supply - Blog - Global Risk Community2024-03-29T06:58:52Zhttps://globalriskcommunity.com/profiles/blogs/feed/tag/supplyEverything about Switch Mode Power Supply Transformershttps://globalriskcommunity.com/profiles/blogs/everything-about-switch-mode-power-supply-transformers2020-09-09T11:47:47.000Z2020-09-09T11:47:47.000ZKBV Researchhttps://globalriskcommunity.com/members/KBVResearch<div><p>The ever-growing derive towards smaller and lighter items presents many difficulties for the power supply architects. Specifically, discarding abundance heat created by power semiconductors is turns out to be increasingly troublesome. Subsequently it is significant that the power supply is as small and as proficient as possible, and throughout the years power supply engineers have responded to these difficulties by consistently decreasing the size and improving the productivity of their structures.</p><p></p><p><a href="{{#staticFileLink}}8028339082,original{{/staticFileLink}}" target="_blank"><img src="{{#staticFileLink}}8028339082,original{{/staticFileLink}}" class="align-center" alt="8028339082?profile=original" /></a></p><p>Switching power supplies offer higher efficiencies as well as prominent adaptability to the designer. Ongoing advances in semiconductor, magnetic and passive innovations make the switching power supply a preferred option in the power conversion field.</p><p></p><h2><strong>What are switch mode power supply transformers?</strong></h2><p>A <a href="https://www.kbvresearch.com/switch-mode-power-supply-transformers-market/">switch mode power supply (SMPS)</a> can be considered as an electronic power supply that integrates a changing controller to convert electrical power effectively. Like other power supplies, a SMPS moves power from a DC or AC source (frequently mains power) to DC loads, for example, a PC, while converting voltage and current qualities. Not at all like a linear power supply, the pass transistor of a <br /> switching-mode supply constantly switches between low-dissipation, full-on and full-off states, and invests next to no time in the high dissipation transitions, which limits wasted energy.</p><p></p><p>Regulation of Voltage is accomplished by varying the proportion of on-to-off time (otherwise called duty cycles). Conversely, a linear power supply does the regulation of voltage by constantly dissipating power in the pass transistor. This more powerful conversion proficiency is a significant advantage of a switched mode power supply. Switched mode power supplies may also be majorly smaller and lighter than a linear supply because of the smaller size and weight of the transformer.</p><p></p><p>Switching controllers are utilized as replacements for linear controllers when higher effectiveness, smaller size or lighter weight is needed. They are, however, more complex; their switching currents can cause electrical noise issues if not deliberately suppressed, and simple designs may have a poor power component.</p><h2><strong>Benefits and Limitations of SMPS</strong></h2><p>The primary advantage of the switching power supply is prominent productivity (up to 96%) than linear regulators in light of the fact that the switching transistor dissipates small power when behaving as a switch.</p><p>Other various benefits incorporate smaller size, lower noise, and lighter weight from the elimination of hefty line-frequency transformers, and equivalent generation of the heat. Standby power loss is considerably much less than transformers. The transformer in a switching power supply is also smaller than a customary line recurrence (50 Hz or 60 Hz based on region) transformer, and thus requires smaller amounts of costly crude materials such as copper.</p><p></p><p>Limitations includes significant complexity, the production of high-amplitude, high-frequency energy that the low-pass channel must be able to block to prevent electromagnetic interference (EMI), a ripple voltage at the switching frequency and the harmonic frequencies.</p><p>Extremely low price SMPSs may couple electrical switching noise back onto the mains power line, causing interference with devices associated with a similar phase, for example, A/V equipment. Non-power-factor-corrected SMPSs additionally cause harmonic distortion.</p><p></p><h2><strong>Design of the transformer in SMPS</strong></h2><p>Any type switch mode power supply which takes its power from an AC power line (called a "offline" converter) needs a transformer for galvanic isolation. Some DC-to-DC converters may also incorporate a transformer, in spite of the fact that isolation may not be critical in these cases. Transformers that are associated with SMPS run at high frequencies. The greater part of the cost savings (and space savings) in off-line power supplies result from the smaller size of the high frequencies transformer contrasted with the 50/60 Hz transformers that were used in the past. There are extra structure tradeoffs.</p><p></p><p>The terminal voltage of a transformer is directly proportional to the product of the core zone, frequency and magnetic flux. By utilizing a lot higher frequency, the core area (and so the mass of the core) can be incredibly decreased. However, losses attached with core increment at higher frequencies. Cores by and large use ferrite material that has a low loss at the high frequencies and high flux densities utilized. The laminated iron cores of lower-frequency (<400 Hz) transformers would be unsuitably lossy at switching frequencies of a couple of kilohertz. Additionally, more energy is lost during changes of the swtiching semiconductor at higher frequencies. Moreover, more thoughtfulness regarding the physical format of the circuit board is required as parasitic becomes important, and the amount of electromagnetic interference will be more pronounced.</p><p></p><h2><strong>Overview:</strong></h2><p>Switch Mode Power Supply Transformers market will see a boost in the next few years owing to its various benefits over other available similar technology. Switch mode power supply units (PSUs) in domestic items, for example, PCs frequently have universal inputs, implying that they can acknowledge power from mains supplies throughout the world, though a manual voltage range switch might be needed. Switch-mode power supplies can endure a wide scope of power frequencies and voltages.</p><p></p><p>The capacity of transformers to move and work at a wide range of frequencies lessens the requirement for high frequency transformers. In the same manner, their capacity to have vigorous power conversions makes them ideal for various exceptionally reliable applications, for example, railroad frameworks, industrial machine tools, electric vehicles, security frameworks. Combined with the various use of switching transformers, the various other factors which are already mentioned are projected to boost the demand for switch mode power supply transformers. Additionally, Switch Mode Power Supply transformers offer various other advantageous applications which make them ideal over their counterparts.</p><p> </p></div>When Survival in the Midst of Chaos Calls for Supply Chain Sustainabilityhttps://globalriskcommunity.com/profiles/blogs/when-survival-in-the-midst-of-chaos-calls-for-supply-chain2020-08-15T07:02:27.000Z2020-08-15T07:02:27.000ZJoseph Robinsonhttps://globalriskcommunity.com/members/JosephRobinson808<div><p></p><p>In the modern age, organizations are striving to form a sustainable Supply Chain system to cope with the challenges that are arising. <a href="https://flevy.com/blog/wp-content/uploads/2020/06/pic-1-Supply-Chain-Sustainability-200x300.jpeg" target="_blank"><img src="https://flevy.com/blog/wp-content/uploads/2020/06/pic-1-Supply-Chain-Sustainability-200x300.jpeg?profile=RESIZE_710x" width="200" class="align-right" alt="pic-1-Supply-Chain-Sustainability-200x300.jpeg?profile=RESIZE_710x" /></a>Such issues include the emission of hazardous substances, excessive resource consumption, Supply Chain risks, and complex procedures.</p><p>Through <a href="https://flevy.com/strategic-planning">Strategic Planning</a>, organizations around the globe are adopting strategies to become a sustainable organization. In fact, there is an increasing trend towards organizations adopting sustainable Supply Chain Management practices.</p><h3><strong>Gaining a Foothold on Supply Chain Management</strong></h3><p><a href="https://flevy.com/browse/stream/supply-chain">Supply Chain Management</a> is the design, planning, execution, control, and monitoring of Supply Chain activities. It addresses the fundamental business problem of supplying products to meet demand in a complex and uncertain world.</p><p>Looking at Supply Chain Management, we can see that it draws on the value chain concept of business strategist, Michael Porter. It looks at supply issues at the multi-company level. It creates net value, builds a competitive infrastructure, leverages worldwide logistics, synchronizes supply with demand, and measures performance globally.</p><p>The need for Supply Chain Management came about when shorter product life cycles and greater product variety has increased Supply Chain costs and complexity. And as outsourcing, globalization, and business fragmentation became a common practice, there was now the need for Supply Chain integration. This was further emphasized with the advances in emergent technologies. which created more opportunities for <a href="https://flevy.com/browse/stream/digital-transformation">Digital Transformation</a> within Supply Chains.</p><h3><strong>The 4 Levels of Supply Chain Management Strategies</strong></h3><p>There are <a href="https://flevy.com/browse/flevypro/supply-chain-sustainability-5087">4 Levels of Supply Chain Management Strategies</a>. The first 3 strategies are foundational Supply Chain Strategies.</p><p><a href="https://flevy.com/browse/flevypro/supply-chain-sustainability-5087" target="_blank"><img src="https://flevy.com/blog/wp-content/uploads/2020/06/pic-2-Supply-Chain-Sustainability.png?profile=RESIZE_710x" width="750" class="align-full" alt="pic-2-Supply-Chain-Sustainability.png?profile=RESIZE_710x" /></a></p><p>Before any Supply Chain can be considered sustainable, there are 3 foundational Supply Chain Strategies that need to be undertaken.</p><ol><li><strong>Legal Supply Chain Strategy</strong>. There are a number of legal rules and regulations that need to be followed by organizations. The Supply Chain Strategy must cater to all legal rules. An example is a ruling according to the Restrictions of Hazardous Substances Directive (RoHS) wherein an organization must not rely on the mercury, cadmium, and chromium as they result in huge emission of hazardous substances.</li></ol><ol start="2"><li><strong>Ethical Supply Chain Strategy</strong>. To become an ethically strong organization, it is required that the organization operates with integrity and focus on what is right. The organization could develop a policy that governs the organization’s operations. It is also essential that the Supply Chain quality assurance team that is built complies with ethical sustainability.</li></ol><ol start="2"><li><strong>Responsible Supply Chain Strategy</strong>. To become responsible, the organization could spend resources in compliance with sustainable rules. The organization could set up training and development programs to drive sustainability within the organization. It can also focus on environment-friendly activities to boost its social responsibility.</li></ol><p>Before an organization can become sustainable, significant efforts must be exerted to put the 3 foundational Supply Chain Strategies in place within the organization.</p><h3><strong>Reaching the Level of Sustainability</strong></h3><p><a href="https://flevy.com/browse/flevypro/supply-chain-sustainability-5087">Sustainable Supply Chain Strategy</a> has become increasingly important as more and more organizations are focusing on putting it in place. According to the MIT Slogan Review, over 75% of organizations listed in the S&P 500 reported sustainability reports where it shows that catering up to the responsibility is becoming highly challenging and important. There has been a significant increase and inclination towards sustainability and this depicts the importance of becoming sustainable.</p><p>With the passage of time, it has become evident that organizations around the globe are becoming fond of sustainable considerations.</p><p>Interested in gaining more understanding of <a href="https://flevy.com/browse/flevypro/supply-chain-sustainability-5087">Supply Chain Sustainability</a>? You can learn more and download an <a href="https://flevy.com/browse/flevypro/supply-chain-sustainability-5087">editable PowerPoint about <strong>Supply Chain Sustainability</strong> here</a> on the <a href="https://flevy.com/browse">Flevy documents marketplace</a>.</p><p><strong>Are you a management consultant?</strong></p><p>You can download this and hundreds of other <a href="http://flevy.com/pro/library/frameworks">consulting frameworks</a> and <a href="http://flevy.com/pro/library/consulting">consulting training guides</a> from the <a href="http://flevy.com/pro/library">FlevyPro library</a>.</p></div>The 6 Pillars of Supply Chain Management (SCM) Thinking: A New and Revolutionary Way of Looking at Supply Chain Managementhttps://globalriskcommunity.com/profiles/blogs/the-6-pillars-of-supply-chain-management-scm-thinking-a-new-and-12020-08-03T09:00:00.000Z2020-08-03T09:00:00.000ZJoseph Robinsonhttps://globalriskcommunity.com/members/JosephRobinson808<div><p></p><p>Supply chain thinking used to be limited to the managers of a few global companies—companies that were struggling to coordinate <a href="https://flevy.com/blog/wp-content/uploads/2020/05/pic-1-6-Core-Pillars-of-Supply-Chain-Management-300x200.jpeg" target="_blank"><img src="https://flevy.com/blog/wp-content/uploads/2020/05/pic-1-6-Core-Pillars-of-Supply-Chain-Management-300x200.jpeg?profile=RESIZE_710x" width="300" class="align-right" alt="pic-1-6-Core-Pillars-of-Supply-Chain-Management-300x200.jpeg?profile=RESIZE_710x" /></a>internal information and materials. This, however, led to an exciting boom in cross-business coordination based on <a href="https://flevy.com/browse/stream/supply-chain">Supply Chain Management</a> concepts.</p><p>Today, the field has broadened and shifted over time. Current supply chain trends—differentiation, outsourcing, compression, and collaboration—are being used to restructure supply networks and improve coordination. As more companies integrate their networks, capabilities are improving. The levels of product customization and business complexity are also increasing. As this continues, Supply Chain Management is being used in new ways to create uniquely defined customer relationships anchored on appropriate <a href="https://flevy.com/browse/stream/customer-centric-design">Customer-centric Design</a>.</p><p>The field of Supply Chain Management will continue to influence companies. The best way to understand the impact of a long-term trend is to examine how the trend has changed the way executives view their businesses and what issues they choose to focus on.</p><h3><strong>Rationale Behind Supply Chain Management</strong></h3><p>Supply Chain Management is the design, planning, execution, control, and monitoring of supply chain activities. It is the management of the flow of goods and services. Essentially, Supply Chain Management addresses the fundamental business problems of supplying products to meet demand in a complex and uncertain world.