Panel Discussion: Supply Chain Risk & Resilience
Summary
TLDR在伦敦Tobacco Dock举行的采购和供应链现场活动中,举行了一场关于供应链风险与韧性的小组讨论。讨论由David Shepard、Grant John和Daniel Weiss三位专家领衔,他们分别来自伦敦证券交易所集团、Interos韧性实验室和波士顿咨询集团。讨论涵盖了当前供应链面临的主要风险,包括疫情、乌克兰局势以及对俄罗斯的制裁等。专家们强调了数字化在提高供应链可见性和韧性中的重要性,同时指出需要手动和自动化工作相结合以应对不同类型的风险。此外,讨论还涉及了如何建立风险意识文化、管理已知与未知风险,以及通过公私合作伙伴关系共享信息以提高整体的供应链韧性。最后,专家们提出了关于如何在供应链中实现风险和韧性的建议,包括关注灰色犀牛风险、确保高层支持、以及加强内部信息共享。
Takeaways
- 🌐 **全球供应链风险与韧性**:当前,供应链风险和韧性是全球关注的焦点,这不仅因为新冠疫情和乌克兰局势,还因为其他地缘政治因素,如波兰和保加利亚拒绝从俄罗斯购买天然气的事件。
- 📈 **数据与可见性**:数据和可见性对于提高供应链的韧性至关重要。通过数字化手段可以更好地监控和应对供应链中的各种风险。
- 📚 **风险管理**:组织需要建立有效的风险管理机制,包括对已知风险的规划和对未知风险的敏捷适应。
- 🔍 **深入洞察**:需要深入理解供应链中劳动密集型和资产密集型过程的不同影响,以及它们在面对冲突、战争或大流行等情况时的不同应对策略。
- ⏳ **应对速度**:在快速变化的全球环境中,企业需要迅速适应新的制裁政策和大流行的影响,这要求企业在风险管理上更加迅速和灵活。
- 🌟 **竞争优势**:在风险和韧性管理中,企业不仅可以通过提高效率来获得竞争优势,还可以通过快速适应变化来实现。
- 📉 **通货膨胀**:通货膨胀是一个重要问题,尽管当前焦点可能在其他领域,但它将对全球经济产生重大影响。
- 🌱 **可持续性与气候变化**:尽管当前有许多紧迫的风险问题,但可持续性仍然是企业议程上的重要议题,特别是在ESG(环境、社会和治理)投资日益增长的背景下。
- 🤝 **合作优势**:在管理供应链风险时,企业可以通过与其他组织合作来共享信息和资源,从而提高整体的韧性。
- 🏛️ **政策与法规**:数据隐私和法规限制了信息共享,但公私合作伙伴关系可能成为解决这一问题的关键。
- 📝 **内部协调**:组织内部的信息和知识共享对于有效管理风险至关重要,需要确保内部协调一致。
Q & A
在讨论供应链风险和韧性时,为什么说这是一个不仅仅局限于当前讨论的主题?
-虽然供应链风险和韧性是当前讨论的热点,但这并不是唯一的议题。因为除了应对风险和增强韧性外,公司还需要继续日常运营,比如管理供应商、完成采购项目等。同时,由于当前全球形势的变化,如疫情、地缘政治冲突等,供应链问题受到了前所未有的关注,这要求供应链专业人士提升自己的能力,利用这一机会改善现状。
如何通过提高可见性来改善风险管理和韧性?
-提高可见性是改善风险管理和韧性的关键。这涉及到通过数字化手段获取关于供应链的实时数据,以便更好地理解正在发生的情况。此外,需要有有效的应急计划,以及能够快速适应变化的敏捷性。
在当前的全球形势下,供应链专业人士如何提升自己的能力?
-供应链专业人士应该利用当前对供应链问题关注的增加,提升自己在风险管理和供应链韧性方面的专业技能。这包括更好地利用数据和技术,提高对供应链中断的预测和响应能力,并在组织内部建立一种风险意识文化。
为什么说我们现在所处的是前所未有的时代,并且这对供应链管理有何影响?
-我们所处的时代是前所未有的,因为近年来连续发生了多起重大危机,如美中贸易战、新冠疫情、苏伊士运河堵塞以及乌克兰战争等。这些事件的发生速度和连续性对供应链管理产生了巨大影响,要求供应链管理者能够快速适应并应对未知风险。
如何理解并管理已知风险与未知风险?
