Identificación y evaluación de los
riesgos asociados a la cadena de
suministro (CBI).
Las cadenas de suministro son, en la actualidad, complejas
redes internacionales interconectadas. Redes que presentan
riesgos estratégicos y operacionales específicos en cada
eslabón.
Supply chains are currently interconnected complex
international networks. Networks that have specific strategic
and operational risks in each link.
•
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.
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
Identification and assessment of
the risks associated with the
Lyndon Bird FBCI
•
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
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.
7/1/2013 10 10
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
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.
¿Cómo puede afectar cualquier problema grave
en la cadena de suministro a la actividad de la
empresa del Siglo XXI?
How can affect any serious problem in the supply
chain to the activity of a company in the XXI
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
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”
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.
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
¿Cuáles son los elementos claves para una
adecuada gestión del riesgo CBI?
What are the key elements of a sound Risk
management of CBI?
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
Key questions to ask to
build a better
understanding of
supply chain resilience
Governance structures have improved but lack
agility
“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”
¿Cómo enfrentar el concepto de resiliencia
dentro del proceso de Gerencia de riesgos?
How to deal with the concept of resilience
within the Risks management process?
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
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
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%