</p><p>Conceptually, Supply Chain Management draws on the value chain concept of business strategist, Michael E. Porter. It conveys the idea of looking at the supply chain issue at the multi-company level.</p><p>As the global business environment becomes more complex and competitive, there have been shorter product life cycles and greater product variety. Due to this, it has increased supply chain costs and complexity. The birth and growth of outsourcing, globalization, and business fragmentation has resulted in a crucial need for supply chain integration. Coupled with advances in information technology, this has led to the creation of greater opportunity for Supply Chain Management.</p><p>Why is Supply Chain Management essential at this time? There is now an increasing need to create net value, build a competitive infrastructure, leverage worldwide logistics, synchronizing supply with demand, and measure performance globally. Only Supply Chain Management has a systematic process to satisfy these increasing demands.</p><p>With the increasing application of Supply Chain Management, there have been shifts in the view of management and influencing <a href="https://flevy.com/browse/stream/strategy-development">Strategy Developmen</a>t.</p><h3><strong>The 6 Core Pillars of Supply Chain Management Thinking</strong></h3><p>The <a href="https://flevy.com/browse/flevypro/6-pillars-of-supply-chain-management-scm-thinking-4378">6 Core Pillars of Supply Chain Management Thinking</a> are the major shifts that have redefined management’s view which is far different from traditional Supply Chain thinking.</p><p><a href="https://flevy.com/browse/flevypro/6-pillars-of-supply-chain-management-scm-thinking-4378" target="_blank"><img src="https://flevy.com/blog/wp-content/uploads/2020/05/pic-2-6-Pillars-of-Supply-Chain-Management-1024x768.png?profile=RESIZE_710x" width="750" class="align-full" alt="pic-2-6-Pillars-of-Supply-Chain-Management-1024x768.png?profile=RESIZE_710x" /></a></p><p>The first Core Pillar is <strong>Multi-company Collaboration</strong>. This is the shift from cross-functional integration to multi-company collaboration. Traditionally, Supply Chain thinking was focused on integrating within their companies. But with the new <a href="https://flevy.com/business-toolkit/supply-chain-management">Supply Chain Management</a> perspective, the focus now is on integrating across companies to coordinate and improve supply.</p><p>With the shift in thinking, what is asked now is how do we coordinate activities across companies, as well as across internal functions, to supply products to the markets. This is a great deviation from the traditional thinking which ask how do we get the various functional areas of the company to work together to supply product to our immediate customers.</p><p>With the first Core Pillar, we get to achieve significant breakthroughs. There are lower supply chain-related costs and improved responsiveness within a chain of companies.</p><p>The very essence of Multi-company Collaboration is rethinking how organizations align goals and make decisions.</p><p>The other Core Pillars are Market Mediation, Demand Focus, Product Design Influence, <a href="https://flevy.com/business-toolkit/business-model-innovation">Business Model Innovation</a>, and Customized Offerings. Each core pillar is considered an enabler that has a vast impact on Supply Chains.</p><p>Interested in gaining more understanding of the <a href="https://flevy.com/browse/flevypro/6-pillars-of-supply-chain-management-scm-thinking-4378">6 pillars of Supply Chain Management (SCM) thinking</a>? You can learn more and download an <a href="https://flevy.com/browse/flevypro/6-pillars-of-supply-chain-management-scm-thinking-4378">editable PowerPoint about the <strong>6 Pillars of Supply Chain Management (SCM) Thinking</strong> here</a> on the <a href="https://flevy.com/browse">Flevy documents marketplace</a>.</p><p><strong>Are you a management consultant?</strong></p><p>You can download this and hundreds of other <a href="http://flevy.com/pro/library/frameworks">consulting frameworks</a> and <a href="http://flevy.com/pro/library/consulting">consulting training guides</a> from the <a href="http://flevy.com/pro/library">FlevyPro library</a>.</p></div>Mastering Strategic Supply Chain Planning: The Pegasus of Strategyhttps://globalriskcommunity.com/profiles/blogs/mastering-strategic-supply-chain-planning-the-pegasus-of-strategy2020-07-31T09:00:00.000Z2020-07-31T09:00:00.000ZJoseph Robinsonhttps://globalriskcommunity.com/members/JosephRobinson808<div><p></p><p><a href="https://flevy.com/browse/flevypro/strategic-supply-chain-planning-4238">Strategic Supply Chain Planning</a> is the "Pegasus of Strategy." It can soar, but it also needs to keep its feet on the ground.<a href="https://flevy.com/blog/wp-content/uploads/2020/05/pic-1-Strategic-Supply-Chain-Planning-300x200.jpg" target="_blank"><img src="https://flevy.com/blog/wp-content/uploads/2020/05/pic-1-Strategic-Supply-Chain-Planning-300x200.jpg?profile=RESIZE_710x" width="300" class="align-right" alt="pic-1-Strategic-Supply-Chain-Planning-300x200.jpg?profile=RESIZE_710x" /></a></p><p>Companies with a global supply chain now need to introduce its strategic left hand to its operational right hand. To make planning more valuable, its strategic supply chain planning needs to combine strategic planning with its tactical supply chain planning. The importance of aligning strategic direction to the supply chain has become of utmost importance.</p><p>Senior Managers formulate strategies to maximize shareholder value. Supply chain planners run optimization models to minimize costs. If scenario planning is combined with supply chain planning, the best of both worlds is achieved. The company can expect to achieve a long-term competitive advantage.</p><p>Strategic Supply Chain Planning provides the framework in selecting projects that best support the organization’s supply chain objectives and strategies. It plays an essential role within the Planning Spectrum.</p><p><strong>The Planning Spectrum</strong></p><p>Within the <a href="https://flevy.com/browse/flevypro/strategic-supply-chain-planning-4238">Planning Continuum</a> are 3 decision-making models of importance to the business.</p><p><a href="https://flevy.com/browse/flevypro/strategic-supply-chain-planning-4238" target="_blank"><img src="https://flevy.com/blog/wp-content/uploads/2020/05/pic-2-Strategic-Supply-Chain-Planning.png?profile=RESIZE_710x" width="750" class="align-full" alt="pic-2-Strategic-Supply-Chain-Planning.png?profile=RESIZE_710x" /></a></p><p>The range of Strategic Planning approaches across the Planning Spectrum depends on the fundamental changes it is focused on. Strategic Planning, Strategic Supply Chain Planning, and Tactical Supply Chain Planning differ in terms of scope of decision making, decision horizon, flexibility to act, and possible tools to use.</p><p>Let us take a look at Strategic Planning. In Strategic Planning, its scope of decision making covers the entire nature of the business. This means that the planning scope covers the reevaluation of the business model.</p><p>When undertaking <a href="https://flevy.com/strategic-planning">Strategic Planning,</a> there are several tools that can be used. Organizations may use the Framework Analysis or lower-level analysis that may entail the use of spreadsheets. Dynamics tools and other simulation tools may also be used.</p><p>If we look at the Strategic Supply Chain Planning, its scope of decision making is more focused or directed. This is undertaken to determine whether there is a need to open or close plants and distribution centers. It is used to determine whether there is a need to modify capacity, change product offerings even the decision to manufacture in-house or to outsource it. Strategic Supply Chain Planning is more directed towards a specific area.</p><p>Once Strategic Supply Chain Planning has been undertaken, it is appropriate to follow this up with <a href="https://flevy.com/browse/flevypro/strategic-supply-chain-planning-4238">Tactical Supply Chain Planning</a>. It is at this point wherein organizations now have to plan out and determine which plant should produce what product over the coming months depending on the demand forecast.</p><p>When undertaking the Planning Spectrum, it is best to understand the scope of decision making of each planning approach for organizations to achieve the best results.</p><h3><strong>Other Organizational-based Tools</strong></h3><p>The 3 Planning approaches have demonstrated effective use of organization-based tools to maximize results and impact. One is the use of Optimization Models for Strategic Supply Chain Planning. The Optimization Model has been known to have been applied effectively by corporations such as Baxter International, Inc., Pet Inc., and GM.</p><p>Baxter International, Inc. has been successful in using SAILS or Strategic Analysis of Integrated Logistics Systems. It has been used to evaluate consolidated approaches. Pet Inc was able to used SAILS to assess supply chain synergies from 2 potential acquisitions.</p><p>The use of the Optimization Model in Strategic Supply Chain Planning and Tactical Supply Chain Planning differs both in design and use. Hence, it is essential for organizations to have a good understanding of the Planning Spectrum to effectively integrate to use the Optimization Model.</p><p>Interested in gaining more understanding of <a href="https://flevy.com/browse/flevypro/strategic-supply-chain-planning-4238">Strategic Supply Chain Planning</a>? You can learn more and download an <a href="https://flevy.com/browse/flevypro/strategic-supply-chain-planning-4238">editable PowerPoint about <strong>Strategic Supply Chain Planning</strong> here on the Flevy documents marketplace</a>.</p><p><strong>Are you a management consultant?</strong></p><p>You can download this and hundreds of other <a href="http://flevy.com/pro/library/frameworks">consulting frameworks</a> and <a href="http://flevy.com/pro/library/consulting">consulting training guides</a> from the <a href="http://flevy.com/pro/library">FlevyPro library</a>.</p></div>In the Midst of COVID-19, Is Your Supply Chain Resilient?https://globalriskcommunity.com/profiles/blogs/in-the-midst-of-covid-19-is-your-supply-chain-resilient2020-07-18T05:38:42.000Z2020-07-18T05:38:42.000ZJoseph Robinsonhttps://globalriskcommunity.com/members/JosephRobinson808<div><p></p><p><a href="https://flevy.com/browse/flevypro/supply-chain-resiliency-4147">Supply Chain Resiliency</a> is the capability of the Supply Chain to be prepared for unexpected risk events. It is the Supply Chain’s ability <a href="https://flevy.com/blog/wp-content/uploads/2020/05/pic-1-Supply-Chain-Resiliency-200x300.jpeg" target="_blank"><img src="https://flevy.com/blog/wp-content/uploads/2020/05/pic-1-Supply-Chain-Resiliency-200x300.jpeg?profile=RESIZE_710x" width="200" class="align-right" alt="pic-1-Supply-Chain-Resiliency-200x300.jpeg?profile=RESIZE_710x" /></a>to respond and recover quickly to potential disruptions. It can return to its original situation or grow by moving to a new, more desirable state in order to increase customer service, market share, and financial performance.</p><p>Resilience is currently an increasing concern in the Supply Chain caused by globalization. The Supply Chain is globally being subject to diverse types of disturbances. The largest disruption so far in the global Supply Chain in modern history was the earthquake and tsunami in Japan in March 2011. With the rising level of logistical complexity, the resiliency of the Supply Chain has not kept pace. These disturbances need to be handled in the right way, compelling the use of tools and approaches that can support resilient Supply Chain decisions.</p><p>With the onset of the COVID-19 pandemic, resiliency in the Supply Chain is further emphasized.</p><h3><strong>Understanding Supply Chain Resilience</strong><strong> </strong></h3><p>The risk of Supply Chain disruption is increasing. A recent study by Aon Risk Solutions showed that the percentage of global companies reporting a loss of income due to a Supply Chain disruption increased from 28% in 2011 to 42% in 2013. The MIT Scale Network Study further showed that many large companies are unable to create contingency rules and procedures for operations during a complex, high-risk event.</p><p>According to the MIT study, approximately 60% of surveyed managers either do not actively work on Supply Chain risk management or do not consider their company’s risk management practice effective. Managers have been found to be lacking in a framework that will guide them in the deployment of risk management practices. In fact, it has been noted that there is little understanding of risks resulting in a lack of knowledge of what kind of framework fits a particular Supply Chain dynamics.</p><p>For <a href="https://flevy.com/business-toolkit/supply-chain-management">Supply Chain Management</a> to keep up with the increasing level of logistical complexity, there is a need to reconfigure the Supply Chain.</p><h3><strong>The 5-phase Approach to Supply Chain Resilience</strong></h3><p>In 2005, Cisco had difficulty coping when Hurricane Katrina struck. The Supply Chain performance level was not maintained to cope with the sudden surge in orders for new equipment to replace damaged telecommunication infrastructure. The Cisco teams cannot locate all products in the Supply Chain or understand the financial impact of emergency sales. However, in 2011, that was a turning point for Cisco. Cisco had deployed a very solid Supply Chain resiliency program that addressed the impact of external vulnerabilities and the aftereffects it caused to the Supply Chain.</p><p>Cisco has succeeded by executing a <a href="https://flevy.com/browse/flevypro/supply-chain-resiliency-4147">5-phase approach to Supply Chain Resiliency</a>.</p><p><a href="https://flevy.com/browse/flevypro/supply-chain-resiliency-4147" target="_blank"><img src="https://flevy.com/blog/wp-content/uploads/2020/05/pic-2-Supply-Chain-Resiliency.png?profile=RESIZE_710x" width="750" class="align-full" alt="pic-2-Supply-Chain-Resiliency.png?profile=RESIZE_710x" /></a></p><p>In reconfiguring its Supply Chain to make it more resilient, Cisco first identified its strategic objectives.</p><p><strong>Phase 1: Identify Strategic Objectives</strong>. The first phase is focused on identifying competitive priorities for particular product categories. It matches priorities with Supply Chain capabilities.</p><p>Through <a href="https://flevy.com/strategic-planning">Strategic Planning</a>, Cisco was able to build its competitive advantage which depended on its ability to match global opportunities to outsource production with global market opportunities. This is known as the Cisco Lean Model.</p><p><strong>Phase 2: Mapping Supply Chain Vulnerabilities.</strong> This focused on understanding the company’s vulnerabilities. Supply Chains are vulnerable on many fronts—political upheavals, regulatory compliance mandates, increasing economic uncertainty, natural disasters, etc. Being aware of the vulnerabilities will enable the organization to come up with the appropriate design to achieve Supply Chain Resiliency.</p><p>In undertaking the second phase, Cisco focused on supporting a responsible global Supply Chain characterized by product differentiation, high value, and high margins. Mitigation measures were also implemented to make a resilient Supply Chain.</p><p>With the 5-phase approach, Cisco was able to achieve a resilient Supply Chain capable of effectively managing disruptions. It has also prepared them in addressing risk management warning signs and deploying the appropriate reactive tools to every kind of significantly disruptive event.