-已知风险是那些已经在计划中考虑的风险,而未知风险则是需要在发生时灵活适应的风险。有效的风险管理策略需要能够识别并优先处理那些对组织影响最大的风险,并确保组织能够快速反应,以利用可能出现的机会。
为什么说当前的通货膨胀问题没有得到足够的讨论?
-通货膨胀是一个重要问题,但当前的讨论往往集中在其他紧迫的全球事件上。然而,通货膨胀对经济有着深远的影响,如影响消费者购买力、企业成本和整体经济增长。因此,需要更多地关注并讨论通货膨胀问题。
如何建立一个对风险有认识和准备的组织文化?
-建立风险意识文化需要从顶层开始,确保有高层的支持和组织内部的共识。每个人都应该感到对风险管理有所贡献,并且需要有一种机制来鼓励员工分享他们观察到的任何可能影响供应链的信号或事件。
气候变化和可持续性问题是否因为其他风险的出现而被边缘化了?
-尽管当前有许多紧迫的风险问题,但气候变化和可持续性问题并没有被边缘化。相反,这些问题正在变得更加成熟和全面,并且与风险管理的各个方面紧密结合。在许多组织和投资者的议程中,ESG(环境、社会和治理)因素变得越来越重要。
在未来一两年内,风险和韧性将如何发展?
-风险和韧性的发展将更加注重预防和准备,而不仅仅是应对。组织将更加重视技术和数据分析,以提高对潜在风险的识别和响应能力。此外,将更加关注整个供应链的风险管理,包括那些可能不直接管理的间接关系。
如何利用合作优势来提高风险管理和韧性?
-通过与其他组织合作,可以共享信息和资源,提高对风险的识别和管理能力。合作优势可以帮助组织更好地理解和管理其供应链中的风险,尤其是在面对那些单一组织难以独自管理的复杂和广泛风险时。
实现供应链中的风险和韧性的最佳建议是什么?
-关注那些已知的、可能成为重大风险的“灰犀牛”事件。收集和分析数据,准备应急计划,并在风险成为现实时迅速采取行动。确保组织内部信息共享,以便能够及时响应风险事件。
Outlines
🎤 欢迎与开场
本段为视频的开场白,主持人在伦敦的Tobacco Dock欢迎观众回到采购和供应链直播现场。提到了即将开始的是当天的第一场小组讨论,主题是供应链风险与韧性。主持人在等待观众就坐的同时,注意到了之前会议的一些情况,并请求观众从走道边缘向内移动以便他人更容易入座。随后,主持人介绍了参与讨论的小组成员,包括David Shepard、Grant John和Daniel Weiss,并提到了他们在供应链领域的专业背景和经验。
📈 风险与韧性的重要性
在这段讨论中,小组成员深入探讨了供应链风险和韧性的重要性。Daniel Weiss提出,尽管风险和韧性不是目前唯一的议题,但它无疑是目前最紧迫的议题之一。讨论了当前的全球形势,包括中国的疫情、乌克兰的局势,以及波兰和保加利亚从俄罗斯停止天然气供应的新闻。小组成员同意,尽管这些不是唯一的挑战,但它们是目前最受关注的。讨论还涉及了如何提高风险和韧性,是否关键在于提高可见性,以及我们能期望实现多少成果。
📝 数据与可见性
本段中,讨论集中在如何通过数据和数字化提高供应链的可见性。David Shepard通过一个关于自己忘记带笔和纸的小故事,强调了数字化在提高组织适应性方面的重要性。Daniel Weiss强调了数据的重要性,并提出了“生物融合公司”的概念,即通过数据和自动化来增强供应链和采购专业人员的工作效率。Grant John讨论了前所未有的时代,包括美中贸易战、大流行、苏伊士运河封锁和乌克兰战争等连续的危机,强调了为重大中断做好准备的必要性。
🤝 建立风险意识文化
在这一段落中,讨论了如何建立一个具有风险意识的文化。强调了风险管理不仅仅是合规性要求,而是需要每个人的参与和贡献。提到了在组织内部分享关于风险管理成功案例的重要性,以激励员工并提高他们对风险管理的认识。此外,还讨论了如何将可持续性重新置于议程的前沿,并将其视为前进的机会。
🌐 风险管理的未来
小组成员在本段中分享了他们对未来风险和韧性的看法。讨论了如何从过去几年的事件中学习,以及如何更加积极地准备和战略性地构建更具韧性的供应链。提到了技术、人力资源和流程在风险管理中的重要性,并强调了内部信息共享的必要性。此外,还讨论了如何将情报下放到供应链的更深层次,以及如何通过公私合作伙伴关系来提高风险管理的效率。
📊 风险与韧性的建议
在视频的最后部分,小组成员给出了关于如何在供应链中实现风险和韧性的建议。Daniel Weiss建议关注那些已知的、可以预见的风险(灰犀牛),并准备好迅速采取行动。Grant John强调了获得高层支持的重要性,而David Shepard则建议组织内部要进行良好的信息共享和联合行动。最后,主持人感谢了小组成员,并提示观众如果有任何问题,可以通过活动应用程序直接与演讲者联系。
Mindmap
Keywords
💡供应链风险
💡供应链韧性
💡数字化
💡数据驱动
💡风险管理
💡ESG
💡制裁
💡乌克兰战争
💡灰犀牛
💡协作优势
💡风险文化
Highlights
讨论了供应链风险和韧性,强调了数字化在提高供应链可见性方面的重要性。
提到了当前全球形势,如疫情和乌克兰局势,对供应链的影响。
David Shepard强调了数字化转型对于适应供应链变化的重要性。
Goran John讨论了如何通过数据驱动的洞察和分析来管理供应链中断。
Daniel Weiss提到了在风险管理中,识别和准备应对“灰犀牛”事件的重要性。
讨论了如何通过提高风险意识和文化来构建更具韧性的供应链。
强调了在风险管理中,内部信息共享和跨部门协作的重要性。
提到了技术在预测和应对供应链风险中的作用,尤其是在数据收集和分析方面。
讨论了如何通过提高供应链的可见性和透明度来增强其韧性。
强调了在风险管理策略中,对已知风险和未知风险采取不同策略的必要性。
提到了制裁对全球供应链的影响,以及企业如何迅速适应这些变化。
讨论了通货膨胀对供应链成本和企业运营的影响。
强调了在风险管理中,高层管理支持和整个组织对风险的认识至关重要。
提到了气候变化和可持续性问题在供应链风险管理中的重要性。
讨论了如何通过公私合作伙伴关系来共享信息和提高风险管理能力。
提供了关于如何在供应链中实现风险和韧性的建议,包括关注灰色犀牛事件并准备快速应对。
强调了在风险管理中,内部信息整合和跨部门协作的重要性。
讨论了风险和韧性在未来一年或两年内可能的发展方向,包括技术进步和组织文化的变化。
Transcripts
[Music]
hi everyone and welcome back to
procurement and supply chain live here
at tobacco dock in london uh now as you
can probably tell uh next up we've got
our first panel discussion of the day
and this is going to be talking about
supply chain risk and resilience
i'll just pause briefly while a few
people are coming in please do take your
seats uh one thing i've noticed actually
from some of the earlier sessions if if
people are able to move in from the
edges of the aisles because it can be
quite hard to squeeze in i think we've
got people packed quite tightly in in
terms of the depth here so if you are on
the end of a isle if you could maybe
just move down a bit to allow people to
take their seats a little bit easier
thank you
okay as i said this is the first panel
discussion of the day on this stage and
we're talking about supply chain risk
and resilience
so uh please could you welcome to the
stage our panelists for today we've got
david shepard
garant john and daniel vice again
gentlemen
[Applause]
[Music]
okay just some quick introductions as
well so uh david to my right is
currently leading the london stock
exchange group strategy for refinitives
customer and third party risk business
and previously held roles in global
partnerships market development and
business development and uh grant john
leads the interros resilience lab team
generating data-driven insights research
and analysis on supply chain disruptions
topical issues and best practices for
supply chain risk management and daniel
weiss if you were joining us earlier
he is the global leader of boston
consulting group's procurement business
line and a core member of his operations
practice and also chief executive
officer of inverto and no doubt he'll be
telling us more about his latest book as
well at some stage okay so we're gonna
get straight into some questions here
now we do have some uh uh some seed
questions some pre-arranged questions
but if anyone has questions throughout
the session please do put your hand up
or you might have to give me a little
shout if i've got half my back to you as
