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Identificación y evaluación de los riesgos asociados a la cadena de suministro (CBI).

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(1)

Identificación y evaluación de los

riesgos asociados a la cadena de

suministro (CBI).

(2)

Las cadenas de suministro son, en la actualidad, complejas

redes internacionales interconectadas. Redes que presentan

riesgos estratégicos y operacionales específicos en cada

eslabón.

(3)

Supply chains are currently interconnected complex

international networks. Networks that have specific strategic

and operational risks in each link.

(4)

Un elevado porcentaje de organizaciones han sufrido, a lo largo de sus historia,

al menos un incidente grave en su cadena de suministros que ha afectado a su

propia actividad.

En un número relevante de casos, las interrupciones se producen por debajo

del primer nivel de proveedores, donde la capacidad de control por parte de la

compañía es aún más compleja.

Una gran parte de las interrupciones de la cadena de suministro tiene su

origen en aspectos meteorológicos ó están relacionados con fallos en los

sistemas informáticos o de telecomunicaciones.

Los costes para la empresa de dichas interrupciones pueden ser significativos,

no sólo en términos económicos, sino también de reputación, regulatorios o

financieros.

Identificación y evaluación de los riesgos

asociados a la cadena de suministro.

(5)

Identification and assessment of the risks

associated with the supply chain.

A high percentage of organizations have suffered throughout their history, at

least one serious incident in their supply chain that has affected its activity.

In a significant number of cases, disruptions occur below the first level of

suppliers, where the ability to control by the company is even more complex.

Much of interruptions in the supply chain stems on meteorological aspects or

are directly related to IT system or telecommunications failures.

The costs to the company of such disruptions can be significant, not only in

(6)

Identification and assessment of

the risks associated with the

(7)

Lyndon Bird FBCI

(8)

Founded in 1994, member-owned,

not-for-profit organization

8,000 members in more than 110 countries.

HQ in UK, chapters and forums established

globally

Entrance by examination only; professional

grades earned through experience.

Body of knowledge: Good Practice Guidelines

BCI Partnership “think tank” for BCM thought

leadership and awareness

Flagship events: BCM World Conference &

Exhibition, Business Continuity Awareness

Week, BC European Executive Forum

Business Continuity Institute

(9)

Lyndon Bird-FBCI is a Director of The Business Continuity Institute.

He has an honours degree in Chemistry and a Masters in Management from the University of Manchester.

He helped found the BCI in 1994, and was awarded the Institute’s highest grade of FBCI.

Prior to taking his current executive role with the BCI, he has served as a voluntary member of the elected BCI Board for six years including three years as Chairman.

Lyndon was also a founding member of Continuity Planning Associates BV in The Netherlands. He has worked exclusively in the Business Continuity world for over 25 years as a consultant, presenter,

author and business manager.

He was voted BCM Consultant of the year in 2002 and given the prestigious Lifetime Award in 2004 by Continuity, Insurance & Risk Magazine.

(10)

7/1/2013 10 10

(11)

Underpinning all our operations is a philosophy to produce safe, sustainable steel

The world’s leading steel and mining company

The world’s leading steel and mining company

• ArcelorMittal is the world's number one steel and mining company, with over 244,000 employees in more than 60 countries. ArcelorMittal is the leader in all major global steel markets, including automotive, construction, household appliances and packaging, with leading R&D and technology, as well as sizeable captive supplies of raw materials and outstanding distribution networks.

374 192 149 54 48 46 36 21 Va le Rio BHP Ar ce lo rM itt al Fo rte scue An glo M et inv es t Ev ra z 2011 2012 Sales (US$ billion) 94.0 84.2 Ebitda (US$ billion) 10.1 7.08 Operating income (US$ billion) 4.9 (3.2) Net income (US$ billion) 2.3 (3.7) Shipments (million tonnes) 85.8 83.8 Steel production (million tonnes) 91.9 88.2 Own iron ore production (million

(12)

Adrian Clements is General Manager - Corporate Asset Risk Management of

ArcelorMittal.

In this role he has built up an integrated operational risk management approach within ArcelorMittal using the concept of vulnerability which includes assets, supply chain, Nat Cat and operational risk management.

He was awarded the prestigious “Global risk management professional award 2013” by the Institute of Risk Management.

In 2009 he was voted Strategic Risks Risk Manager of the Year for his novel and practical approach to analysing, developing and implementing a risk management strategy for the group ArcelorMittal world wide.

Adrian holds an Honours Degree in Chemical Engineering from SouthBank University, London and holds Fellow status in the Institute of Risk Management, Member status in the International Institute of Risk and Safety Management and Senior Member in the American Institute of Chemical Engineers. He started his carrier in Dow Chemical before moving to USA to work for a leading insurance company. Prior to ArcelorMittal he held positions in a major reinsurance company.