</p><p>Interested in gaining more understanding of <a href="https://flevy.com/browse/flevypro/supply-chain-resiliency-4147">Supply Chain Resiliency</a>? You can learn more and download an <a href="https://flevy.com/browse/flevypro/supply-chain-resiliency-4147">editable PowerPoint about <strong>Supply Chain Resiliency</strong> here on the Flevy documents marketplace</a>.</p><p><strong>Are you a management consultant?</strong></p><p>You can download this and hundreds of other <a href="http://flevy.com/pro/library/frameworks">consulting frameworks</a> and <a href="http://flevy.com/pro/library/consulting">consulting training guides</a> from the <a href="http://flevy.com/pro/library">FlevyPro library</a>.</p></div>Data Center Rack Power Distribution Units and Future Trendshttps://globalriskcommunity.com/profiles/blogs/data-center-rack-power-distribution-units-and-future-trends2020-07-17T07:02:35.000Z2020-07-17T07:02:35.000ZKBV Researchhttps://globalriskcommunity.com/members/KBVResearch<div><p>Now, more than ever, there is a growing demand for the establishment of effective and efficient data centers. An important factor determining the efficiency of a data center is its power distribution units and how the servers and devices are powered in a data center.</p><p></p><p><a href="{{#staticFileLink}}8028329673,original{{/staticFileLink}}" target="_blank"><img src="{{#staticFileLink}}8028329673,original{{/staticFileLink}}" class="align-center" alt="8028329673?profile=original" /></a></p><p></p><p>Power distribution units are power strips that transmit and control power in a data center. While this may sound simplistic, the functionalities of the <a href="https://www.kbvresearch.com/data-center-rack-power-distribution-unit-market/">data center rack power distribution unit</a> have evolved over the years. Not only do they transmit electricity, but they also provide data on resource usage for use in a data center. This information can be used to understand how power is being used efficiently in the data center.</p><p></p><h2><strong>What is the data center rack power distribution unit?</strong></h2><p>The Power Distribution Unit (PDU) or Mains Distribution Unit (MDU) is a system with several outputs designed to distribute electrical power, in particular to computer rack and network equipment installed within a data center. Data centers face challenges in the field of power protection and management strategies. That's why many data centers rely on PDU monitoring to improve efficiency, uptime, and growth.</p><p></p><p>PDUs range from basic and inexpensive rack-mounted power strips to larger floor-mounted PDUs with several features like power filtering to improve power efficiency, intelligent load balancing, and remote LAN or SNMP monitoring and control. This type of PDU placement offers intelligent features such as inlet, outlet, and PDU power metering and support for environmental sensors.</p><p></p><p>The newer generation of intelligent PDUs allows for IP consolidation, which ensures that multiple PDUs can be connected in an array under a single IP address. Next-generation versions also provide connectivity with electronic locks, including the ability to network and manage PDUs and locks with the same appliance.</p><p></p><h2><strong>The progressive demand for data centers</strong></h2><p>The data center is central to the activities of the organization. It is a repository for most enterprise-critical applications where most company data is stored, processed, and disseminated to consumers. Most data centers use battery-based emergency power supplies that can cover for short-term power outages and bigger generators that can supply power in the case of longer commercial power outages. As 5G-fueled hyperconnectivity expands business networks and moves data production to the edge, technology leaders and engineers need to re-imagine the data center to remain in the race. Data center rack intelligence is utterly critical to business success.</p><p></p><h2><strong>Importance of data center racks</strong></h2><p>When it comes to moving equipment to a placement facility, it's important to consider how much room would be required to accommodate all of the infrastructures. It would be a fairly simple process, but it may be more difficult if the existing server equipment is not well organized or deployed. For many on-site applications, the IT infrastructure may be very disorganized and poorly documented. This is why auditing equipment is one of the most important steps in the migration planning process.</p><p></p><p>Assessing data center rack needs requires more than simply making sure there is enough room for server equipment to be installed. Power distribution is also critical because some servers can need a lot more power than others. Just because the cabinet has 42U of space doesn't necessarily mean that it can accommodate a lot of equipment. Cabinet capacity is limited by power delivery cables, so running so many servers in a cabinet could end up blowing a fuse.</p><p></p><p>The server cabinets today support a significantly higher power density than in the past. Although the typical cabinet used only about 3-5kW of electricity, the newer cabinets support more than 10kW on average. In a hyperscale facility with a more robust power system, it is not uncommon to see high-density racks capable of serving workloads of about 30-40 kW. If a facility supports high-density deployments, it might make sense to invest in newer blade-style servers to reduce the amount of space needed to provide the same level of computing power.</p><p></p><h2><strong>Why is there a need for a data center rack power distribution unit?</strong></h2><p>The most critical feature of modern PDUs is their ability to control and manage energy consumption in a data center. Armed with information such as power use from the power strip outlet, you can make informed choices that can help you maximize the power output of your data center. By finding areas in your data center that require easy rearrangement of devices for more effective power usage, you can be prepared for better capacity planning.</p><p></p><p>By monitoring device-level power usage, you can determine where much of your power is consumed, and analyze if the unit is highly significant to be used given its high power consumption. With companies around the world focusing on being more eco-friendly and governments introducing laws to reduce environmental impact, your organization's data center needs to consume as little power as possible to remain competitive.</p><p></p><h2><strong>Trends that mark the adoption rate of data center rack PDUs</strong></h2><h3><strong>The growing inclination among collocation service providers</strong></h3><p>The increasing demand for scalable data centers, the reduction of overall IT expenditure, and the increasing complexity of data centers are increasing the demand for data placement services. The collocation services of the data center ensure that the daily data demand is managed scalable and cost-effectively. This acts as one of the main drivers of the market for data center collocation.</p><p></p><p>Data center collocation end-users include small and medium-sized enterprises and large enterprises, which are expected to have the largest market share in the forecast period. Large-sized enterprises are inclined to offer collocation services because they can lease large areas and meet their power and computing requirements. Collocation services help large organizations to better manage the infrastructure of the data center. These services also support business continuity as a result of their disaster recovery benefits.</p><p></p><h3><strong>The increasing procurement of metered PDUs</strong></h3><p>Requirements for data centers are increasing, while space and budgets are declining. Since data center workers are obligated to be more efficient, they turn to PDUs. A metered PDU offers the possibility to conserve resources at a granular level – money, staff hours, and space, thus enabling employees to focus on more strategic tasks. The cost of regulating the temperature of a data center can be absorbed by the operating budget. Modern hot-air containment solutions help to minimize costs, but lower operating temperatures for legacy rackmount PDUs mean that they can only help a lot.</p><p></p><p>Newer meter rack PDUs have a higher operating temperature – up to 140°/60°C – which means a significant reduction in the cooling costs of the facility. The downtime caused by the plug being knocked out of place is an incident that occurs too frequently in data centers. Most rack PDUs rely on external plugs or cable trays to secure plugs. While these prevention methods are effective, they require additional time from staff and represent additional costs. Next-generation metered rack PDUs provide built-in IEC outlet grips that have the same protection without the need for proprietary power cords or cumbersome additions.</p><p></p><h2><strong>To sum up</strong></h2><p>The Power Distribution Unit (PDU) is a system that provides a power supply to the servers. Theoretically, this device looks simple and does no better than the alternating current distribution board conventionally referred to as ACDB. To a large extent, this can be a correct interpretation. But, as we start looking at the finer details of this language, we may understand that it is not at all a very easy subject. In particular with the application perspective, it is a very important facility in the data center. Apart from providing continuous loading power, this equipment can add a great deal of value to the entire system.</p><p></p><p><strong>Free Valuable Insights:</strong> <a href="https://www.kbvresearch.com/news/data-center-rack-power-distribution-unit-market/">Global Data Center Rack Power Distribution Unit (PDU) Market to reach a market size of USD 2.4 billion by 2026</a></p><p></p><p>The world around us is evolving every day, and these developments are forcing all of us to discover new ways to adapt and transition towards a future powered by technology. To businesses, this involves partnering with organizations delivering the newest technology-backed tools to help them solve the challenges they face in today's ever-changing world. For data centers empowering these companies, this means embracing new technologies and improving the design concept to help them mitigate the concerns of their customers while at the same time improving the services they provide to them.</p></div>Supply Chain Information Disclosure Strategy: 8 Key Stepshttps://globalriskcommunity.com/profiles/blogs/supply-chain-information-disclosure-strategy-8-key-steps2020-07-04T18:30:00.000Z2020-07-04T18:30:00.000ZMark Bridgeshttps://globalriskcommunity.com/members/MarkBridges<div><p><a href="{{#staticFileLink}}8028327897,original{{/staticFileLink}}" target="_blank"><img class="align-right" src="{{#staticFileLink}}8028327897,original{{/staticFileLink}}" alt="8028327897?profile=original" width="350" /></a><a href="https://flevy.com/browse/stream/supply-chain">Supply Chain Management</a> is getting more and more complex. The pressure on the Supply Chain information to be made public is also increasing day by day. With the popularity and widespread use of social media, it has become more and more difficult for organizations to hide information pertaining to supply chain practices, employees’ treatment, suppliers’ processes, or waste materials generated that could affect the environment. Social media often publicizes negative reports on companies’ supply chain practices—its best to have a robust information disclosure strategy before anything like that ever happens.</p><p>Executives must appreciate these external forces and information transparency demands, and react proactively to build and maintain competitive advantage for their organization. They need to be able to, first, accurately predict the data requirements of various stakeholders and then unanimously decide on the type and frequency of the information to be shared. A reactive information disclosure strategy is less time and planning intensive, but it does limit the chances of first-mover advantage over competition.</p><p>Supply Chain information can be classified into 4 categories:</p><ul><li><strong>Critical</strong></li><li><strong>Strategic</strong></li><li><strong>Non-critical</strong></li><li><strong>Optional</strong></li></ul><h4><strong>Critical Information</strong></h4><p>Organizations using this information category know that they have certain glitches in their Supply Chains that could potentially be a source of criticism from NGOs and the media and may bear adverse effects on their reputation. This includes information concerning unhygienic or inferior quality products; unfair supply chain practices; or environmental problems.</p><h4><strong>Strategic Information</strong></h4><p>Even though stakeholders do not ask for this information, this information category is considered strategic as disclosing this data can boost brand value and product differentiation. The strategic information category is high value to the organization but is low on risks for the supply chain. For example, in the beauty, fashion or food products industry, sharing information about organic ingredients may be instrumental in achieving product differentiation and brand reputation.</p><h4><strong>Noncritical Information</strong></h4><p>Disclosure of this information category is typically un-called for and has negligible effects on brand value. This information category has low value for the company and has low risks for the Supply Chain. For instance, needlessly sharing child labor data in regions with actively enforced child welfare laws.</p><h4><strong>Optional Information</strong></h4><p>This information category is a matter of internal supply chain consideration and has no bearing on the customer. The optional information category is low value to the organization and is actually highly risky for the Supply Chain. For instance, potential quality issues and defects in the supply chain that are identified and resolved during quality control, and do not affect the finished product.</p><p>There isn’t a one-size-fits-all strategy that organizations can adopt to ensure a viable and high-quality <a href="https://flevy.com/browse/flevypro/supply-chain-disclosure-strategy-5114">Supply Chain Information Disclosure</a>. However, the approach needs to be evolving based on individual circumstances. Senior executives should promptly respond to public inquiries, ensure fair treatment of employees, and guarantee compliance with basic human rights to protect their organizations’ reputation. Experts suggest the following 8-phase approach to address and improve Supply Chain Information Disclosure.</p><p><a href="https://flevy.com/browse/flevypro/supply-chain-disclosure-strategy-5114"><img class="aligncenter size-full wp-image-6918" src="https://flevy.com/blog/wp-content/uploads/2020/06/Supply-Chain-Disclosure-Strategy.png" alt="" width="1200" height="1080" /></a></p><p><strong>Appreciate the criticality of Supply Chain information disclosure</strong></p><p>The first step is to analyze the forces that demand increased supply chain transparency and ascertain the importance and priority of information for the stakeholders. Once it is established, the leadership must take actions to address the information requirements of key stakeholders.