Risk Management Presentation

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Presentation on risk management prepared for the Institute of Supply Management Conference in May 2016. Developed by Lora Cecere, Founder of Supply Chain Insights.

Business

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CAN YOU AFFORD
THE RISK?
May 16, 2016

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Disclaimer: I am a Skeptic

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A Social Scientist

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A Fortune-teller of Sorts….

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I Write for the Supply Chain Leader

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Delivering Open Content To The Market

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Descriptors

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Current State

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Business Pain
10

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9 out of 10 Supply Chains are Stuck

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Since 2000, 52 percent of the companies in the Fortune
500 have either gone bankrupt, been acquired, ceased
to exist, or dropped out of the Fortune 500.
Activist campaigns against companies with a market
cap greater than $10 billion has more than doubled
since 2010. Activists won, partially won or settled 73%
of proxy fights in 2014, up from 55% in 2010.

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Dow Chemical Company Performance

Understanding Supply Chain
Organizations

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Current Organizational Design

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Talent Risk

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Centers of Excellence: Focus
Little
Emphasis on
Supplier
Development

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Risk Definition

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Risk Drivers

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Impact on Financial Reporting

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Disruptions

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Shifts in Ocean Cargo

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Characteristics of Top Performers
Most Mature:
• Higher # of
Disruptions
• Focus of
Leadership Team
• Supplier
Monitoring

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Supplier Visibility

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Seeing Beyond the Firewall

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B2B Connectivity

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Corporate Social Responsibility

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• We can outsource our supply chain,
but we cannot outsource risk. We must
own it.
• Issues abound:
• Activism abounds.
• Supplier viability. We have not
owned the network.
• B2B visibility is an issue. We have
made very little progress in
visibility in the last decade.
• Middle-management talent a
growing risk.
• Ports and transportation
infrastructure delays will grow.

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#SCIWEBINAR

2 0 5 5 E . C e n t e n n i a l C i r c l e
T e m p e , AZ 8 5 2 8 4
Lora Cecere
Founder Supply Chain Insights
Lora.Cecere@supplychaininsights.com
617-816-9137
Blog: Supplychainshaman.com
Community: Beetfusion.com
THANK YOU

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Organisational success today depends on effective communication and collaboration with individuals from cultures with varying beliefs and practices. Indeed, with the workforce increasingly comprised of people of varying cultural backgrounds, leaders must now prioritise the significance of cultural competence in the workplace. Ensuring cultural competence at every level of your organisation cannot be understated. While cultural disparities can manifest in different ways, as a leader, you must build deep and nuanced cultural competence skills and education to accurately spot, address and alleviate the various scenarios that can arise. Failing to recognise the importance of cultural competence or not acting to improve it can lead to cultural negligence. There are a few things to consider to ensure your organisation is on the right track. In this deck, you'll understand the importance of building cultural competence in the workplace. You'll also learn • The three (3) dimensions of Cultural Competence in the workplace • Key strategies to build a culturally competent workforce • Major benefits you stand to gain by having a culturally competent team.

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Risk Management Presentation

1. instituteforsupplymanagement.org CAN YOU AFFORD THE RISK? May 16, 2016

2. instituteforsupplymanagement.org Disclaimer: I am a Skeptic

3. instituteforsupplymanagement.org A Social Scientist

4. instituteforsupplymanagement.org A Fortune-teller of Sorts….

5. instituteforsupplymanagement.org I Write for the Supply Chain Leader

6. instituteforsupplymanagement.org Delivering Open Content To The Market

7. Current State

8. instituteforsupplymanagement.org Descriptors

9. instituteforsupplymanagement.org Current State

10. instituteforsupplymanagement.org Business Pain 10

11. instituteforsupplymanagement.org 9 out of 10 Supply Chains are Stuck

12. instituteforsupplymanagement.org Since 2000, 52 percent of the companies in the Fortune 500 have either gone bankrupt, been acquired, ceased to exist, or dropped out of the Fortune 500. Activist campaigns against companies with a market cap greater than $10 billion has more than doubled since 2010. Activists won, partially won or settled 73% of proxy fights in 2014, up from 55% in 2010.

13. instituteforsupplymanagement.org Dow Chemical Company Performance

14. Understanding Supply Chain Organizations

15. instituteforsupplymanagement.org Current Organizational Design

16. instituteforsupplymanagement.org Talent Risk

17. instituteforsupplymanagement.org Centers of Excellence: Focus Little Emphasis on Supplier Development

18. Risk Management

19. instituteforsupplymanagement.org Risk Definition

20. instituteforsupplymanagement.org Risk Drivers

21. instituteforsupplymanagement.org Impact on Financial Reporting

22. instituteforsupplymanagement.org Disruptions

23. instituteforsupplymanagement.org Shifts in Ocean Cargo

24. instituteforsupplymanagement.org Characteristics of Top Performers Most Mature: • Higher # of Disruptions • Focus of Leadership Team • Supplier Monitoring

25. instituteforsupplymanagement.org Current State

26. instituteforsupplymanagement.org Supplier Visibility

27. instituteforsupplymanagement.org Seeing Beyond the Firewall

28. instituteforsupplymanagement.org B2B Connectivity

29. instituteforsupplymanagement.org Corporate Social Responsibility

30. instituteforsupplymanagement.org • We can outsource our supply chain, but we cannot outsource risk. We must own it. • Issues abound: • Activism abounds. • Supplier viability. We have not owned the network. • B2B visibility is an issue. We have made very little progress in visibility in the last decade. • Middle-management talent a growing risk. • Ports and transportation infrastructure delays will grow.

31. instituteforsupplymanagement.org #SCIWEBINAR

32. 2 0 5 5 E . C e n t e n n i a l C i r c l e T e m p e , AZ 8 5 2 8 4 Lora Cecere Founder Supply Chain Insights Lora.Cecere@supplychaininsights.com 617-816-9137 Blog: Supplychainshaman.com Community: Beetfusion.com THANK YOU

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