Monday, November 11, 2013
Stormpulse, Inc., a weather intelligence company, announced it will expand its focus beyond the tracking of weather related business threats with the launch of “Riskpulse, risk management software as a service (Saas) package.
Thursday, October 17, 2013
Supply chain managers should avoid legal entanglements, but not sever trade relationships with all suppliers in the affected regions.
View all categories and topics
Thursday, October 10, 2013
How do you put a value on avoiding a problem that seemingly no longer exists because you’ve already spent money on eliminating it?
This is the classic Catch-22 dilemma faced by many corporate security managers when trying to justify further investments in steeling the supply chain against disruptions.