</p><p><strong>Appraise Supply Chain data collection abilities and resource requirements</strong></p><p>The next step is to assess the competence of the organization—and that of the suppliers—to gather quality supply chain data. The executives should also evaluate the costs and resource requirements to enable improved information disclosure.</p><p><strong>Determine the existing and desired levels of Supply Chain information</strong></p><p>The third step is to ascertain the existing knowledge of supply chain information among the executives and suppliers. The leadership needs to identify the desired levels of supply chain data collection and sharing capabilities, and invest to fill any gaps between the existing and desired supply chain data collection and sharing competencies.</p><p>Interested in learning more about the remaining phases of the <a href="https://flevy.com/browse/flevypro/supply-chain-disclosure-strategy-5114">Supply Chain Information Disclosure Strategy</a>? You can download <a href="https://flevy.com/browse/flevypro/supply-chain-disclosure-strategy-5114"><u>an editable PowerPoint on</u> <strong><u>Supply Chain Disclosure Strategy</u></strong> <u>here</u></a> on the <a href="https://flevy.com/browse">Flevy documents marketplace</a>.</p><h3><strong>Are you a Management Consultant?</strong></h3><p>You can download this and hundreds of other <a href="http://flevy.com/pro/library/frameworks">consulting frameworks</a> and <a href="http://flevy.com/pro/library/consulting">consulting training guides</a> from the <a href="http://flevy.com/pro/library">FlevyPro library</a>.</p></div>The 6 Pillars of Supply Chain Management (SCM) Thinking: A New and Revolutionary Way of Looking at Supply Chain Managementhttps://globalriskcommunity.com/profiles/blogs/the-6-pillars-of-supply-chain-management-scm-thinking-a-new-and2020-07-04T06:23:52.000Z2020-07-04T06:23:52.000ZJoseph Robinsonhttps://globalriskcommunity.com/members/JosephRobinson808<div><p></p><p>Supply chain thinking used to be limited to the managers of a few global companies—companies that were struggling to coordinate <a href="https://flevy.com/blog/wp-content/uploads/2020/05/pic-1-6-Core-Pillars-of-Supply-Chain-Management-300x200.jpeg" target="_blank"><img src="https://flevy.com/blog/wp-content/uploads/2020/05/pic-1-6-Core-Pillars-of-Supply-Chain-Management-300x200.jpeg?profile=RESIZE_710x" width="300" class="align-right" alt="pic-1-6-Core-Pillars-of-Supply-Chain-Management-300x200.jpeg?profile=RESIZE_710x" /></a>internal information and materials. This, however, led to an exciting boom in cross-business coordination based on <a href="https://flevy.com/browse/stream/supply-chain">Supply Chain Management</a> concepts.</p><p>Today, the field has broadened and shifted over time. Current supply chain trends—differentiation, outsourcing, compression, and collaboration—are being used to restructure supply networks and improve coordination. As more companies integrate their networks, capabilities are improving. The levels of product customization and business complexity are also increasing. As this continues, Supply Chain Management is being used in new ways to create uniquely defined customer relationships anchored on appropriate <a href="https://flevy.com/browse/stream/customer-centric-design">Customer-centric Design</a>.</p><p>The field of Supply Chain Management will continue to influence companies. The best way to understand the impact of a long-term trend is to examine how the trend has changed the way executives view their businesses and what issues they choose to focus on.</p><h3><strong>Rationale Behind Supply Chain Management</strong></h3><p>Supply Chain Management is the design, planning, execution, control, and monitoring of supply chain activities. It is the management of the flow of goods and services. Essentially, Supply Chain Management addresses the fundamental business problems of supplying products to meet demand in a complex and uncertain world.</p><p>Conceptually, Supply Chain Management draws on the value chain concept of business strategist, Michael E. Porter. It conveys the idea of looking at the supply chain issue at the multi-company level.</p><p>As the global business environment becomes more complex and competitive, there have been shorter product life cycles and greater product variety. Due to this, it has increased supply chain costs and complexity. The birth and growth of outsourcing, globalization, and business fragmentation has resulted in a crucial need for supply chain integration. Coupled with advances in information technology, this has led to the creation of greater opportunity for Supply Chain Management.</p><p>Why is Supply Chain Management essential at this time? There is now an increasing need to create net value, build a competitive infrastructure, leverage worldwide logistics, synchronizing supply with demand, and measure performance globally. Only Supply Chain Management has a systematic process to satisfy these increasing demands.</p><p>With the increasing application of Supply Chain Management, there have been shifts in the view of management and influencing <a href="https://flevy.com/browse/stream/strategy-development">Strategy Developmen</a>t.</p><h3><strong>The 6 Core Pillars of Supply Chain Management Thinking</strong></h3><p>The <a href="https://flevy.com/browse/flevypro/6-pillars-of-supply-chain-management-scm-thinking-4378">6 Core Pillars of Supply Chain Management Thinking</a> are the major shifts that have redefined management’s view which is far different from traditional Supply Chain thinking.</p><p><a href="https://flevy.com/browse/flevypro/6-pillars-of-supply-chain-management-scm-thinking-4378" target="_blank"><img src="https://flevy.com/blog/wp-content/uploads/2020/05/pic-2-6-Pillars-of-Supply-Chain-Management-1024x768.png?profile=RESIZE_710x" width="750" class="align-full" alt="pic-2-6-Pillars-of-Supply-Chain-Management-1024x768.png?profile=RESIZE_710x" /></a></p><p>The first Core Pillar is <strong>Multi-company Collaboration</strong>. This is the shift from cross-functional integration to multi-company collaboration. Traditionally, Supply Chain thinking was focused on integrating within their companies. But with the new <a href="https://flevy.com/business-toolkit/supply-chain-management">Supply Chain Management</a> perspective, the focus now is on integrating across companies to coordinate and improve supply.</p><p>With the shift in thinking, what is asked now is how do we coordinate activities across companies, as well as across internal functions, to supply products to the markets. This is a great deviation from the traditional thinking which ask how do we get the various functional areas of the company to work together to supply product to our immediate customers.</p><p>With the first Core Pillar, we get to achieve significant breakthroughs. There are lower supply chain-related costs and improved responsiveness within a chain of companies.</p><p>The very essence of Multi-company Collaboration is rethinking how organizations align goals and make decisions.</p><p>The other Core Pillars are Market Mediation, Demand Focus, Product Design Influence, <a href="https://flevy.com/business-toolkit/business-model-innovation">Business Model Innovation</a>, and Customized Offerings. Each core pillar is considered an enabler that has a vast impact on Supply Chains.</p><p>Interested in gaining more understanding of the <a href="https://flevy.com/browse/flevypro/6-pillars-of-supply-chain-management-scm-thinking-4378">6 pillars of Supply Chain Management (SCM) thinking</a>? You can learn more and download an <a href="https://flevy.com/browse/flevypro/6-pillars-of-supply-chain-management-scm-thinking-4378">editable PowerPoint about the <strong>6 Pillars of Supply Chain Management (SCM) Thinking</strong> here</a> on the <a href="https://flevy.com/browse">Flevy documents marketplace</a>.</p><p><strong>Are you a management consultant?</strong></p><p>You can download this and hundreds of other <a href="http://flevy.com/pro/library/frameworks">consulting frameworks</a> and <a href="http://flevy.com/pro/library/consulting">consulting training guides</a> from the <a href="http://flevy.com/pro/library">FlevyPro library</a>.</p></div>Which Supply Chain Information Transparency Strategy You Should Select for Your Information Disclosure Needs?https://globalriskcommunity.com/profiles/blogs/which-supply-chain-information-transparency-strategy-you-should2020-06-12T20:32:16.000Z2020-06-12T20:32:16.000ZMark Bridgeshttps://globalriskcommunity.com/members/MarkBridges<div><p><a href="{{#staticFileLink}}8028321065,original{{/staticFileLink}}" target="_blank"><img class="align-right" src="{{#staticFileLink}}8028321065,original{{/staticFileLink}}" alt="8028321065?profile=original" width="350" /></a><a href="https://flevy.com/browse/stream/supply-chain">Supply Chain Management</a> across industries has become way too complicated and globalized today. Since the popularity and use of Social Media has grown, organizations are increasingly getting under pressure to disclose their information publicly. This pressure on information transparency has reached a level where external stakeholders expect to know the details of an organization’s Supply Chain practices much more than what is typically required to disclose legally.</p><p>Executives are finding it hard to deal with this situation. A majority of them have a limited understanding of the salient features and capabilities of their own Supply Chains, lack the expertise to gather and report Supply Chain data, and fail to develop a <a href="https://flevy.com/browse/flevypro/supply-chain-information-transparency-strategy-5098">Supply Chain Information Disclosure Strategy</a>.</p><p>To begin with, they need to first realize the forces that are pushing this trend for information transparency—government regulations, laws, competitors’ best practices, and non-governmental organizations (NGOs). NGOs often highlight media campaigns to expose poor Supply Chain practices carried out by organizations. These campaigns may have adverse effects on brand reputation.</p><p>Once a fair understanding of these forces has been established, only then executives can develop approaches to deal with these information transparency trends effectively.</p><h3><strong>Supply Chain Information Categories</strong></h3><p>The growing demand and understanding of organizations to make Supply Chain information transparent warrants them to have an in-depth know how of what is required to accomplish this and the constraints therein—e.g., their data collection capabilities, the resources required to establish reporting systems, the technology requisites, and clearly defined standards for reporting systems.</p><p>Supply Chain Management experts identify 4 categories of Supply Chain information that organizations can publicly disclose:</p><ol><li><strong>Supply Chain Membership</strong></li><li><strong>Provenance</strong></li><li><strong>Environmental Information</strong></li><li><strong>Social Information</strong></li></ol><p><a href="https://flevy.com/browse/flevypro/supply-chain-information-transparency-strategy-5098"><img class="aligncenter size-full wp-image-6871" src="https://flevy.com/blog/wp-content/uploads/2020/06/Supply-Chain-Information-Transparency-Strategy.png" alt="" width="962" height="722" /></a></p><h4><strong>1. Supply Chain Membership</strong></h4><p>This category pertains to information related to the suppliers. It includes basic supplier information, e.g., the names of first-tier direct suppliers and supplier locations. For instance, Nike shares a list of its global suppliers for the entire product range with names, locations, workforce composition, and subcontracting status of every supplier.</p><h4><strong>2. Provenance</strong></h4><p>This category entails information related to ensuring compliance of materials used to produce products with regulatory standards. Specifically, this includes source (material) locations, material extraction practices, and compliance with safety and quality standards.</p><h4><strong>3. Environmental Information</strong></h4><p>This category pertains to reports on environmental measures, including carbon and energy usage levels, water use, air pollution, and levels of waste in the Supply Chain.</p><h4><strong>4. Social Information</strong></h4><p>This category entails reports on labor policies (health & safety conditions, work hours), human rights data, and social impacts of the Supply Chain (community involvement and development work).</p><h3><strong>Supply Chain Information Transparency Strategies</strong></h3><p>There is no one-size-fits-all approach to information disclosure that suits every firm. Once senior management has evaluated the leading best practices on types of Supply Chain information that can be shared publicly, their emphasis should be on determining and agreeing on the level of Supply Chain information disclosure that is ideal for their organization. Senior executives can select a viable strategy from the following 4 typical <a href="https://flevy.com/browse/flevypro/supply-chain-information-transparency-strategy-5098">Supply Chain Information Disclosure Strategies</a>:</p><ol><li><strong>Transparent</strong></li><li><strong>Secret</strong></li><li><strong>Distracting</strong></li><li><strong>Withheld</strong></li></ol><h4><strong>Transparent</strong></h4><p>This strategy involves maximum public availability of all Supply Chain information. Companies following the “Transparent” strategy regard information disclosure as a core competence. They take full disclosure of their Supply Chain information as a commitment to satisfy external stakeholders.</p><p>For instance, Nike was criticized throughout the 1990s for poor working conditions in its Supply Chain, but now it is recognized as a leader for its responsible supply chain membership, provenance, environmental, and social sustainability information disclosure.</p><p>Interested in learning more about the remaining <a href="https://flevy.com/browse/flevypro/supply-chain-information-transparency-strategy-5098">Supply Chain Information Transparency Strategies</a>? You can download <a href="https://flevy.com/browse/flevypro/supply-chain-information-transparency-strategy-5098"><u>an editable PowerPoint on <strong>Supply Chain Information Transparency Strategies</strong> here</u></a> on the <a href="https://flevy.com/browse">Flevy documents marketplace</a>.</p><h3><strong>Are you a Management Consultant?</strong></h3><p>You can download this and hundreds of other <a href="http://flevy.com/pro/library/frameworks">consulting frameworks</a> and <a href="http://flevy.com/pro/library/consulting">consulting training guides</a> from the <a href="http://flevy.com/pro/library">FlevyPro library</a>.</p></div>India’s Polystyrene Demand is Projected to Achieve a CAGR 5.5% by 2030https://globalriskcommunity.com/profiles/blogs/india-s-polystyrene-demand-is-projected-to-achieve-a-cagr-5-5-by2020-05-26T15:00:00.000Z2020-05-26T15:00:00.000ZChemAnalysthttps://globalriskcommunity.com/members/ChemAnalyst<div><p>According to ChemAnalyst report, “<strong>India Polystyrene Market: Plant Capacity, Production, Operating Efficiency, Demand & Supply, End Use, Type, Distribution Channel, Region, Competition, Trade, Customer & Price Intelligence Market Analysis, 2015-2030”,</strong> India’s Polystyrene market is expected to grow at a healthy CAGR of 5.5% during the forecast period due to increasing Polystyrene utilization in food packaging applications and take-away containers backed by country’s strongly growing restaurant food chains and expansion of FMCG sector. Moreover, increasing Indian government initiatives like Make in India scheme and continuous investments in expanding the country’s ACE (Appliances and Consumer Electronics) industry are likely to propel the Polystyrene demand during the forecast period.