Supply Chain Risks and Threats

It took the COVID Pandemic of 2020 to finally make some buyers, purchasing professionals, supply chain managers, as well as company executives to even board of directors to realize we not only barely survived the impact, but everyone all thought, 'we would have been better prepared". Sadly, it takes a thump to the head to make an organization realize we were not a prepared as we had assumed and as such we suffered as did many others.
While misery loves company, BODs and senior management seemed to think the reason our lines went down was because 'supply chain was not using resilient suppliers and regardless of the situation they should have taken care of our firm'. You get supplies were down as well, but this makes us wonder what could we have had in place?
In one regard we should have been better prepared, as the first recorded pandemic was in 350BC. However, beyond just pandemics our supply chains have over the years grown in length, but we are also impacted by our worst supplier, raw materials to even logistical in nature. Read the performance reviews of your top supplier-could their performance have been better?

However, much like a business continuity plan we do not develop one during a situation but in advance to make sure we have actions plans to cover our ten top commodities, our one-hundred largest customers and regardless of the risk we have an action plan to manage through and keep our lines producing and customers satisfied.
This session will convey what we should have had in place prior to the pandemic and make you and your organization a survivor when any disaster occurs by nature or acts outside our control. It all begins with the right plan in place.

In this session, we will help you to orchestrate a plan which begins with better qualifying and building a more resilient supply base possessing plans and triggers to be more successful, in advance, when a major issue occurs.

The session will identify:

I. Introduction to Supply Chain Risks
Understanding the Key Impacts of Risks (Scope, Budget, Schedule, Technical, and Future)
II. Key Supply Chain Risks and Strategies to Overcome
a) Strategic Pre-Qualifications
b) Global Materials Availability
c) The Global Marketplace Issues (Economic, Social, Political, Environmental)
d) Inflation and Recession Actions to Put in Place
e) Energy Shortfalls
f) Environmental Impact and Concerns
g) Personnel Conundrum (RIFs, Retirements, Reengineering, Qualified Shortages)
h) Lack in a Strategic Purpose
i) Shortfalls in demand Side Management
j) Mergers, Acquisitions, Consolidations and Downsizing
k) Emerging Markets with Domestic Limitations
l) Terrorism and the Supply Chain
m) Sole Source Limitations
n) Epidemics and Pandemics
and over another six to ten topics
III. Risk Characteristics in a Managed Environment
IV. Supply Chain Risk Modes and Tools
V. Creating a Stronger more Vibrant Supply Chain
VI. Business Continuity and Recovery Strategies
VII. Forms and Tools for Pro-Active Management

Cancellation Policy -
Student must attend both day 1 & 2 of class consecutively. Once student attends day 1 no refunds will be issued - no moving registration to another class offering. Student is not allowed to take 1 day of class and then another on another class offering.

If student registers and has not attended day 1 of class - the registration can be moved to another offering if one is available.

Cancellation Policy - Student must attend both day 1 & 2 of class consecutively. Once student attends day 1 no refunds will be issued - no moving registration to another class offering. Student is not allowed to take 1 day of class and then another on another class offering. If student registers and has not attended day 1 of class - the registration can be moved to another offering if one is available.