well and we'll try and take as many
questions as we can um we're starting
off and um actually we'll go to uh
daniel first uh risk and resilience is
the is the theme of not just this panel
but the entire show
does that mean that that's the only
story in town right now
it is not but it's potentially the one
which is
on most broad agendas the highest ranked
at the moment with the entire situation
pandemic in china ongoing we have the
ukrainian situation we have news that
poland and bulgaria will not guess from
russia
starting today if i read the newspaper
correctly this morning i would say it is
on the top of the agenda
and goran would you agree with that
i i would i think it's um it's maybe not
the only story but it's certainly the
main one um i've been kind of working in
the procurement supply chain area for
more than 20 years and i certainly don't
remember a time
when you know you hear the word supply
chain in the mainstream media on the
morning news
um from people that would never have
even known what that was maybe two three
four years ago so so it's definitely the
main story um
but of course you know we've still got
supply chains to run sourcing projects
to complete
suppliers to manage you know all the
kind of day-to-day stuff so so i think
that needs to happen alongside it but
but i think now that the spotlight is on
us as a profession in a way that we
haven't seen before you know it's really
incumbent on all of us to step up to up
our game and to really kind of take
advantage of that
so i think yeah that's that's the way i
would uh look at it
okay and david so the tricky question
falls to you now i suppose so so how do
we actually improve risk and resilience
is is visibility key to that and how
much can we really expect people to
achieve
yeah so i think um
when i first thought about how you'd
answer that question i jumped straight
into talking about digital right so
as a sort of data led organization i'm
always thinking about how do you get
that visibility through digital of
what's going on particularly as we've
seen sort of
the supply chain move and we've not got
such so much physical interaction and
then i thought to myself
what does that do that you know what are
you really trying to do to build that
resilience which is always the
contingency plan and then i looked at
what i did today which was an epic fail
of all sorts which is um i turned up to
a conference today and i thought
okay well i should write a few notes for
this session and of course there was no
paper because this is a digital session
i turn up as the only person with a few
pieces scraps of paper which i had to
borrow from around the corner and i was
uh halfway through writing my notes when
my pen ran out so uh that was a second
failure of analog versus digital but um
the point of that story is i mean that's
that's that's a classic example right of
where things are shifting and where the
digital is very very different had i
been
adopting what we what we should really
be thinking about here today and the way
this conference is run and all of you
guys are sitting here with your electric
electronic pads and your notes and
everything like that but that that's how
an organization needs to move as well
right which is to understand
that those types of formats and
processes that we were using that were
analog before
have got failures in them and making
sure that you've got digital resilience
in the way that we've adapted those
supply chains is really really important
so um so yeah perhaps
my answer comes with an embarrassing
story of my own yeah i've got plenty
more so no that's good it's good to know
that someone else uses pen and paper to
make notes as well because i've
certainly been doing that this is purely
for show this this isn't even switched
on
um so daniel i'm going to throw that
same question to you actually when it
comes to improving risk and resilience
how important do you think visibility is
and and data actually
it's very important and the one thing is
of course i very much believe in bionic
companies so whatever we can do to
augment
supply chain and buyer professions life
coming from data and being automated
that's great
i think the other part of the truth is
the 100 answer is simply not there
so we need to pick up the pen and we do
need to do manual homework so we need to
understand
how much of our supply chain is using
more labor-intensive processes versus
others who use more asset intensive
processes
and both of them will have a different
implication if you're talking about a
conflict or a war versus a pandemic
situation and those insights often we
need to generate still with the brain
and a paper and a pen before we then
bring that back as a data piece in our
databases
so i think it works hand in hand it's
bionic