</p><p><strong>Browse the Complete Report :</strong> <a href="https://www.chemanalyst.com/industry-report/india-polystyrene-market-68"><strong>India Polystyrene (PS) Price</strong></a></p><p>Polystyrene (PS) is a thermoplastic known to possess excellent electrical and mechanical properties. Because of its easy processability, Polystyrene finds varied applications from thin-film packaging to electronic goods. Packaging is one of the key uses of polystyrene which holds a significant share (about 25%) in the country’s overall Polystyrene demand. The report has segmented the India’s Polystyrene market into two types-General-Purpose Polystyrene (GPPS) and High-Impact Polystyrene (HIPS). Both being FDA complaint, are widely used in the food packaging sector. General purpose PS is a low-cost, completely transparent, and rigid Polystyrene, commonly used for manufacturing disposable utensils, cutleries and various other consumer durables. In addition, GPPS which had been traditionally used in CD cases is now being popularly used in manufacturing ubiquitous jewelry boxes and food storage containers. HIPS is more expensive than GPPS and on the other hand, highly impact resistant and not naturally clear or transparent. Due to its easy processability, FDA compliance and matte finish, HIPS is a preferred material for thermoforming and is commonly used in food processing applications such as yogurt cups. Moreover, increasing demand from the refrigerator liner sheets which are commonly formed from HIPS core layer is likely to drive the Polystyrene market during the forecast period.</p><p><strong>Chemical-Pricing: </strong> <a href="https://www.chemanalyst.com/ChemicalPricing/ChecmPriceYearlyChart?Customer=False"><strong>https://www.chemanalyst.com/ChemicalPricing/ChecmPriceYearlyChart?Customer=False</strong></a></p><p>According to ChemAnalyst report, <strong>“India Polystyrene Market: Plant Capacity, Production, Operating Efficiency, Demand & Supply, End Use, Type, Distribution Channel, Region, Competition, Trade, Customer & Price Intelligence Market Analysis, 2015-2030”,</strong> India’s domestic capacity is sufficient to cater to its Polystyrene demand. However, India imports huge volumes of the feedstock Styrene Monomer from Singapore, U.S., Korea and Taiwan. Domestic players operating in India Polystyrene market are Supreme Petrochem Limited, LG Polymers India Private Limited and INEOS Styrolution India Limited with Supreme Petrochem dominating the market with more than 50 per cent share. BASF, SABIC, Dow Inc., NOVA Chemicals Corporation, Styrochem, Formosa Chemical & Fibre Corp and Kumho Petrochemical are some of the leading international players operating in the India Polystyrene market. With key players planning to expand their installed PS capacities and huge investments in the country’s strongly growing FMCG sector, the demand for Polystyrene is likely to spur in the forecast period.</p><p>However, sudden outbreak of COVID-19 has rendered a significant disruption in the India Polystyrene demand supply patterns, triggered by indefinite halt in manufacturing activities in the several downstream factories. Although Polystyrene demand in Q4 FY20, has witnessed an overall decline, some sectors like food and medical packaging supported in keeping afloat the overall industrial performance to some extent. Moreover, lack of transportation and trade disruptions not only affected the exported cargoes but also pressurized the volumes of Styrene monomer which is majorly imported from Singapore, U.S., Korea and Taiwan. Already threatened by the demand downturn, the domestic PS industry also suffered a major setback after a massive styrene gas leak incident from the Vizag plant of the country’s second largest Polystyrene manufacturer, LG Polymers India. The incident which took place in the month of May in Q1FY21, has left the 118 KTPA PS plant non-operational for indefinite period till further approval by the Indian government, thereby impacting the country’s overall PS production. However, with ease in lockdown restrictions, players are anticipating that massive restaurants would prefer utilizing high quality disposable cutlery and crockery in the wake of maintain social distancing. This is likely to accelerate the demand for Polystyrene in the next three quarters. Moreover, with massive expansion of the food packaging sector on the cards, the PS demand is likely to spur in the forecast period.</p><p>“Indefinite plant turnarounds have rendered a significant fall in the domestic Polystyrene market in Q4 FY20 with significant implications being felt even in the Q1 FY21. Although the PS industry faced demand downturn from other major end users, the packaging sector emerged as a major savior projecting its huge growth potential in the next five years. As India is totally dependent on imports for feedstock Styrene Monomer, weak Styrene due to sudden crash in upstream crude and Benzene values is likely to bring good days to the domestic manufacturers who are constantly finding ways to combat the injury caused to the industry since the onset of the pandemic. Styrene imports had risen by 25% to 852 KT last year, from 679 KT due to growing demand for PS for light packaging applications in sectors like food delivery, e-commerce, and several consumer products. However, the Indian government is planning to impose a 15% “COVID-19” tax on some imported petrochemicals, which if implemented on the Styrene monomer imports, might cause a huge damage to the PS industry. Amid these uncertainties in the global and India Polystyrene market, it has become extremely crucial for the domestic players to efficiently direct their inventories and ensure protection from undue dumping of goods from the international players after trade disruptions ease as economies head towards recovery. It is also crucial for market leaders to trace the movements of their competitors and estimate what impact these changes will have on the country’s domestic business. With downstream FMCG players planning for huge investments in the Indian subcontinent, the demand for Polystyrene will accelerate with a greater pace in the next 2-3 years. ” said Mr. Karan Chechi, Research Director with TechSci Research, a research based global management consulting firm promoting ChemAnalyst.</p><p><strong>Source: ChemAnalyst</strong></p></div>India’s Metallocene LLDPE Demand to Break Records and Register a CAGR of 7.21% by 2030https://globalriskcommunity.com/profiles/blogs/india-s-metallocene-lldpe-demand-to-break-records-and-register-a2020-05-19T16:00:00.000Z2020-05-19T16:00:00.000ZChemAnalysthttps://globalriskcommunity.com/members/ChemAnalyst<div><p><span><a href="{{#staticFileLink}}8028315471,original{{/staticFileLink}}" target="_blank"><img src="{{#staticFileLink}}8028315471,original{{/staticFileLink}}" class="align-left" alt="8028315471?profile=original" /></a></span></p><p><span>According to ChemAnalyst report, “<strong>India mLLDPE Market: Plant Capacity, Production, Operating Efficiency, Process, Technology, Demand & Supply, Grade, Application, Distribution Channel, Region, Competition, Trade, Customer & Price Intelligence Market Analysis, 2015-2030”,</strong></span> <span>India’s metallocene linear low-density polyethylene (mLLDPE) market is expected to grow at a healthy CAGR of 7.21% during the forecast period on account of increasing utilization of mLLDPE in manufacturing superior quality and high-performance films which makes it a material of choice over other Polyethylene for the downstream packaging applications. Increasing demand for mLLDPE films for diverse packaging applications due to their unmatched characteristics and economic benefits will propel the demand for mLLDPE in the forecast period.</span></p><p><strong><span>Browse Complete Report: <a href="https://www.chemanalyst.com/industry-report/india-mlldpe-market-69">India Metallocene linear low-density polyethylene (mLLDPE) Pricing</a></span></strong></p><p><span>Packaging sector accounts for about 70% share in India’s mLLDPE demand due to its remarkable properties like improved puncture and tear resistance. In addition, outstanding characteristics like high flexibility, lightweight, superior organoleptic properties, and outstanding hot tack and heat seal benefits make mLLDPE films stand at par with other packaging polymers used worldwide. Hence, mLLDPE is being popularly adapted for producing high-performance films applications such as stretch wraps, heavy duty shipping sacks, medical packaging, agricultural, food packaging films and many others. India’s rapidly expanding pharmaceutical sector which has a strong reliance on the packaging industry is likely to accelerate the demand for mLLDPE in the forecast period.</span></p><p><strong><span>Chemical-Pricing: <a href="https://www.chemanalyst.com/ChemicalPricing/ChecmPriceYearlyChart?Customer=False">https://www.chemanalyst.com/ChemicalPricing/ChecmPriceYearlyChart?Customer=False</a></span></strong></p><p><span>Sudden outbreak of COVID-19 rendered an unprecedented downfall in the feedstock ethylene due to crash in upstream crude values giving manufacturers an upper edge. However, demand downturn and trade restrictions pressurized the domestic manufacturers to temporary shut their production units. India’s mLLDPE volumes fell significantly in Q4 FY20 as GAIL had to shut its Pata plant to manage inventory against the evaporating demand due to slump in industrial activities during COVID-19. mLLDPE prices hovered between $1,260-1,280 per tonne CIF India in the fourth quarter of FY20 and are likely to remain pressured till Q2 FY21 due to bearish buying sentiments and wider price gap between C4 LLDPE and C6 mLLDPE in India. However, with recovery in demand the industry is likely to recover the incurred losses and witness remarkable growth in the next couple of years.</span></p><p><span>According to ChemAnalyst report, <strong>“India mLLDPE Market: Plant Capacity, Production, Operating Efficiency, Process, Technology, Demand & Supply, Grade, Application, Distribution Channel, Region, Competition, Trade, Customer & Price Intelligence Market Analysis, 2015-2030”,</strong> currently GAIL India Ltd. and RIL are the sole producers of mLLDPE in India. The country’s total installed mLLDPE capacity stands at 550 KTPA as of financial year 2020. In FY2019, GAIL (India) Ltd successfully produced Metallocene linear-low density polyethylene (mLLDPE) at its large 400 KTPA UNIPOL PE Reactor line located in Pata, Uttar Pradesh. Moreover, to reduce India’s reliance overall external catalyst suppliers, RIL is continuously working towards development of metallocene catalyst technology to produce mLLDPE resins with desired morphology and molecular weight characteristics through gas phase processes. However, since India still lacks in domestic mLLDPE manufacturing, it imports appreciable volumes of the polymer from international players like ExxonMobil Corporation, The Dow Chemical Company, Braskem, China Petrochemical Corporation (CPC), Mitsui & Co., INEOS, LyondellBasell Industries Holdings B.V. and Nova Chemicals Corporation.</span></p><p>“India’s packaging industry is among the fastest growing industry and is increasingly becoming a preferred hub of huge investments. Currently the 5<sup>th</sup> largest sector of the Indian economy, the packaging sector is predicted to grow at the rate of 18% annually, with annual growth in the flexible packaging sector expected to be 25% and rigid packaging to be 15% during the forecast period. Due to its high heat resistance and excellent mechanical performance, mLLDPE resins offer a high potential in the flexible packaging sector. With up to 25% downgauging opportunities mLLDPE films are highly compliant with the idea of “Circular Economy”, which major economies are striving for. Moreover, increasing penetration of the Government of India towards making India a global manufacturing hub through initiatives like “Make in India” and sector specific initiatives is likely to propel the demand for packaging polymers such as mLLDPE in the next six years. This has made domestic mLLDPE players highly optimistic about the market dynamics and eye on capacity expansions. Moreover, industrialists are keen to invest in the latest mLLDPE production technologies and downstream packaging developments which would create a huge momentum in the mLLDPE demand during the forecast period.” said Mr. Karan Chechi, Research Director with TechSci Research, a research based global management consulting firm promoting ChemAnalyst.</p><p><strong>Source: ChemAnalyst</strong></p></div>What’s Trending In The Healthcare Supply Chain Management?https://globalriskcommunity.com/profiles/blogs/what-s-trending-in-the-healthcare-supply-chain-management2020-04-15T08:30:00.000Z2020-04-15T08:30:00.000ZKBV Researchhttps://globalriskcommunity.com/members/KBVResearch<div><p>Healthcare supply chain management can be a daunting job due to its fragmented nature. It is where control of the supply chain of healthcare is essential for organizations. Supply chain management in healthcare includes planning, designing, implementing, monitoring and tracking the movement of products and services.</p><p></p><p><a href="{{#staticFileLink}}8028317854,original{{/staticFileLink}}" target="_blank"><img src="{{#staticFileLink}}8028317854,original{{/staticFileLink}}" class="align-center" alt="8028317854?profile=original" /></a></p><p></p><p>This allows greater net value to be generated, supply to be matched with demand, sustainability to be achieved with efficient logistic force and performance measurement. <a href="https://www.kbvresearch.com/healthcare-supply-chain-management-market/">Healthcare supply chain</a> software streamlines the sourcing of medical equipment, inventory control and the control of total spending. The software also encourages and facilitates accountability among primary care providers, ancillary care providers, and non-acute care providers in the types of services and procedures they offer patients.</p><p></p><h2><strong>What is the healthcare supply chain management?</strong></h2><p>Supply chain management is similar to all others in the healthcare sector. It's supply management from one place to the next. The supply chain for health care begins at a supplier of medical supplies, where items are manufactured and sent to a distribution center. The product will be scanned, processed, or sent out from the distribution center and then sent to the right organization or hospital. The hospital is responsible for managing its supply chain to healthcare from there.</p><p>The healthcare supply chain management allows stakeholders such as manufacturers, distributors, and retailers to ease the ordering and receiving of medical services and goods. Using this program, doctors, nurses and medical professionals can automate activities related to the manual, time-consuming supply chain, utilize workflows and business intelligence to reduce costs, and eventually enhance care delivery. Additionally, tools for the healthcare supply chain allows hospitals and physician practices to adhere and provide value-based care.</p><p></p><h2><strong>Recent developments in the healthcare supply chain management technology</strong></h2><h3><strong>RFID Tags</strong></h3><p>RFID is progressively advancing to asset monitoring, inventory control, and supply chain management in the sector such as health care and pharmaceutical. Inventory management, in particular, uses RFID technology to monitor the displacement of medication, medical supplies, along with reducing mistakes and ensuring better patient safety. RFID believes that people support this idea of a smart cabinet to get a better solution for medical treatment.