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Supply Chain Resiliency is the capability of the Supply Chain to be prepared for unexpected risk events. It is the Supply Chain’s ability pic-1-Supply-Chain-Resiliency-200x300.jpeg?profile=RESIZE_710xto 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.

Resilience is currently an increasing concern in the Supply Chain caused by globalization. The Supply Chain is globally being subject to

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There is a general belief among organizations that a large percentage of a product’s costs are locked in by design.  It is assumed that pic1-Integrated-Cost-Management-300x193.jpeg?profile=RESIZE_710xlittle can be done once the design is set.  This assumption has influenced cost management programs across diverse products’ life cycles. As a result, the focus during the design phase is Cost Reduction and Cost Containment during the manufacturing phase.

Yet, organizations that operated in a highly competitive market and demanded aggressive cost management showe

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In the age of rapid technological progress, where Digital Transformation has become pervasive, business applications are getting increasingly complex and interconnected.  The advancement in technology has also helped attackers get more aggressive and inflict more damage to IT systems and applications.  Application security tools and techniques are evolving too, yet most organizations still fall prey to vulnerabilities.  Cybersecurity has become a bigger threat than ever before.

The current applic

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Formulating a Capabilities-Driven Strategy (CDR) is easy, but the execution is difficult, especially in turbulent times. This is not the time toCapabilities-Driven-Strategy-300x200.jpeg?profile=RESIZE_710x find a cave and hibernate until the economic storm passes. It is unlikely that the storm will pass anytime soon. Capabilities-Driven Strategy is the only way to remain equipped for perpetually stormy weather.

Companies need to take care or build those capabilities that are genuinely needed and not those that do not serve our customers. Capabilities do no

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Dear Friends,

You may be aware that the Government of India demonetised the highest two denomination bills of INR1000/- and INR500/- on 8th November 2016. Whilst, the usage of demonetisation as a tool to fight corruption and money laundering is debatable, the Indian case study, as per a Reserve Bank of India memo released on 11th August 2017 mentions that an estimated INR2.8 to INR 4.3 Trillion flowed incrementally (money kept outside the banking system) into the banking system. Circa INR64=1-USD

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Here's Why Compliance Solutions Are Inadequate for Managing Regulatory Changes

Regulatory compliance is mandatory, but it’s not the end goal; it’s the minimum operating standard. For strong companies, compliance is a mere byproduct of performing well and managing uncertainty. Compliance solutions can also cause difficulties in the face of domestic political risk, which includes significant fluctuations in the regulatory environment.

The biggest differences between regulatory compliance and risk ma

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8028244268?profile=originalCyberattack prevention measures will always be necessary. The constant threat of data breaches and other hacks is simply a fact of business. Priority targets are no longer limited to retailers and banks; insurers, hospitals, energy producers, and (most recently) a host of law firms are all at risk.

“Hackers broke into the computer networks at some of the country’s most prestigious law firms,” according to The Wall Street Journal. This doesn’t come as much of a surprise: What do organizations like

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Risk Management's 3 Basic Steps

In order to be effective, risk management must involve three phases:

  1. Risk identification & assessment
  2. Mitigation design & implementation
  3. Active monitoring of mitigation activities

If an organization misses any of these steps or does not directly link them to one another, it is not fully managing risk. Here’s what can happen if a step isn’t fully executed:

  1. Improper risk identification often results from identifying a risk’s symptom instead of its root cause. When this ha
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framework.jpgMany companies share some problematic habits when it comes to compliance. The worst of them is treating compliance like a checklist. In other words, thinking, “If we meet these specific compliance requirements, our company should run efficiently and securely.” While this is a simplified outlook, the point remains the same. Being compliant guarantees neither efficiency nor security, but failure to meet requirements can have long-lasting negative effects.

At LogicManager, we view compliance as the

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CMS Wire's Norman Marks recent article, "Why Risk Management Technology Projects Fail," captures a common but limited viewpoint of Risk Management that limits its ability to succeed in any environment, whether supported by software, spreadsheets, or pen & paper.

"To be successful, a risk program has to be designed to enable managers to make intelligent, risk-informed decisions every day. The requirements have to include the perspectives of both the risk officer and of management... You need to en

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