okay and i know i know grant you've been
a you know a journalist within this area
for for many years um
these are clearly unprecedented times
right
yeah i i think they are i mean
i really traced this back to probably to
the beginning of 2018 when we
started to see um the u.s china trade
war really begin to
take off with all the tariffs and and
controls and restrictions during uh
donald trump's time
um
but you know it's been literally wave
after wave of crisis we've had obviously
the pandemic was unprecedented
um we've had the suez canal being
blocked
um we've had uh obviously now the war uh
in ukraine
and there's lots of other things in
between so so this is a kind of this is
certainly unprecedented times i agree
with what daniel was saying in his
session here in terms of you know it's
no good chasing black swans in the way
that maybe people used to think about
that um
but you know it's really a question of
of trying to be prepared for some of
these significant disruptions while at
the same time
um you know keeping an eye on the more
regular stream of small
but impactful things that can go wrong
across our supply chains you know many
parts of the world in many in many
different guises
um so i think that's the challenge for
all of us is how do we how do we build
capabilities that can really allow us to
sense and respond to
different sorts of risks and different
sorts of events you know no matter where
where they come from and on when
again and uh david touching on that or
expanding on that point there what about
managing known versus unknown risk
yeah i think also just to kind of say on
that last point um
it isn't it's not in terms of
unparalleled times i think i heard
daniel say in the last session that um
it's not the first pandemic you know
it's it's definitely not the first um
kind of time that we've had to do it's
not the first war that we've been
dealing with which has had international
consequences i think it's the pace that
things are developing that is quite
interesting so i spend
a lot of time dealing with that um with
the story around sanctions that's one of
the core elements of what we do within
within our business but you know there's
been sanctions on iran for 40 years this
is not new what's happening is the speed
of change around sanctions right and
that's that impact therefore means that
people are starting to have to be a lot
quicker in terms of dealing with those
risks
um and it's the same with it's the same
with the pandemic right in terms of the
speed that it actually happens and the
fact that the nature of the way that
businesses operate now is so global and
so
i think it's just
it isn't the unknown and i think that's
important to think about because it's
also it's not the first time it won't be
did last time so
building out contingency plans expecting
this sort of pace to change is is pretty
important
the known versus the
the unknown risks right um
they're just two different strategies
one is the known risks are things that
we are we're already planning for the
the unknown risks the ones that we need
to be agile to adapt to as they happen
and i see this as
not you know as opportunity
um
if you've got your systems and processes
and intelligence available to you in the
right way whether it's through clever
analytics whether it's through sensible
data capture whether it's through
disseminating information across your
organization so that you share that
information so it's not stuck in a
credit controller or sanctions
department
there's opportunity because the quickest
to react and adapt to these will also be
the best position from a business
perspective so i don't mean opportunity
in an ad advantageous way around you
know kind of a sad situation from a war
zone but i mean in terms of business
operation or you know you've got to be
quick to adapt and there's real
opportunity to get competitive veggies
up in these times as well yeah now i
completely understand that and we were
we were talking about this backstage
earlier as well um and as you said in in
your presentation in daniel in your in
your book you talk about um
not chasing the black swans by
identifying the the gray rhinos and this
is not the first conflict we've had and
it's not the first pandemic we've had
but is it that
pace of change or is it a domino effect
as well because we're just compounding
things these these events have all
happened on top of each other and that's
why the impact of it is so significant
i i don't
think so that is part of why it is so
difficult at the moment the constant
things happening
vucar worlds and all those new words
coming up i think there is some
reality in those words
um
and the thing really is
the level of preparedness we have a bit
forgotten that we need to be prepared
because we come from a history where in