</p><p>Hospitals can send their requirements directly to retailers, suppliers, and distributors with help from Radio-frequency identification technology. It provides superior consistency in the supply chain process. The approach also offers an adequate system that can allow for a safer healthcare service.</p><p></p><h3><strong>Barcodes</strong></h3><p>Healthcare supply chain management barcodes illustrate their true power through their function in allowing common formats and promoting data centers to exchange reliable, real-time information between trading partners. Advanced supply chain companies today use a mix of RFID tags and readers, barcode labels and handheld long-range scanners to improve the speed and ease of data collection to track inventory.</p><p>By integrating barcode and RFID data capture methods with relational database software, supply chain organizations can increase the efficiency and precision of their operations, including identifying, retrieving and paying for everything that moves inside or outside the facility.</p><p>Supply chain companies using mobile barcode and RFID technologies will increase turnover and maximize inventory, as well as enhance the efficiency of their manufacturing, ordering and/or shipping operations. If productivity is substantially increased, resources can be re-allocated to tasks of higher value or more critical areas.</p><p></p><h2><strong>Healthcare supply chain management industry trends</strong></h2><h3><strong>A Clinically-Integrated Supply Chain</strong></h3><p>A supply chain called "clinically integrated" is key to success. Professionals in the supply chain and physicians work closely together, sharing information, comparing outcomes and making educated decisions. Physicians use a supply chain professional partnership to provide feedback on price points, conditions, and alternatives.</p><p>Automation reduces order errors which cost suppliers and providers through inaccurate invoices, payments, and products. An automated process helps providers and manufacturers to easily spot inconsistencies, resolving issues in real-time. In the supply chain, we can only control about 20 percent of the cost without the participation of the clinicians. The relationship between physicians and the supply chain practitioners directly affects the supply chain in promoting patient care.</p><p></p><h3><strong>Healthcare Supply Chain Management and AI</strong></h3><p>Artificial intelligence has the capacity for massive transformation in the healthcare industry. Far from making computers make decisions about diagnosis or treatment options, however, other future advancements address the more basic aspects of managing health care facilities and personnel that affect one of modern medicine's greatest problems — cost control.</p><p>Artificial intelligence holds the potential for a monumental transformation of the healthcare industry. Far from having computers make decisions about diagnosis or treatment options, however, other horizon advances tackle the more basic aspects of managing health care facilities and personnel that impact one of the main challenges in modern medicine — cost control.</p><p>The primary use for artificial intelligence in healthcare is to collect data from the real-time supply chain, exploit the knowledge to create insights for predicting what might happen in the future, and then administer solutions for those anticipated events. Predictive analytics will notify when preventive maintenance is needed for a medical vehicle in your fleet. This could raise concerns about potential storage of materials as well as weather-related or even political disruption.</p><p></p><h3><strong>Supply chain and customer service — adapting to patient expectations</strong></h3><p>As consumers pay greater shares of health-care costs, price transparency has increased in value. Supply chain executives are constantly focusing on customer service to connect and interact more directly with patients about their healthcare. Additionally, when trying to reach out to societies, telehealth is becoming a more prevalent method.</p><p>Telehealth services are increasing patient access to treatment in several different ways. Telehealth is also a way for hospitals to access data, beyond accessing patients remotely. Technology plays an important part in the consumer experience. From a supply chain viewpoint, the legacy systems and old data cannot be integrated into modern technologies.</p><p>Leaders in the supply chain must adjust to the changing healthcare climate to help move their organizations forward. Strong leaders will continually look ahead to what patients and caregivers need to ensure the highest quality of care.</p><p></p><h2><strong>Healthcare supply chain management: In a nutshell</strong></h2><p>Healthcare supply chain management automation enables market innovation that has never been seen before. Automation allows a product to be tracked through individual patient results from its roots. The data generated by tracing all of that information is essential to cost reduction. Advanced data analytics helps healthcare providers to make better operations management decisions and to forecast demand accurately.</p><p></p><p><strong>Free Valuable Insights:</strong> <a href="https://www.kbvresearch.com/news/healthcare-supply-chain-management-market/">Global Healthcare Supply Chain Management Market to reach a market size of USD 3 billion by 2025</a></p><p></p><p>Annually, hospitals can save millions of dollars simply by strengthening their supply chains. The rapidly evolving healthcare sector has encouraged companies to create supply chain models that can satisfy the demands for pharmaceutical and medical devices. This allows companies to improve the management of the healthcare supply chain and exploit its advantage to transform speed, flexibility, quality, and durability across the entire value chain to outsmart the competition.</p></div>Digital Supply Chain Strategy: How to Counter Potential Disruptions in Today’s Digital Agehttps://globalriskcommunity.com/profiles/blogs/digital-supply-chain-strategy-how-to-counter-potential2020-03-25T07:00:00.000Z2020-03-25T07:00:00.000ZJoseph Robinsonhttps://globalriskcommunity.com/members/JosephRobinson808<div><p>In today’s digital age, organizations are faced with the changing nature of the demand curve and the element of uncertainty in the <a href="http://flevy.com/blog/wp-content/uploads/2020/01/pic-1-Digital-Supply-Chain-Strategy-300x200.jpeg" target="_blank"><img src="http://flevy.com/blog/wp-content/uploads/2020/01/pic-1-Digital-Supply-Chain-Strategy-300x200.jpeg?profile=RESIZE_710x" width="300" class="align-right" alt="pic-1-Digital-Supply-Chain-Strategy-300x200.jpeg?profile=RESIZE_710x" /></a>supply chain. For operations teams, the challenge and competitive advantage have become: How well do you respond and execute against ongoing uncertainty.</p><p>With the world being so unpredictable, chaos is now the new normal. Timetables and priorities have shifted. A supplier fails to deliver. Demands on supply chains are increasing exponentially. A few years ago, supply chain performance was all about batch quantities, timetables, and lead times. Today, millions of packages are shipped in a day, with many with just only a few items.</p><p>In the face of this upheaval, supply chains try to predict what will happen, then optimize performance against plan. Most often, those plans are not met. The path forward demands a bold leap in supply chain performance.</p><h3>Business in the Midst of the Digital Age.</h3><p>Chaos is the new normal. This is the central challenge companies have to contend with today. Demand on the <a href="https://flevy.com/business-toolkit/supply-chain-analysis-sc">Supply Chain</a> is increasing exponentially whereas Supply Chain performance before used to be all about batch quantities, timetables, and lead times. Today, times have changed.</p><p><a href="https://flevy.com/browse/stream/transformation">Business Transformation</a> has become pertinent. Timetables and priorities have shifted and, in fact, suppliers are now finding themselves unable to deliver at the required time demanded by the market. Whereas before deliveries were in batch quantities, today millions of packages are shipped every day with many having just a few items. Customers are now encouraged to order multiple sizes and colors of the same items, choose what they like best and return the rest.</p><p>In this upheaval, Supply Chains must respond accordingly. There have been attempts to predict what will happen with performance being optimized against the plan. Companies are increasingly investing in Supply Chain capabilities. Yet, these have triggered nonproductive finger-pointing and disappointing results.</p><p>Something is missing. A Supply Chain Strategy, as part of <a href="https://flevy.com/browse/stream/strategy-development">Strategy Development</a>, is now essential to be able to pursue a bold leap in Supply Chain performance.</p><h3>The Digital Supply Chain Strategy</h3><p>The <a href="https://flevy.com/browse/flevypro/digital-supply-chain-strategy-4023">Digital Supply Chain Strategy</a> is the new approach to Supply Chain resilience. This is best undertaken using a 2-prong approach.</p><p><a href="https://flevy.com/browse/flevypro/digital-supply-chain-strategy-4023" target="_blank"><img src="http://flevy.com/blog/wp-content/uploads/2020/01/pic-2-Digital-Supply-Chain-Strategy.png?profile=RESIZE_710x" width="750" class="align-full" alt="pic-2-Digital-Supply-Chain-Strategy.png?profile=RESIZE_710x" /></a></p><ol><li><strong> Sense and Pivot</strong>. A Supply Chain Strategy, Sense and Pivot focuses on building adaptability of Supply Chains. When this is undertaken, it will allow organizations to create greater flexibility across the Supply Chains. New processes, governance, and ways of working will be developed that will leverage technological capabilities being advanced. Significantly, it will make planning, manufacturing, distribution, and logistics more adaptive toward demand volatility, customer expectations for personalization, and an increasingly unpredictable operation environment.</li><li><strong>Digitize and Automate</strong>. Digitize and Automate is another Digital Supply Chain Strategy that is focused on building the capability of the Supply Chain to execute against the plan. When this is undertaken and effectively executed and implemented, organizations can expect a better informed, more frictionless, more cost-efficient, and capable Supply Chain. Further, it will enable organizations to undertake more informed <a href="https://flevy.com/strategic-planning">Strategic Planning</a> as more accurate forecasts are achieved.</li></ol><p>The Digital Age calls for a new approach to Supply Chain Resilience.</p><h3><strong>The Importance of Supply Chain Resilience</strong></h3><p>Why is <a href="https://flevy.com/browse/flevypro/digital-supply-chain-strategy-4023">Supply Chain Resilience</a> important today? In today’s digital age, companies can expect to encounter potential disruptions. These potential disruptions can effectively be addressed using the best strategy. Automation and smart software are effective tools for minimizing disruptions on business operations. Embracing digital advancements will provide organizations real-time data for a more reliable supply value chain. Definitely, there will be integration challenges. But the use of Digital Age Supply Chain Strategies will guide companies to counter these potential disruptions and challenges.</p><p>Interested in gaining more understanding of <a href="https://flevy.com/browse/flevypro/digital-supply-chain-strategy-4023">Digital Supply Chain Strategy</a>? You can learn more and download an <a href="https://flevy.com/browse/flevypro/digital-supply-chain-strategy-4023">editable PowerPoint about <strong>Digital Supply Chain Strategy</strong> here</a> on the <a href="https://flevy.com/browse">Flevy documents marketplace</a>.</p><p><strong>Are you a management consultant?</strong></p><p>You can download this and hundreds of other <a href="http://flevy.com/pro/library/frameworks">consulting frameworks</a> and <a href="http://flevy.com/pro/library/consulting">consulting training guides</a> from the <a href="http://flevy.com/pro/library">FlevyPro library</a>.</p></div>How to Use the Porter's Value Chain in Identifying Cost Savings and Differentiation Opportunities?https://globalriskcommunity.com/profiles/blogs/how-to-use-the-porter-s-value-chain-in-identifying-cost-savings2020-02-26T13:59:01.000Z2020-02-26T13:59:01.000ZMark Bridgeshttps://globalriskcommunity.com/members/MarkBridges<div><p><a href="{{#staticFileLink}}8028311877,original{{/staticFileLink}}" target="_blank"><img class="align-right" src="{{#staticFileLink}}8028311877,original{{/staticFileLink}}" alt="8028311877?profile=original" width="300" /></a>The Value Chain concept, first described by Dr. Michael Porter in 1985, is a series of actions that a firm—in a specific industry—accomplishes to produce a valuable product or service for the market. The value chain notion visualizes the process view of an organization, perceiving a manufacturing or service organization as a system comprised of subsystems of inputs, <a href="https://flevy.com/browse/stream/transformation">transformation</a> processes, and outputs.</p><p>Another way to define the Value Chain principle is, “transforming business inputs into outputs, thereby creating a value much better than the original cost of producing those outputs.” These inputs, processes, and outputs entail acquiring and utilizing resources—finances, workforce, materials, equipment, buildings, and land.</p><p>An industry Value Chain includes the suppliers that provide the inputs, creation of products by a firm, distribution value chains, till the products reach the customers. The way Value Chain activities are planned and executed determines the costs and profits.</p><p>Value chains consist of set of activities that products must undergo to add value to them. These activities can be classified into 2 groups:</p><ul><li><strong>Primary Activities</strong></li><li><strong>Secondary Activities</strong></li></ul><p>Primary activities in <a href="https://flevy.com/browse/flevypro/strategy-classics-porters-value-chain-4058">Porter's Value Chain</a> are associated with the production, sale, upkeep, and support of a product or service offering, including:</p><ul><li>Inbound Logistics</li><li>Operations</li><li>Outbound Logistics</li><li>Marketing and Sales</li><li>Service</li></ul><p><strong> </strong>The secondary activities and processes in Porter’s Value Chain support the primary activities. For instance:</p><ul><li>Procurement</li><li>Human resource management</li><li>Technological development</li><li>Infrastructure</li></ul><h3><strong>Value Chain Analysis Benefits</strong></h3><p>The analysis of a Value Chain offers a number of benefits, including:</p><ul><li>Identification of bottlenecks and making rapid improvements</li><li>Opportunities to fine-tune based on transforming marketplace and competition</li><li>Bringing out the real needs of an organization</li><li>Cost reduction</li><li>Competitive differentiation</li><li>Increased profitability and business success</li><li>Increased efficiency</li><li>Decreased waste</li><li>Delivery of high-quality products at lower costs</li><li>Retailers can monitor each action throughout the entire process from product creation to storage and distribution to customers.