...Managing Risk in the Supply Chain SCM 309 Fall 2014 INTRODUCTION Supply and supply chain risk refers to the probability of an uncertain or unpredictable event occurring that affects one or more of the parties within a supply chain. These events can negatively influence the achievement of business objectives. Risk has been present in supply chains as long as there has been someone looking to purchase goods and services and someone willing to sell them. Furthermore, it is widely accepted that risk will likely increase in most supply chains as businesses continue to expand globally. In fact, we could easily argue that many of the supply chain initiatives that are pursued today actually introduce risk. Lean manufacturing, just-in-time and reduced inventory, international purchasing, and increased outsourcing all can increase an organization’s exposure to risk. We should make no mistake about it: the complexity and relentless cost and performance pressures of today’s business environment only serve to remind supply managers that managing risk in the supply chain must be at the forefront of their agenda. ASSIGNMENT OBJECTIVES At the conclusion of this assignment, participants should recognize the importance of: * Understanding the concept of risk and its implications for...
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...Principles of Risk Assignment One: Risk Map and Risk Plan/Register Assignment November 2010 Outline Brief The basis of this assignment is for you to undertake an initial risk identification analysis of some significant area of a business operation OR environmental setting/issue, with the aim of producing a summary risk map and related risk plan/register. This will require you to consider for your chosen focus of study what might be key (primary) risks, how those risks may be appropriately classified and how their potential impact and likelihood might be assessed and evaluated in an objective way. The final submission will take the form of a graphical risk map (matrix) and a tabulated risk plan/register. The latter should provide for a contextualised review of the key risks, the rationale for their inclusion and for the risk assessment that you have ascribed to each risk listed. The risk map and plan are not required to show risk management responses. This assignment is worth 50% of the overall module assessment, and a guideline of 2,500 words is provided for the written (risk plan) element. Tasks within this brief: 1. Identify a suitably focussed business activity or environmental issue on which to base this assignment; 2. Identify potential risk identification and assessment techniques, and their potential limitations within the context of this assignment; 3. Undertake a process/processes of risk identification and assessment; 4. Complete...
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...1st Edition Logistics Disaster Management Training Programme DHA/94/2 GE.94-00020 Logistics 1st Edition Module prepared by R.S. Stephenson, Ph.D. Disaster Management Training Programme 1993 2 STRUCTURE AND ORGANIZATION OF RELIEF LOGISTICS CONTENTS Acknowledgements ................................................................................6 Introduction ............................................................................................7 Part 1 Relief logistics ..................................................................... 9 Introduction ............................................................................................9 Relief logistics .........................................................................................9 The operating environment ....................................................................12 Case Study – Part 1 .............................................................................12 Planning for effective implementation of logistics programs .....................14 International involvement .......................................................................15 Part 2 Structure and organization of relief logistics ................. 17 The flow of transport and goods ............................................................17 Facilities and equipment ........................................................................19 Operational and support functions ................
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...PHILIPPINE DISASTER RISK REDUCTION AND MANAGEMENT SYSTEM REPUBLIC ACT No. 10121 AN ACT STRENGTHENING THE PHILIPPINE DISASTER RISK REDUCTION AND MANAGEMENT SYSTEM, PROVIDING FOR THE NATIONAL DISASTER RISK REDUCTION AND MANAGEMENT FRAMEWORK AND INSTITUTIONALIZING THE NATIONAL DISASTER RISK REDUCTION AND MANAGEMENT PLAN, APPROPRIATING FUNDS THEREFOR AND FOR OTHER PURPOSES. it enacted by the Senate and House of Representatives of the Philippines in Congress assembled: Section 1. Title. - This Act shall be known as the "Philippine Disaster Risk Reduction and Management Act of 2010". Section 2. Declaration of Policy. - It shall be the policy of the State to: (a) Uphold the people's constitutional rights to life and property by addressing the root causes of vulnerabilities to disasters, strengthening the country's institutional capacity for disaster risk reduction and management and building the resilience of local communities to disasters including climate change impacts; (b) Adhere to and adopt the universal norms, principles and standards of humanitarian assistance and the global effort on risk reduction as concrete expression of the country's commitment to overcome human sufferings due to recurring disasters; (c) Incorporate internationally accepted principles of disaster risk management in the creation and implementation of national, regional and local sustainable development and poverty reduction strategies, policies, plans and budgets; (d) Adopt a disaster risk reduction and...
