Last week I attended the latest Dow Jones Expert Series seminar, and at this point I’m about to lose 90 percent of the visitors who just clicked through from Twitter, because I’m not going to bang on about social media.
When it comes to being in business, your success or failure depends more than anything else on your ability to actually do business. That means having something that a customer wants, and being able to sell that thing at a profit.
If for any reason you’re unable to do that, you have a problem. Assuming for the minute that you have a market that’s happy to pay your price, it’s your “thing” that becomes all important.
Enter the supply chain. Whether you’re making chocolate bars, cosmetics, cars or fighter planes, chances are you have multiple suppliers all providing you with different ingredients or components. If you’re an international business, odds-on that you have international suppliers. And if you’re cost-conscious, I’ll put another each-way bet on the fact at least part of your supply chain is based in Eastern Europe, Africa, Central or South America, or Asia.
Right about now you should be starting to get a little bit squirmy as you realise the exposure your business has to events outside of your control. If not, here’s a tip: civil unrest, terrorism, despotic regimes, earthquakes, floods, tsunamis. Here’s another you may be increasingly familiar with. Ethical sourcing.
Interestingly though, these aren’t your most likely sources of supply chain disruption.
According to Dr Brian Squire from Manchester Business School, around 88 percent of publicly reported supply chain disruptions between 2000 – 2009 were due to human influences. Think user error, industrial dispute, cyber crime, corporate sabotage, ordering the wrong widget…
Even more interesting (I think) is that 40 percent of those were classifiable as “deliberate”. When I say “interesting”, what I really mean is “pretty bloody disturbing”.
I was really impressed with Nick Wildgoose, Global Supply Chain Product Manager, Zurich Financial Services, who also spoke at the event and provided some best-practice insights into identifying, managing and mitigating risks in the supply chain. Here are a few pointers that should be considered when you next review your organisation’s crisis management planning:
- Is our supply chain likely to be impacted by natural diaster, such as pandemic or earthquake? (Tip: if you’re making stuff in China…yes)
- Is our supply chain exposed to any single-source issues? (Tip: if you’re sourcing anything from only one supplier at any point, then yes. This is part of the issue with the glut of automotive recalls in 2010)
- Do we, or any of our suppliers, have issues with trade unions? (Tip: if you have a unionised workforce and you’re in a manufacturing business then…probably)
- Are we happy with our own, and our suppliers’, business continuity planning? (Tip: you probably shouldn’t be if Zurich’s statistics were anything to go by)
- Do we have multiple points of contact with our key suppliers, or is our relationship purely transactional? (Tip: if your business is dependent on the survival and performance of another business, it’s probably a good idea to have multiple relationships with that business)
We’ll endeavour to add some further detail to this topic in the coming weeks, but as a starting point I’d strongly suggest asking the hard questions sooner rather than later.
Plug alert: Manchester Business School is conducting further research into supply chain risk and resilience. Please contact Dr Brian Squire if your organisation would be willing to take part.