</li></ul><h3><strong>Value Chain Analysis (VCA) Approach</strong></h3><p>Businesses seeking competitive advantage often turn to Value Chain models to identify opportunities for cost savings and differentiation in the production cycle. The <a href="https://flevy.com/browse/flevypro/strategy-classics-porters-value-chain-4058">Value Chain Analysis (VCA)</a> process encompasses the following 3 steps:</p><ul><li><strong>Activity Analysis</strong></li><li><strong>Value Analysis</strong></li><li><strong>Evaluation and Planning</strong></li></ul><p><a href="https://flevy.com/browse/flevypro/strategy-classics-porters-value-chain-4058"><img class="aligncenter size-full wp-image-6405" src="http://flevy.com/blog/wp-content/uploads/2020/02/Porters-Value-Chain.png" alt="" width="1200" height="1200" /></a></p><h3><strong>Activity Analysis</strong></h3><p>The first step in Value Chain Analysis necessitates identification of activities that are essential to undertake in order to deliver product or service offerings. Key activities in this stage include:</p><ul><li>Listing the critical processes necessary to serve the customers—e.g., marketing, sales, order taking, distribution, and support—visually on a flowchart for better understanding.<ul><li>This should be done by involving the entire team to gather a rich response and to have their support on the decisions made afterwards.</li></ul></li><li>Listing the other important non-client facing processes—e.g., hiring individuals with skills critical for the organization, motivating and developing them, or choosing and utilizing technology to gain competitive advantage.</li><li>This stage also entails gathering customers’ input on the organization’s product or service offerings and ways to continuously improve.</li></ul><h3><strong>Value Analysis</strong></h3><p>The second phase of the Value Chain Analysis necessitates identifying tasks required under each primary activity that create maximum value. This phase is characterized by:</p><ul><li>Ascertaining the key actions for each specific activity identified during the first phase.</li><li>Thinking through the "value factors"— elements admired by the customers about the way each activity is executed.<ul><li>For example, for the order taking process, customers value quick response to their call, courteous behavior, correct order entry, prompt response to queries, and quick resolution of their issues.</li></ul></li><li>Citing the value factors next to each activity on the flowchart.</li><li>Jotting down the key actions to be done or changes to be made to under each Value Factor.</li></ul><p>Interested in learning more about the other phases of the Value Chain Analysis Approach? You can download <a href="https://flevy.com/browse/flevypro/strategy-classics-porters-value-chain-4058"><u>an editable PowerPoint on <strong>Strategy Classics: Porter’s Value Chain</strong> here</u></a> on the <a href="https://flevy.com/browse">Flevy documents marketplace</a>.</p><h3><strong>Are you a Management Consultant?</strong></h3><p>You can download this and hundreds of other <a href="http://flevy.com/pro/library/frameworks">consulting frameworks</a> and <a href="http://flevy.com/pro/library/consulting">consulting training guides</a> from the <a href="http://flevy.com/pro/library">FlevyPro library</a>.</p></div>"There is no Such Thing as a Bank Loan"https://globalriskcommunity.com/profiles/blogs/there-is-no-such-thing-as-a-bank-loan2016-02-10T19:19:18.000Z2016-02-10T19:19:18.000ZEnrique Raul Suarezhttps://globalriskcommunity.com/members/EnriqueRaulSuarez<div><p></p><p><a href="{{#staticFileLink}}8028244071,original{{/staticFileLink}}"><img width="380" class="align-center" src="{{#staticFileLink}}8028244071,original{{/staticFileLink}}" alt="8028244071?profile=original" /></a></p><p></p><p></p><h2 class="center" style="text-align:center;"><strong>Richard Werner: Banking & The Economy</strong></h2><p> </p><p>Banks have a pivotal function in the economy, they are the main creators of the money supply. In granting or issuing so called 'loans' to their customers they create the money that is essential to make the modern economy work. In fact says Prof Werner: 'there is no such thing as a bank loan' he says what happens is credit creation, when banks make the money (credit ) needed out of nothing.</p><p></p><p>He explains how the system works, whereby, from a miniscule deposit of funds a huge amount of money is created.</p><p></p><p>You can watch the video below:</p><p></p><p style="text-align:center;"></p><p style="text-align:center;"><a href="https://www.youtube.com/watch?v=wDHSUgA29Ls" target="_blank">Watch the Video</a></p><p></p></div>Half a League, Half a League, Rode the 600https://globalriskcommunity.com/profiles/blogs/half-a-league-half-a-league-rode-the-6002014-03-18T00:30:00.000Z2014-03-18T00:30:00.000ZJames McCallumhttps://globalriskcommunity.com/members/JamesMcCallum<div><div style="text-align:justify;"><div class="separator" style="clear:both;text-align:center;"><a href="http://2.bp.blogspot.com/-L588aA5-lTI/UykuKWdjSbI/AAAAAAAAEtk/3FSRYqf6upo/s1600/charge+of+the+light+brigade.jpg" target="_blank"><img src="http://2.bp.blogspot.com/-L588aA5-lTI/UykuKWdjSbI/AAAAAAAAEtk/3FSRYqf6upo/s1600/charge+of+the+light+brigade.jpg?width=320" width="320" class="align-center" alt="charge+of+the+light+brigade.jpg?width=320" /></a></div></div><div style="text-align:justify;"></div><div style="text-align:justify;"></div><div style="text-align:justify;"><span style="font-family:Arial, Helvetica, sans-serif;">So begins Alfred Lord Tennyson's famous poem, The Charge of the Light Brigade. The poem bespeaks the glory and folly of Pax Britannica's imperial apex; yet still offers </span><span style="font-family:Arial, Helvetica, sans-serif;">dear lessons for those dispassionate enough to listen.</span></div><div style="text-align:justify;"><span style="font-family:Arial, Helvetica, sans-serif;"> </span></div><div style="text-align:justify;"><span style="font-family:Arial, Helvetica, sans-serif;">Tennyson recounts the doomed charge of a British cavalry unit at the Battle of Balaclava during the Crimean War. British Intelligence provided the Light Brigade Command incorrect information, under estimating the strength of the defending Cossacks. As the assault commenced the Light Brigade soldiers realized they had been misled. The probability of defeating the entrenched Cossacks was an impossibility; but the Light Brigade rode on....</span></div><div style="text-align:justify;"><span style="font-family:Arial, Helvetica, sans-serif;"> </span></div><div><div style="text-align:center;"><span style="font-family:Arial, Helvetica, sans-serif;">Half a league, half a league,</span></div><div style="text-align:center;"><span style="font-family:Arial, Helvetica, sans-serif;"> Half a league onward,</span></div><div style="text-align:center;"><span style="font-family:Arial, Helvetica, sans-serif;">All in the valley of Death,</span></div><div style="text-align:center;"><span style="font-family:Arial, Helvetica, sans-serif;"> Rode the six hundred.</span></div><div style="text-align:center;"><span style="font-family:Arial, Helvetica, sans-serif;">'Forward, the Light Brigade!</span></div><div style="text-align:center;"><span style="font-family:Arial, Helvetica, sans-serif;">Charge for the guns' he said:</span></div><div style="text-align:center;"><span style="font-family:Arial, Helvetica, sans-serif;">Into the valley of Death</span></div><div style="text-align:center;"><span style="font-family:Arial, Helvetica, sans-serif;"> Rode the six hundred.</span></div></div><div><div style="text-align:justify;"><span style="font-family:Arial, Helvetica, sans-serif;"> </span></div></div><div><div style="text-align:justify;"><span style="font-family:Arial, Helvetica, sans-serif;">The Crimean War was one of the great mistakes in modern history. The costly war, an accident driven by the over-sized national hubris of fledgling nation states - Britain, France, Austria- Hungary and Czarist Russia- urgently arriving on the global stage, e</span><span style="font-family:Arial, Helvetica, sans-serif;">ager to exert a national will to carve a slice from a dwindling colonial pie. </span></div></div><div><div style="text-align:justify;"><span style="font-family:Arial, Helvetica, sans-serif;"> </span></div></div><div><div style="text-align:justify;"><span style="font-family:Arial, Helvetica, sans-serif;">The Crimean War provides a few lessons </span><span style="font-family:Arial, Helvetica, sans-serif;">for today's historical actors keen to relive the historical farce once again. The United States, Russia and the EU, all seemingly intent on escalating conflict across a volatile Eurasian region surrounded by Middle and Near Eastern instability. S</span><span style="font-family:Arial, Helvetica, sans-serif;">urely a tinderbox, a conflagration awaiting; </span><span style="font-family:Arial, Helvetica, sans-serif;">primed to spark from the flash point of resurrected Cold War animosities. </span></div></div><div><div style="text-align:justify;"><span style="font-family:Arial, Helvetica, sans-serif;"> </span></div></div><div><div style="text-align:justify;"><span style="font-family:Arial, Helvetica, sans-serif;">I cite Tennyson's</span><span style="font-family:Arial, Helvetica, sans-serif;"> poem not as an allegorical reference to the deadly game unfolding in the Ukraine but as an example of the consequences of acting on bad information. Business intelligence is an absolute critical component of an effective risk management program. </span></div></div><div><div style="text-align:justify;"><span style="font-family:Arial, Helvetica, sans-serif;"> </span></div></div><div><div style="text-align:justify;"><span style="font-family:Arial, Helvetica, sans-serif;">The stakes in the evolving Crimean crisis are huge and the consequences of the conflict will loom large over world markets for an extended period of time. SME's in the region will bear the brunt of the economic effects of the crisis. Political instability has placed the regional economy into a tailspin. Clashing armies are never good for business.</span></div></div><div><div style="text-align:justify;"><span style="font-family:Arial, Helvetica, sans-serif;"> </span></div></div><div><div style="text-align:justify;"><span style="font-family:Arial, Helvetica, sans-serif;">European SME's need to consider the impact of a disruption of Russian oil and natural gas delivered by Ukrainian pipelines. How would such a disruption impact the price of energy commodities and industries that are sensitive to it?</span></div></div><div><div style="text-align:justify;"><span style="font-family:Arial, Helvetica, sans-serif;"> </span></div></div><div><div style="text-align:justify;"><span style="font-family:Arial, Helvetica, sans-serif;">What would be the contagion effects of a broader conflict? What would be its impact in the Greater Caucasus, Syria and Iran? </span><span style="font-family:Arial, Helvetica, sans-serif;"> Would a conflict in the Ukraine close access to the Black Sea and how would that affect exports and the economic stability of Turkey?</span></div><div style="text-align:justify;"><span style="font-family:Arial, Helvetica, sans-serif;"> </span></div><div style="text-align:justify;"><span style="font-family:Arial, Helvetica, sans-serif;">How would the Russian oligarchs react to sanctions and asset seizures imposed by the west? News services are reporting significant </span><span style="font-family:Arial, Helvetica, sans-serif;">capital flight from Russia, a plunging bourse and a ruble at historic lows. </span></div></div><div><div style="text-align:justify;"><span style="font-family:Arial, Helvetica, sans-serif;"> </span></div></div><div><div style="text-align:justify;"><span style="font-family:Arial, Helvetica, sans-serif;">These are but a few questions effective risk managers need to consider. Seeking out and assessing information and how it will impact your business model is absolutely critical during times of acute macro risk.</span></div></div><div><div style="text-align:justify;"><span style="font-family:Arial, Helvetica, sans-serif;"> </span></div></div><div><div style="text-align:justify;"><span style="font-family:Arial, Helvetica, sans-serif;">Don't fall victim to the blind hubris of the Light Brigade....</span></div></div><div><div style="text-align:justify;"><span style="font-family:Arial, Helvetica, sans-serif;"> </span></div></div><div style="text-align:center;"><span style="font-family:Arial, Helvetica, sans-serif;">Forward, the Light Brigade!'</span></div><div style="text-align:center;"><span style="font-family:Arial, Helvetica, sans-serif;">Was there a man dismay'd?</span></div><div style="text-align:center;"><span style="font-family:Arial, Helvetica, sans-serif;">Not tho' the soldiers knew</span></div><div style="text-align:center;"><span style="font-family:Arial, Helvetica, sans-serif;"> Some one had blunder'd:</span></div><div style="text-align:center;"><span style="font-family:Arial, Helvetica, sans-serif;">Theirs not to make reply,</span></div><div style="text-align:center;"><span style="font-family:Arial, Helvetica, sans-serif;">Theirs not to reason why,</span></div><div style="text-align:center;"><span style="font-family:Arial, Helvetica, sans-serif;">Theirs but to do and die:</span></div><div style="text-align:center;"><span style="font-family:Arial, Helvetica, sans-serif;">Into the valley of Death</span></div><div style="text-align:center;"><span style="font-family:Arial, Helvetica, sans-serif;"> Rode the six hundred.</span></div><div style="text-align:center;"></div><div><div style="font-family:Arial, Helvetica, sans-serif;font-size:1em;margin-bottom:25px;margin-top:2px;text-align:justify;"></div><div style="font-family:Arial, Helvetica, sans-serif;font-size:1em;margin-bottom:25px;margin-top:2px;text-align:justify;">Regional enterprises directly affected by the conflict and the international community of SME's with supply chain, export market or contagion risk exposures linked to the growing instability in the Ukraine need <span style="font-size:1em;">to assess these emerging event and </span><span style="font-size:1em;"> macroeconomic risk factors. </span><br /> <span style="font-size:1em;"><br /></span> <span style="font-size:1em;">Get risk aware with </span><span style="font-size:1em;">Macroeconomic Risk and Event App (MERA) on Google Play. Its an Mobile Office app that runs on MS Office and Android. MERA will help you a</span><span style="font-size:1em;">ssess h</span><span style="font-size:1em;">eightening risk factors to</span><span style="font-size:1em;"> profit from the opportunities shifting markets present.