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...batch; centralised; pre-prepared; individual; multi-portion; communications; technology; applications; operational/management requirements; reporting procedures Equipment: specialist; volume; equipment specifications; economics; ergonomics; integration; maintenance and ‘down time’ Contexts: types eg contract catering, events catering, conference and banqueting https://www.blogger.com/blogger.g?blogID=5649485182751853952#editor/src=sidebar LO2 Understand purchasing management for materials, commodities, beverages and equipment Supplier: contract; purchasing specification; monitoring; vendor ratings; implications for organisation Factors influencing choice: factors eg capacity, production issues, reliability, transportation and delivery, discounts, technology applications, contingency arrangements Materials, commodities and equipment: branded/non-labelled; customised; quality; availability; delivery LO3 Be able to produce and critically assess food and beverage preparation plans Plans: staffing levels and abilities; resource issues eg physical, financial; planning meeting Methodology: production schedules and methods; consistency and standardisation of product; technology applications; work flow; estimates; budgets; cleaning programmes; organisational policy Strategies: information sources; legislation; internal/external contacts; communication systems; recording Presentation: types eg traditional, family, silver, plated, individual, multi-portioned, modern, futuristic,...
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...2. Background• United Grain Growers (UGG) is one of the Canada oldest grain distributors in Canada.• The agriculture business was risky. Anything that affected the quantity of grain shipped had a material impact on the firm’s revenues, profits and cash flow.• UGG was still faced with the problem of how to deal with the biggest risk: the weather• UGG has to identify the principal risks of the corporation’s business and ensuring the implementation of appropriate systems to manage these risks. 3. Agriculture and in particular industry was one of civilization’s oldest industries The industry is quite volatile, characterizes by boom and bust cycles, and its roots in the forces of supply and demand in the global market Grain supplies were variable due to natural forces such as pests, disease and weather. 4. To reduce volatility, many countries create policies in Canada for wheat (barley and oats/board gain) regulated by Three largest Canadian Wheat Board (CWB) distributor in that mandated monopsony 1998 were Saskatchewan Wheat Pool, Grain distributor like UGG Agricore, and were important UGG intermediaries between the farmer and the end market. 5. The Canadian agriculture industry was under pressure from several directions, and many farmers disagreed with CWB policies and its In 1995, government monopsony power. Repealed legislation that kept gain transportation cost fixed (and low) for many years, and reviewing other grain transportation and distribution systems. 6...
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...Chapter 9 Summary Majority of Chapter 9, Transportation Risk Management, speaks of the Risk Management Process. The Risk Management Process breaks down into four different categories or steps. These steps, not in any particular type of order, include Risk Review and Monitoring, Risk Identity, Risk Analysis and Risk Management. In step 1, risk identification, the goal is to capture as many transportation disruption risks as possible. Some of the techniques that are used for risk identification include brainstorming, interviews, surveys, historical data and documented knowledge. Brainstorming usually can be identified as meetings that are held with knowledgeable members that participate in conversations that create new thoughts and ideas. During brainstorming, they take the original ideas and help make them into a stronger, complete list of risks. Interviews and surveys differ from brainstorming because they are used to capture transportation risk information from individuals while brainstorming is used upon a group of individuals. Historical data and documented knowledge provide a collection of information about specific transportation activities, service providers and trade lanes. (Coyle, P. 295) Some of the common transportation disruption risks include product loss, product damage, product contamination, delivery delay, supply chain interruption and security breach. Product loss consists of product pilferage, shipment jettison, piracy and hijacking. Product damage contains...