the last
40 50 60 years the iron curtain fell
down wto arrives free trade access to
cheap labor innovation
and now this changes again so
potentially there is something like a
new iron curtain coming up
i don't personally think that the
sanctions against russia will be lifted
tomorrow even hopefully this the war
will sometimes end so i think we need to
be prepared that the the times we use
the experience are a bit over and also
inflation i mean we can have now
difficult discussion about inflation but
i think at least it is proven wrong that
inflation is only phenomenal which we
would see only for two or three months i
think
given that the level today of eight
seven eight percent in u.s and in europe
there for sure will not change next
month
okay and um
yeah i mean inflation is one of those
things that isn't being talked about
enough i don't think at the moment i
mean because obviously our
focus is is elsewhere but inflation is
the one that i think is going to have a
significant impact um maybe we can talk
about that later uh but grant coming
back to you um
and the questions i have down here we've
had some questions come in virtually by
the way so thank you for those are there
any questions from the floor before i
continue with these if there is just put
a handle okay yeah could we get a
microphone here i'll just take one more
question from here and then we'll come
to you um uh grant how do we build a
risk aware
culture
that's a good question i think um well i
think on the positive side you know the
events of the last few years have as i
said a minute ago i mean they've they've
kind of put the whole issue of supply
chain disruption and the need to be
resilient um you know front and center
so i think that's all
helping the kind of the education and
the awareness building side of this
um
i think i i suppose one way i would look
at this is
you know sales people
uh other business leaders are always
telling us that you know we all have a
role to play in our organizations in
terms of selling and helping to keep our
customers happy
in a way i see a sort of a parallel with
with risk in the sense that this is not
just something for you know specialists
you know locked away in a sort of their
own sort of functions and departments
doing in a way you want to create a
situation where everybody's sort of
feels some kind of ownership and
contribution to that and i've heard good
stories of um companies where
even in during the pandemic where they
weren't able to kind of visit
partners suppliers and so on in person
you know they've they've kind of they've
begun to try to set up mechanisms where
people can you know look out for signals
even if it's just something they've seen
on social media or they've heard on a
telephone conversation or a zoom meeting
a way of kind of trying to get people to
kind of say ah you know that's something
that i need to let other people in the
organization know about we need to think
about it it needs to be kind of looked
at in some cases so i think that can
help but i think ultimately
we have to create a situation where risk
management is not just seen as a kind of
box checking exercise as a compliance
orientated um uh you know requirement
you know that's a turn off to most
people i mean how many of us when we you
know despite all the the adverts we see
on tv how many of us really look forward
to kind of renewing our insurance
policies for our homes our cars our pets
i mean it's boring we have to do it but
you know if we're going to get more
people involved and create a kind of
risk aware culture we have to we have to
kind of share the stories about where
this is making a difference daniel you
were talking about competitive advantage
earlier in your session we have to sort
of share the stories of where our
ability to kind of sense respond make
decisions quickly is actually benefiting
the organization the company
that's the sort of thing that i think
gets people fired up and motivated will
help them to say ah this is something i
can actually contribute to even if it's
just in some small way
okay really good answer so um yeah we
had the question from the floor if you
just start by saying your name and where
you're from please
yeah hi uh nick daniel i'm from climate
partner the commercial lead in the uk
we're a global climate change
consultancy and i think we've seen all
of these risks come up the ones you've
touched upon has that meant the
sustainability and climate change has
almost taken a bit of a back seat here
and how can we get that back at the
forefront of the agenda and see it as an
opportunity moving forward as well
who wants to take that i mean i'll kick
off with that i think
almost the reverse actually i think um
you know
there is virtually no conversation that
i see going across the