</span><br /><div style="text-align:justify;"></div><div style="text-align:justify;"><br /><table align="center" cellspacing="0" class="tr-caption-container" style="margin-left:auto;margin-right:auto;text-align:center;"><tbody><tr><td style="text-align:center;"><a href="http://1.bp.blogspot.com/-DEGMchW-hYE/UyksVA7gD8I/AAAAAAAAEtY/hXMsOU9XloM/s1600/mera+thumbnail+100+100.png" style="margin-left:auto;margin-right:auto;"><img border="0" src="http://1.bp.blogspot.com/-DEGMchW-hYE/UyksVA7gD8I/AAAAAAAAEtY/hXMsOU9XloM/s1600/mera+thumbnail+100+100.png" alt="mera+thumbnail+100+100.png" /></a></td></tr><tr><td class="tr-caption" style="text-align:center;"><a href="https://play.google.com/store/apps/details?id=com.wMacroeconomicEventRiskApp&hl=en">Get Risk Aware</a></td></tr></tbody></table></div><div style="text-align:justify;"></div><div style="text-align:justify;"><span style="font-size:1em;text-align:left;">Risk: economic, political, market, supply chain , capital flight, commodities, contagion risk, Ukraine, Black Sea, Eurasia, Iran</span></div></div></div></div>China Shows Signs of Economic Weaknesshttps://globalriskcommunity.com/profiles/blogs/china-shows-signs-of-economic-weakness2014-03-13T22:00:00.000Z2014-03-13T22:00:00.000ZJames McCallumhttps://globalriskcommunity.com/members/JamesMcCallum<div><div class="separator" style="clear:both;text-align:center;"><a href="http://2.bp.blogspot.com/-XmqBPWbImps/UyIpLRG15rI/AAAAAAAAEkw/wYMVE-UmjwQ/s1600/chinese_1432755c.jpg" style="margin-left:1em;margin-right:1em;"><img border="0" src="http://2.bp.blogspot.com/-XmqBPWbImps/UyIpLRG15rI/AAAAAAAAEkw/wYMVE-UmjwQ/s1600/chinese_1432755c.jpg" height="199" width="320" alt="chinese_1432755c.jpg" /></a></div><h2 style="color:#363636;font-family:Arial, Helvetica, sans-serif;font-size:1.3em;margin:0px;padding:0px;"></h2><div style="text-align:justify;"><span style="font-family:Arial, Helvetica, sans-serif;font-size:1em;">Dow Jones Market Wrap reports: </span></div><div style="text-align:justify;"><span style="font-family:Arial, Helvetica, sans-serif;font-size:1em;"> </span></div><div style="font-family:Arial, Helvetica, sans-serif;font-size:1em;margin-bottom:25px;margin-top:2px;text-align:justify;">...C<span style="font-size:1em;">hina's economy weakened sharply during the first two months of the year, deepening concerns that growth in the world's second-largest economy would decelerate further.</span></div><div style="font-family:Arial, Helvetica, sans-serif;font-size:1em;margin-bottom:25px;margin-top:2px;text-align:justify;">The country's top leaders now have tough decisions about whether to set aside economic overhaul measures that could pinch growth in the short-term.</div><div style="font-family:Arial, Helvetica, sans-serif;font-size:1em;margin-bottom:25px;margin-top:2px;text-align:justify;">The slowdown was across the board, including retail, manufacturing, housing and investment, as the National Bureau of Statistics released a raft of data on Thursday for January and February, which was combined to adjust for distortions from the Chinese Lunar New Year holiday. Some of the results were the weakest since the global financial crisis of 2009. "This is terrible," said Liu Li-Gang, a Hong Kong-based economist at ANZ Bank. "I wasn't expecting high figures, but this is worse than I thought."</div><div style="font-family:Arial, Helvetica, sans-serif;font-size:1em;margin-bottom:25px;margin-top:2px;text-align:justify;">The results were announced shortly before Chinese Premier Li Keqiang gave mixed signals in a news conference about how wedded he was to meeting the country's growth target of about 7.5%. In an answer to one question, he detailed how hard the government pushed to meet the same target in 2013, as a way to head off unemployment. China's GDP grew by 7.7% last year...</div><div style="font-family:Arial, Helvetica, sans-serif;font-size:1em;margin-bottom:25px;margin-top:2px;text-align:justify;">Since the great recession, the vast majority of China's investments has been directed toward internal development. China's role as chief BRIC layer as a driver of global growth has cooled significantly as the USA continues its tepid recovery. </div><div style="font-family:Arial, Helvetica, sans-serif;font-size:1em;margin-bottom:25px;margin-top:2px;text-align:justify;">SME's with supply chain, export market exposures or market contagion risk linkages to a slowing business cycle in China need to be wary of this emerging macroeconomic risk factor.</div><div style="font-family:Arial, Helvetica, sans-serif;font-size:1em;margin-bottom:25px;margin-top:2px;text-align:justify;">Download Sum2's Macroeconomic Risk and Event App (MERA) on Google Play to assess your company's macro risk factors and what you can do to profit from them.</div><div class="separator" style="clear:both;text-align:center;"><a href="https://play.google.com/store/apps/details?id=com.wMacroeconomicEventRiskApp" style="clear:left;float:left;margin-bottom:1em;margin-right:1em;text-align:justify;"><img border="0" src="http://3.bp.blogspot.com/-g2Ef90as0Ac/UyIsTn3zZ2I/AAAAAAAAEk8/ZdNa3biOVko/s1600/mera+thumbnail+100+100.png" alt="mera+thumbnail+100+100.png" /></a></div><div style="font-family:Arial, Helvetica, sans-serif;font-size:1em;margin-bottom:25px;margin-top:2px;text-align:justify;"></div><div style="font-family:Arial, Helvetica, sans-serif;font-size:1em;margin-bottom:25px;margin-top:2px;"></div><div style="font-family:Arial, Helvetica, sans-serif;font-size:1em;margin-bottom:25px;margin-top:2px;"></div><div style="font-family:Arial, Helvetica, sans-serif;font-size:1em;margin-bottom:25px;margin-top:2px;"><a href="https://play.google.com/store/apps/details?id=com.wMacroeconomicEventRiskApp">GET IT HERE: MERA</a></div><div style="font-family:Arial, Helvetica, sans-serif;font-size:1em;margin-bottom:25px;margin-top:2px;">Risk: economic, political, market, supply chain </div></div>Supply Chain Risk Managementhttps://globalriskcommunity.com/profiles/blogs/supply-chain-risk-management2013-08-07T15:00:00.000Z2013-08-07T15:00:00.000ZSteven Minskyhttps://globalriskcommunity.com/members/StevenMinsky<div><div>A survey conducted by <a href="http://www.apqc.org/">APQC</a> found that in the past two years, 75% of companies were hit by at least one major unexpected disruption to their supply chain, defined as an incident with the capability of preventing a business from fulfilling promises to its customers. And what's more worrisome? Many of the organizations surveyed are proposed advocates of Supply Chain Risk Management and Enterprise Risk Management (ERM).<a href="http://logicmanager.com/wp-content/uploads/2013/08/supply_chain_disruption_chart.gif" target="_blank"><img src="http://logicmanager.com/wp-content/uploads/2013/08/supply_chain_disruption_chart.gif" class="align-right" alt="supply_chain_disruption_chart.gif" /></a></div><div>How are organization with structured ERM programs falling victim to such widespread supply chain disruptions?</div><div>Mary Driscoll addresses that question in the Harvard Business Review's article, "<a href="http://blogs.hbr.org/cs/2013/07/research_why_companies_get_blindsided.html">Research: Why Companies Keep Getting Blind-Sided by Risk</a>," and her suspicions look familiar. Driscoll finds that while leadership in these organizations expressed concern about risks to the supply chain (political turmoil, natural disasters, etc.), the message was lost in its translation to the front line employees responsible for implementing mitigations and controls:</div><blockquote><i>"The findings also show that the people at the front lines of the business were hamstrung by a lack of visibility into risk. Nearly half said they lacked the resources needed to adequately assess business continuity programs at supplier sites. Many relied on the suppliers filling out perfunctory, unreliable checklists."</i></blockquote><div>Driscoll argues that these organizations were impaired by a lack of risk transparency, inability to prioritize resources, and ineffective communications with remote suppliers. All of these problems are systemic to ERM programs that must account for supply chain risks, and the solution to these issues is a flexibly, sustainable <a href="http://www.logicmanager.com/erm-software/product/">ERM software</a> solution.</div><div>To successfully mitigate supply chain risk, Risk Managers must be able to create transparency by mapping risks to the concerns of senior leadership. Additionally, while traditional IT installations are inefficient to install at remote suppliers, a Software-as-a-Service (SaaS) business models allows for infinite users, enabling engagement regardless of distance. And unreliable checklists? Replace those with standardized assessments built on practices <a href="http://www.logicmanager.com/erm-software/knowledge-center/risk-governance-success-story/">proven to provide business value</a>.</div><div>The challenges faced by Supply Chain Risk programs - engagement, transparency, and intelligent reporting - are not unlike the risks faced by entirely centralized ERM programs, but they do require an approach capable of spanning a global enterprise.</div><div>______</div><div>Reprinted with permission. From HBR blog, "Research: Why Companies Keep Getting Blind-Sided by Risk" by Mary Driscoll,<a href="http://blogs.hbr.org/cs/2013/07/research_why_companies_get_blindsided.html">www.hbr.org</a>, July 2013.</div><div>Copyright (c) 2013 by Harvard Business Publishing; all rights reserved.</div><div>See: <a href="http://blogs.hbr.org/cs/2013/07/research_why_companies_get_blindsided.html">http://blogs.hbr.org/cs/2013/07/research_why_companies_get_blindsided.html </a></div><div> </div><p></p></div>Supply Chain Risk Management whitepaper ...https://globalriskcommunity.com/profiles/blogs/supply-chain-risk-management-whitepaper2013-07-09T10:47:49.000Z2013-07-09T10:47:49.000ZMartin Davieshttps://globalriskcommunity.com/members/MartinDavies92<div><p><span style="font-family:arial, helvetica, sans-serif;" class="font-size-2">An interesting question was sent to me only the other day on Supply Chain Risk Management.</span></p><blockquote><p><span style="font-family:arial, helvetica, sans-serif;" class="font-size-2">"Martin, do you have any specific risk frameworks or do you know of any good case studies that have been published on Supply Chain Risk Management (SCRM)?".</span></p></blockquote><p><span style="font-family:arial, helvetica, sans-serif;" class="font-size-2">Supply Chain Risk Management is a complex and intertwined risk initiative to kick off and we have included a schematic which outlines some of the requirements that may need to be covered. We have also linked to an absolutely fantastic white paper that is a must read for risk analysts.</span></p><p><span style="font-family:arial, helvetica, sans-serif;" class="font-size-2">More can be found here [<span style="color:#3366ff;"><a href="http://causalcapital.blogspot.sg/2013/07/supply-chain-risk-management-paper.html" target="_blank"><span style="color:#3366ff;">LINK</span></a></span>]</span></p></div>Companies should consider alternative sourcing of financing tradehttps://globalriskcommunity.com/profiles/blogs/companies-should-consider-alternative-sourcing-of-financing-trade2013-06-04T14:27:26.000Z2013-06-04T14:27:26.000ZMichele Westergaardhttps://globalriskcommunity.com/members/MicheleWestergaard<div><p>As domestic and international trade continue to grow, companies are starting to consider the benefits of alternative sources of trade financing, according to David Hu, Managing Partner, IIG Trade Finance LLC.</p><p> </p><p>“The cost of capital for banks, the traditional providers of trade finance, has increased tremendously. They also have other issues, such as the setting of LIBOR, which is being questioned right now. With the increasingly tighter capital requirements of Basel III, banks will have to tighten the profile of their borrowers. Thus, in order to make a decent return on their equity, they will have to increase their margins. Many companies, especially those who have had their operating margins squeezed in recent years, will not be able to pay the higher spreads,” explained Hu, a speaker at the <b><a href="http://www.global-fmi.com/TCSF2013_DH">GFMI - Trade, Commodity and Supply Chain Finance: Liquidity, Funding and Risk Conference</a></b>, taking place in New York City, June 10-11, 2013.</p><p> </p><p>Hu said: “Although we are in a low interest rate environment, companies need to be realistic about the new real cost of borrowing, as opposed to what nominal interest rates seem to indicate. This is why alternative sources of finance may become more attractive.”</p><p> </p><p>Working capital optimization requires the joint effort of the provider of financing and the borrower, Hu advised. “The borrower must be transparent in how it operates, the flow of goods and its supply chain, and be willing to provide all of the information the financier needs to analyze the risks involved. That is the approach of IIG, which is more than just checking the credit risk of the company. There may be other transactional risks that require tailor-made solutions. Only a true partnership between borrower and financier will lead to the optimal structure of the transaction.”</p><p> </p><p>In the future, the vast majority of trade finance will still be provided by banks, Hu says, but there will be additional alternative providers, such as IIG, especially in the industrialized world. “There is going to be more factoring and more asset based lending sources that may come from non-banks. Insurance companies are starting to look at investing in qualifying receivables, which is a slightly different version of factoring, while many banks are also starting asset based lending.”</p><p> </p><p>Hu concluded: “We expect further growth of trade between emerging market economies, which will bring about additional financing needs. Whether banks or alternative sources will be able to provide it, I am not sure. The crisis has been so damaging that the return to “normality” will take some time.”</p><p> </p><p>For more information please contact Michele Westergaard, Senior Marketing Manager, Media & PR, marcus evans at 312-540-3000 ext. 6625 or <a href="mailto:Michele@global-fmi.com">Michele@global-fmi.com</a>. </p><p> </p><p>GFMI is a <b>marcus evans</b> company. The <b><a href="http://www.global-fmi.com/TCSF2013_DH">Trade, Commodity and Supply Chain Finance: Liquidity, Funding and Risk Conference</a></b> will take place in New York City, June 10-11, 2013. For more information, please visit the <b><a href="http://www.global-fmi.com/TCSF2013_DH">event website</a>. </b></p></div>Trade, Commodity and Supply Chain Finance: Liquidity, Funding and Risk Conference Dates Announced!https://globalriskcommunity.com/profiles/blogs/trade-commodity-and-supply-chain-finance-liquidity-funding-and2013-04-18T16:54:45.000Z2013-04-18T16:54:45.000ZMichele Westergaardhttps://globalriskcommunity.com/members/MicheleWestergaard<div><p>The GFMI Trade, Commodity and Supply Chain Finance: Liquidity, Funding and Risk Conference, June 10-12, 2013 in New York, NY will help banks and trade finance firms gain a profitable funding structure under Basel III.</p><p>Join speakers from Citi, IFC, HSBC, Deutsche Bank, BAFT IFSA, Bank of America Merrill Lynch, Santander, Wells Fargo, Standard Chartered Bank and many more.</p><p>This high-level, intimate event will allow attendees to understand the impact of Basel III across all financing business lines, how to align funding alternatives and working capital management practices with the incoming regulation and consider how to manage and price risk under heightened liquidity constraints.</p><p>Experience highly interactive conference sessions, 10-15 minutes of Q&A time after each presentation, 4+ hours of networking and exclusive online access to materials post-event. This is not a trade show; our conference series is targeted at a focused group of senior level executives to maintain an intimate atmosphere for the delegates and speakers. Since we are not a vendor driven conference, the higher level focus allows delegates to network with their industry peers.</p><p>For an exclusive discount, or for further information contact Michele Westergaard at 312-540-3000 ext. 6625 or <a href="mailto:Michelew@marcusevansch.com">Michelew@marcusevansch.com</a>. </p><p>Website: <a href="http://www.global-fmi.com/TSCF2013_GRC" target="_blank" class="textblack"><font color="#FF0000">http://www.global-fmi.com/TSCF2013_GRC</font></a></p></div>