He joined Arcelor in 2002 in the insurance department and has progressed to asset risk manager within the Technology department reporting to Marc Vereecke, CTO.

(13)
(14)

¿Cómo puede afectar cualquier problema grave

en la cadena de suministro a la actividad de la

empresa del Siglo XXI?

(15)

How can affect any serious problem in the supply

chain to the activity of a company in the XXI

(16)

73% experienced disruption with an average of 5 supply chain

incidents

Base: 389. Excludes those who stated “Don’t Know”

There was a nationwide labour strike in

Nigeria in January 2012. there was no

movement for a whole week.

Back-ordered computer equipment has

slowed a launch of a new area of

(17)

39% of Disruption Originates Below Tier One

Base: 204 analyse. Of the original 234 respondents, 30 stated they did not do this.

“While we don't routinely analyse

the full supply chain I was able to

review 3 of the disruptions I was

made aware of and found one to

be an immediate supplier failure

and 2 to be tier 2”

(18)
(19)

1 in 5 firms hit with >€1M loss

Base: 182

• Sources: Adverse weather, IT

& Communications, Currency Exchange rate volatility, Fire and Earthquake/tsunami

• 43% have more than 100 key

suppliers (23%);)

• 58% more than 10K

employees (23%)

• 63% have BCM in place for

supply chain disruption

• 71% look for BCM

programmes (47%);

• 68% audit (42%)

• 96% agree/agree strongly

that BCM helps with continuity and recovery; 63% that BCM helps resist disruption.

(20)
(21)
(22)
(23)

Risk Management - Supply Chain

Sales

Production Phase

In-put Out-put Current Supply Chain scope

<Function> Sales Contract Sales Plan Order entry S&OP Balancing Procurement Planning Purchasing Procurement Supplier/transport Storage

Production Delivery Customer

Planning Logistics Mainten ence Procurement Spares Consumables People Natural Catastrophies Capital Equipment Current supply chain scope is green area only

(24)

¿Cuáles son los elementos claves para una

adecuada gestión del riesgo CBI?

(25)

What are the key elements of a sound Risk

management of CBI?

(26)
(27)
(28)

58% of firms are prepared for supply chain continuity disruption…

“Assurance from suppliers can

only go so far. A plan for dealing

with the effects of a disruption is

needed, even if the supplier’s

business continuity arrangements

(29)
(30)
(31)

Key questions to ask to

build a better

understanding of

supply chain resilience

(32)
(33)

Governance structures have improved but lack

agility

(34)

“After identifying vulnerabilities, we

implement mitigation programs,

generally around multi-sourcing”

“Until we can develop a more cost

effective solution we are using inventory

to decouple our supply capability from

our supplier”

(35)

¿Cómo enfrentar el concepto de resiliencia

dentro del proceso de Gerencia de riesgos?

(36)

How to deal with the concept of resilience

within the Risks management process?

(37)
(38)
(39)

Organizational Resilience Environmental Management Health & Safety Fraud control Information Security ICT Continuity Business Continuity Physical Security Risk Management Supply chain Financial control Quality management

RESILIENCE

(40)

Lessons learned – what’s made the biggest

difference to resilience

Joint exercises with key suppliers and

observing their exercises. These really

focus minds and the general improvement

in exercising is reassuring.

Workshops held for owners of private

residential care homes and the provision

of training and templates by in-house BC

manager

We have reviewed the BCP, conducted

audits and completed 2 desktop audits

for each site. Target is 3 by the end of

the year

.

Provision made to train all procurement

contract officers in BCM and have

offered to support them in terms of

auditing critical and strategic contracts.

Every key supplier (as a first pass) now

has a contingency & continuity score,

which allows us to focus out efforts on

single source suppliers that have low

scores.

Mapped key suppliers and developed

incident management protocols

including resources

1

4

5

2

(41)

Top 10 challenges to achieving the desired level of supply chain resilience

Lack of buy-in from management and/or procurement as evidenced in strategy or policy 21%

Resource and budget availability 20%

Complexity/structure of the organisation 16%

Lack of information/cooperation from supply chain partners e.g. “confidentiality” 10%

Lack of options: limited by physical location, monopoly providers, specialist providers 10%

Trust in suppliers to do what they promise 6%

Lack of awareness of the impact of supply chain disruption 4%

Competency or education: internal and among supply chain partners 4%

Lack of focus e.g. too many suppliers 3%

(42)

¡Muchas gracias por su atención!

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