london stock exchange group at the
moment where we don't look at that
element of of risk within a more
holistic way what's starting to happen
is where there's been a little bit more
intelligence applied to when we're
talking about third-party risk here
supply chains
but um
there is a much there's a huge maturing
going on at the moment about really
understanding that we're not just
looking at a couple of classic risks i
mean we define it as 29 risks but
i it's so incredibly diverse there's a
lot of niche information to be found
unfortunately it's not you don't just
have one provider who can answer the the
situation or you know can solve the
climate change as a topic i mean like
last week i was chatting to a really
interesting think tank that um
that looks after kind of a crime link to
the amazon basin right that's a very
small organization very small think tank
based out in brazil but quickly i
realized that the niche knowledge that
they had of that particular area and
that particular supply chain was huge
and it might just be a tiny data set but
that data set has got can be used by a
vast number of organizations and and i
just you know in the other sort of world
that what we do at lseg
every investor conversation comes with
this involved in it now the esg story is
just so so incredibly strong
um we see it on the retail side we see
that you know kind of the younger
generations are demanding that that kind
of profile of an organization that they
actually demonstrate their cultural
awareness um but you're seeing it on the
investor side now every single investor
discussion
comes back into really understanding
whether or not that organization that
they're dealing with has got a genuine
um climate control strategy or any of
the different kind of names that we want
to give it so
yeah i can i can understand the question
because there are other things diverting
attention but i think actually it's
becoming more mature as an overall topic
and that particular piece you're focused
on i see it everywhere and it's just
it's actually just going up in profile
yeah i would um i don't know if you saw
it but our first speaker today uh frank
sudan from sap yeah he talked about
sustainability as well and um he said it
was
the number one priority in his opinion
anyone else want to briefly touch on
sustainability and its significance yeah
i can jump in i mean i i think
you know every pretty much every
research study i've conducted over the
last 10 years would show you
sustainability kind of much lower down
on the on the executive agenda whether
we're talking about
you know risk types of risk or whether
we're talking about
you know issues for procurement and
supply chain organizations more
generally
and certainly that would be true if
we're talking about something like
climate change which i think as much as
we recognize now is is a is a major
threat facing the world
um it's something that seems very
removed from
you know many people's daily lives and
actual actions and steps practical
things they can do
but i but i do think this is changing i
i can think of conferences i've spoken
at in the us maybe five six years ago
where if you mention sustainability you
know half the audience would switch off
that's definitely changing and i think
for exactly partly for the reasons that
you said in terms of the esg agenda
financial community investors and so on
so i so i think um
i think there have been challenges i
mean let's think about the pandemic i
mean every time i threw one of those
lateral flow tests and all the plastics
and the wrappings and everything else in
the bin
i was horrified you know we're kind of
taking a retrograde step of course it
was it was necessary but so i think
there are clearly bumps along the way
but i think the general trend is very
much um that this is being taken much
more seriously and certainly at interos
esg is one of the six
major types of risk that we
uh you know we we take care of and look
out for our clients
daniel briefly on sustainability
i think the board agendas i see
sustainability remains on the top
i think it's also true and fair to say
that
some parts have moved even more on top
but i only think hopefully for the short
term i think there is a great common
belief that on the esg side there needs
to be action
i appreciate there is a difference in
the different world geographies i think
here
in europe potentially most advanced to
bring the topic even the highest on the
agenda but i also see positive momentum
in especially north america and asia
pacific as well
okay uh thank you for your question i'm
just going to turn to a couple of the
virtual questions before we um start to
draw things to a close here um
question here from
vivian it says what is the significance
of the risk profile of a company bless
