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12:00pm-2:00pm
First 15-20 minutes is for networking
Sandwiches & beverages included
Hosted by the Insurance & Healthcare Committee and the Apparel & Footwear Committee
In the world of business, there are few exposures which can impact a share price, wreck a balance sheet, damage a reputation and distract management more than the disruption of a critical component of the supply chain.
Globalisation of business and the search for cost efficiencies have created lengthy, complex and highly sensitive supply chains in all major business sectors. Such decisions appear sound when all is going well, but when the supply chain breaks and the damage is done, that's when the questions begin.
First 15-20 minutes is for networking
Sandwiches & beverages included
Hosted by the Insurance & Healthcare Committee and the Apparel & Footwear Committee
In the world of business, there are few exposures which can impact a share price, wreck a balance sheet, damage a reputation and distract management more than the disruption of a critical component of the supply chain.
Globalisation of business and the search for cost efficiencies have created lengthy, complex and highly sensitive supply chains in all major business sectors. Such decisions appear sound when all is going well, but when the supply chain breaks and the damage is done, that's when the questions begin.
Supply chain risk management isn't new; it is the extension and modification of the structured and systematic analytical processes often applied within individual businesses to the more complex value chains within an overall supply chain. It takes more thought and a little more work, but this is minimal compared to dealing with the aftermath of an unrecognised exposure.
In this seminar, David Sedgwick describes a number of potential supply chain failure scenarios, and suggests how these can, through a logical approach, be reduced to a more manageable level, strengthening the resilience of the business to unwanted change.