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...Cynthia Orth Strayer University 17 March 2013 Disseminating Organizational IT Security and Troubleshooting Best Practices The organization being analyzed here is a video store that works within a semi-commercial area of a metropolitan city. The video store aims to enhance its overall IT infrastructure and increase security of the videos/hardware/software through the implementation of useful IT infrastructures. The problem, thus, is that there is no real information technology security measure employed in the video shop in terms of user authentication and similar processes. There is very little awareness of the necessary IT security measures amongst the current management heads which is why they need an effective IT security plan and structure to implement to ensure there is no copyright infringement and stealing from their shop. The problem of having no IT infrastructure within the video store is that it directly affects all products and videos that are at the disposal of the customers online as well as on-site. The guidelines associated to the informational security strategy should incorporate contingency actions which will facilitate the video shop to endure any discrepancy or calamity and tackle it audaciously. Actions like incorporating data storage and extraction with the use of data-warehousing and data-mining techniques, preserved paraphernalia, and implementing DBMS-Database Management System are of immense significance for enabling the overall functionality...
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...Table of Contents What are the company’s mission and current strategies? Risk Identifications and Implications Risk Management process Appointment of Risk Management Personnel: Actions of the Risk Management Committee Basic Approach to Internal Controls Business Continuity Management (BCM) at Toyota Risk Organization Risk management system Improve risk management Creation of the Emergency Operation Centre Creation of Global Large-Scale Disaster Countermeasure Committee Improving information telecommunication system in case of an emergency CSR Management Organizational Culture If you were hired as an Advisor: What recommendations or changes would you make? How would you implement these recommendations or changes? What are the company’s mission and current strategies? Toyota has for mission to be the first choice for all customers looking for materials handling solutions and to be widely recognized for their innovative products and services with a total respect for society. Toyota tries to build trust and confidence with their customers by delivering outstanding quality products and services which ass real value to their businesses. Toyota respects the expectations and ambitions of employees, stakeholders and suppliers through a constant search to improve. Toyota aims to achieve long-term and stable growth in harmony with the environment, the global economy, the local communities it serve and its stakeholders. The impact of the high Australia dollar...
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...Business risks facing mining and metals 2012–2013 Organizations that succeed do so because they are best able to optimize the risk and reward equation for both strategic and operational issues. Contents The Ernst & Young business risk radar for mining and metals Executive summary The top 10 business risks 1. Resource nationalism 2. Skills shortage 3. Infrastructure access 4. Cost inflation 5. Capital project execution 6. Social license to operate Editorial — Prospects and perils: facing up to political risks in mining and metals 7. Price and currency volatility 8. Capital management and access 9. Sharing the benefits 10. Fraud and corruption 3 4 10 11 14 17 20 23 26 28 32 35 38 40 Under the radar Getting prepared 42 46 The Ernst & Young business risk radar for mining and metals Up from 2011 Down from 2011 Same as 2011 New entry The risks closest to the center of the radar are those that pose the greatest challenges to the mining and metals sector in 2012 and into 2013. The business risk report Mining and metals 2012–2013 3 Executive summary 4 The business risk report Mining and metals 2012–2013 A more complex and extreme risk environment “The bottom line is that if returns start to wane, then there is a greater imperative for organizations to tightly and more effectively manage their risks to maintain an adequate risk/reward balance.” Mike Elliott Global Mining and Metals Leader, Ernst & Young On the surface, the top...
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...Global Leadership Meeting January Session D Compliance review Ongoing throughout year—once per business CEC Corporate Executive Council Quarterly Session C Organizational staffing and succession review April, May Growth Playbook Long-term business strategy June, July Operating Plan Annual strategy, including budget October, November Session E Environment, Health & Safety Ongoing, 25 sessions per year Risk Committee Review environmental, compliance, liquidity, credit, market and event risks Quarterly Operating System—These regular, annual reviews create a cycle of continuous improvement in areas including compliance, environment, health & safety, and people development. Global Leadership Meeting The annual GLM has been a foundation of GE’s management processes for over 35 years. At this session over 600 of GE’s top leaders from around the world spend two days sharing best practices with each other and learning about Jeff Immelt’s key strategic initiatives for the year. This meeting is followed by breakout meetings among the business and function groups to formulate plans on incorporating the strategic imperatives into their overall business plan for the year. Growth Playbook The Growth Playbook sessions...
