Panel Discussion: Supply Chain Risk & Resilience

Summary

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

00:00

🎤 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。

05:02

📈 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。

10:02

📝 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。

15:05

🤝 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。

20:06

🌐 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。

25:07

📊 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。

Keywords

💡供应链风险

供应链风险指的是在供应链运作过程中可能遇到的各种不确定性因素，这些因素可能对供应链的稳定性和效率产生负面影响。在视频中，讨论了如何通过提高可见性和数据驱动的洞察来增强供应链的抗风险能力，这是视频的核心议题之一。

💡供应链韧性

供应链韧性指的是供应链在面对干扰和冲击时的恢复能力和适应能力。视频中提到，通过数字化和数据驱动的方法，可以提高供应链的韧性，使其能够更好地应对突发事件，如疫情和战争等。

💡数字化

数字化是指将传统的模拟信息或流程转换为数字格式，以便于更高效的处理和分析。视频中提到，数字化对于提高供应链的可见性和韧性至关重要，它可以帮助企业更快速地响应风险和变化。

💡数据驱动

数据驱动的方法依赖于数据的收集、分析和应用来指导决策。在视频中，数据驱动被强调为提高供应链风险管理和韧性的关键，通过数据分析可以更好地预测和应对潜在的供应链问题。

💡风险管理

风险管理是指识别、评估和采取行动来减轻风险的过程。视频中讨论了风险管理在供应链中的重要性，以及如何通过建立有效的风险管理机制来提高供应链的稳定性。

💡ESG

ESG代表环境（Environmental）、社会（Social）和公司治理（Governance），是衡量企业可持续发展和社会责任的重要指标。视频中提到，ESG现在是投资者和消费者越来越关注的议题，对企业的长期发展和风险管理具有重要影响。

💡制裁

制裁通常指国家或国际组织对某些国家或实体采取的限制性措施，以迫使其改变某些行为。视频中提到了制裁对供应链的影响，以及企业如何需要快速适应制裁带来的变化。

💡乌克兰战争

乌克兰战争是指2022年俄罗斯与乌克兰之间的冲突。视频中提到了这场战争对全球供应链的影响，强调了企业需要对此类地缘政治事件保持高度警觉，并采取相应的风险管理措施。

💡灰犀牛

灰犀牛是指那些明显存在但往往被忽视的重大风险。在视频中，提到了专注于灰犀牛而非黑天鹅（指极其罕见且不可预测的事件）的重要性，强调了对已知风险的识别和管理。

💡协作优势

协作优势是指通过与其他组织合作来共享信息、资源和策略，以提高整体的竞争力和抗风险能力。视频中讨论了在供应链管理中，如何利用协作优势来共同应对风险和挑战。

💡风险文化

风险文化是指企业内部对风险的认知、态度和管理方式的总和。视频中强调了建立风险文化的重要性，即让所有员工都意识到风险管理的重要性，并在日常工作中积极参与其中。

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

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you