you on how it deals with supply chain
disruptions
i think you need to develop actually a
good point of view on it in a sense you
need to be understanding where you are
exposed to risk and you need to contrast
your risk exposure on what it will do
with you
be it on operational risks reputational
risks or whatever kind of risk which you
want to be coping with and i think it's
absolutely fair
if you have identified 6 000 risk that
you need to
be honest and true to yourself that you
cannot manage for 6 000 risk but you
need to get to a prioritization
and there i think companies do differ on
what they put up
high on their list most companies i know
they do very good analysis on it and
then they identify those
20 50 risk they actually will put teams
manpower and tools behind to cope with
them but it is indeed
in everything we do in risk management
an obligation to do prioritization with
regards to the impact where you want
don't want to be hit
okay i hope that answered your question
vivian thanks for sending that in uh go
out turn me back to you now
looking to the future how do you see
risk and resilience evolving in the next
year or two
yeah well i i certainly hope that we're
learning the lessons of um
of you know the last few years and
and as daniel was saying really start
preparing and being much more proactive
and deliberate and strategic
at how we how we look at risk and how we
try to build greater resilience into our
supply chains
certainly
i did a
piece of research towards the end of
last year and we saw i think it was
about 60 percent of that sample saying
yes we are going to carry on in that
vein once we come out of certainly the
pandemic
um
that that may or may not be wishful
thinking we've seen examples in the past
where we've reverted to tight we've gone
back to a very reactive fire fighting
type of approach so i i do hope that um
begins you know that that does that the
the lessons stick
and that we that we take a much more
um
you know we kind of accept that the the
risk
needs to be part of the cost of doing
business and therefore we need certain
capabilities whether it's technology
uh people and resources or processes um
to to actually um to actually kind of
manage that in a more in a more in a way
that allows us to anticipate problems
get ahead of at least some of them
because daniel's right you cannot cover
all bases it's absolutely impossible
so that's that's what i hope and
certainly we're seeing a lot of interest
in
in companies developing those kind of
capabilities across the board
particularly in the technology area okay
david same question to you actually how
do you see risk and resilience evolving
and let's keep it to the next couple of
years
yeah so i think um
i would have talked about holistic risk
management but i think
we've already covered that off but i
think one of the things to look at is
moving the intelligence down the supply
chain
so
again we do a number of these surveys
there was one that we ran last year for
i think it was about 10 000 companies
and
62 of those came back and said they did
not know how many organizations they
were working with um outsourced work
further down um through their
organization
and that's that's interesting right
because
really you can draw parallels and
there's things to be learned from the
financial world where this type of thing
is slightly more mature and what i'm
talking about there is if you look at
the correspondent banking relationships
15 years ago
banks were giving dollar relationships
to to international banks and they had
absolutely no idea what they were doing
and they had absolutely no grasp of what
was going on with those banks that were
basically acting through them as a bank
and that created all sorts of issues and
you know the rollback there was quite
aggressive
legislation but then you started to see
de-risking which meant that these larger
banks stopped working with the smaller
banks that created a lot of issues in in
those markets where suddenly smaller
organizations
couldn't get access to to international
markets so
where i'm going with that is that
they've had to learn through their
indirect relationships and through their
correspondent banking relationships
exactly what is going on and they've had
to put controls and processes in place
if 62 of the organizations that we talk
about in those 10 000
don't know what is happening down in in
their correspondent relationships that's
not good enough that that is an area
that needs to be focused on um from
every different risk angle that you can
really think about so i think that's
something that will
hone in and really needs to be adapted
in the next couple of years
okay last chance for any questions from
the floor if anybody yes lady at the
front get the microphone down there