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...TABLE OF CONTENTS TOURISM SECTOR BREAD AND PASTRY PRODUCTION NC II | |Page No. | | | | | | | |SECTION 1 BREAD AND PASTRY PRODUCTION NC II QUALIFICATION |1 | | | | | | | |SECTION 2 COMPETENCY STANDARDS | | | | | |Basic Competencies |2 - 13 | |Common Competencies |14 - 28 | |Core Competencies ...
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...Parañaque City A Term Paper Presented to: Edmar Orata Probability by: Jirolyn Fabro Miguel Angelo Rosales March 15, 2012 I - Introduction II - Interpretations III - Etymology IV - History V - Applications 1. Weather Forecasting 2. Batting Average 3. Winning the Lottery 4. VI - Discussion VII - I-Introduction Probability is the ratio of the number of ways an event can occur to the number of possible outcomes. Probability is expressed as a fraction or decimal from 0 to 1. Probability is ordinarily used to describe an attitude of mind towards some proposition of whose truth we are not certain.[1] The proposition of interest is usually of the form "Will a specific event occur?" The attitude of mind is of the form "How certain are we that the event will occur?" The certainty we adopt can be described in terms of a numerical measure and this number, between 0 and 1, we call probability. [2] The higher the probability of an event, the more certain we are that the event will occur. Thus, probability in an applied sense is a measure of the likeliness that a (random) event will occur. The concept has been given an axiomatic mathematical derivation in probability theory, which is used widely in such areas of study as mathematics, statistics, finance, gambling, science, artificial intelligence/machine learning and philosophy to, for example, draw inferences about the likeliness of events. Probability is used to...
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...Risk Management Name: Instructor: Course title: Name of institution: Date: INTRODUCTION Twilight Inc. is a large multinational company that specializes in the production of petroleum products. With its headquarters in Chicago, Illinois, Twilight Inc. has numerous branches throughout the United States of America and in different countries in Europe and Asia. It has employed over 15, 000 people in different capacities and on an annual basis, Twilight Inc. rakes in excess of $1 billion in terms of revenues. The success of this company is demonstrated by the fact that it’s already listed on Wall Street and on the London bourse. Considering the fact that Twilight Inc. is one of the biggest multinationals, it is thus of paramount importance to establish a comprehensive...
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...IMF Country Report No. 15/58 MALAYSIA March 2015 2014 ARTICLE IV CONSULTATION—STAFF REPORT; PRESS RELEASE; AND STATEMENT BY THE EXECUTIVE DIRECTOR FOR MALAYSIA Under Article IV of the IMF’s Articles of Agreement, the IMF holds bilateral discussions with members, usually every year. In the context of the 2014 Article IV consultation with Malaysia, the following documents have been released and are included in this package: The Staff Report prepared by a staff team of the IMF for the Executive Board’s consideration on February 13, 2015, following discussions that ended on November 24, 2014, with the officials of Malaysia on economic developments and policies. Based on information available at the time of these discussions, the staff report was completed on January 23, 2015. An Informational Annex prepared by the IMF. A Press Release summarizing the views of the Executive Board as expressed during its February 13, 2015 consideration of the staff report that concluded the Article IV consultation with Malaysia. A Statement by the Executive Director for Malaysia. The document listed below has been or will be separately released. Selected Issues Paper The policy of publication of staff reports and other documents allows for the deletion of market-sensitive information. Copies of this report are available to the public from International Monetary Fund Publication Services PO Box 92780 Washington, D.C. 20090 Telephone: (202)...
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