and as usual if you just start with your
name and where you're from please
hi me again anna um just a quick one so
you've talked about what's not quick um
competitive advantage quite a bit in
this
in terms of sort of risk and resilience
where does collaborative advantage play
into it and you're talking about
knowledge sharing and understanding your
supply chains and
awareness and all these sorts of things
how actually can you lean on that
collaborative space and activity to
drive risk and resilience if you've got
6000 risks you can't manage them all by
yourself but what about you know your
parallel a parallel organization that
shares some of those so just interested
in your thoughts on that um
is that is that for any particular
speaker or i suppose david just because
obviously where you're coming from i
mean i'll start on that i mean and then
i'm sure um the guys to my right have
got thoughts on this i think um
that collaboration thing is one of the
biggest problems that we've got is that
if you started thinking about some of
the risks that exist in terms of the way
that sort of criminal organizations
operate they don't have to operate
within the boundaries that we have to
operate with within sort of the
corporate or the financial world
and part of the challenge we have is how
quickly they can move information around
so
there is a real desire i mean maybe 15
years ago i sat with a group in london
kind of talking about how they could
share fraud information between each
other
and still we don't do a good enough job
with that we absolutely don't and then
if you look at how legislation has moved
in recent years particularly around data
privacy
it's getting harder it's literally
getting harder and harder and i mean
we've got
research centers all over the world
where i go and sit with a terrorist
research you know team and they tell me
we cannot surface this information we
can see exactly what's going on
but the restrictions in terms of the the
way that we're allowed to surface the
information so
i don't i don't know i didn't answer
your question i just kind of talked more
about the problem but
um the the answer is in collaboration
and what i would just add to that is
in every aspect of the moment you're
seeing what we call uh public private uh
partnerships coming together
so the advancement there
is the fact that you're starting to see
governments opening up that dialogue
because they have a lot of information
that they need to share with the public
sector what we haven't got and you know
in the uk they've got some good models
but we do not have enough of those that
are working operationally in a way that
allows us to share the information
between public and private sector i
think that will be a big step forwards
okay let's move on because we're coming
towards the end of the session here just
very quickly and i'll take answers from
from all of the speakers as well daniel
starting with you the single best piece
of advice you would give anyone trying
to achieve risk and resilience in their
supply chain
30 seconds
focus on the rhinos the grey ones you
see out of the dark we have seen much of
it before and that means get your data
together
don't trust your systems in a sense that
you don't need to manually update them
for information which you don't have in
your system do that effort
be prepared and then be
in a position to quickly take actions
when the crate once the grey rhino
becomes really a dark one
thank you go around
yeah i mean it's it's a cliche but i
would say you know make sure you've got
top level executive support
you know organizational culture risk
appetite varies a lot from organization
to organization and i think
you know we can't address supply chain
risks um in isolation um and some of the
some of the investments that are going
to be required to help to mitigate risk
give us more options you know those
require you know
top top executive suite or even board
approval so
yes there's things you can do in in
isolation but i think it's really
important
that supply chain risk is seen you know
in a broader context
and david final thoughts
on that holistic risk one make sure that
you're joined up internally all right um
sometimes there's so much information
and knowledge within our own
organizations that we just do not share
properly to be able to action it so
perhaps the first thing to do is look
internally before you go externally
okay thank you that's all we've got time
for i'm afraid but if anyone does have
any further questions remember if you
use the event app then you can reach out
to all of our speakers directly as well
so
for now please thank you uh daniel
garant and david thank you
okay thank you guys
thank you
[Music]
you
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