The Pitfalls of Supply Chain Risk Management (2023)

The Pitfalls of Supply Chain Risk Management (1)

Author: David Podeswik, CRISC
Date Published: 1 May 2022
Related: Supply Chain Resilience and Continuity | Digital | English
português
Download PDF

(Video) Food Fraud - Know the Pitfalls in Your Supply Chain!

Many organizations have progressively increased their reliance on a growing number of global suppliers. As evidenced by the numerous supply chain attacks over the past decade, such as the 2013 Target data breach1 and the 2020 SolarWinds supply chain attack,2 cybersecurity threat actors often target suppliers because they are less secure than larger organizations higher in the supply chain. These attacks compromise the software or products of the supplier organizations lower in the supply chain, allowing the compromised software or products to facilitate the infiltration of the larger organizations.

The increased reliance on large, global supply chains and the increased threats to them have moved supply chain risk management to the forefront of industry conversations on cybersecurity best practices. The need for supply chain risk management is no more important in this decade than in the last—it has simply become better recognized. In May 2021, the President of the United States issued an executive order directing US federal resources to fund guidance on supply chain security.3 In addition, in 2021, the UK’s National Cyber Security Centre conducted a survey on supply chain risk management.4 Most survey respondents identified barriers to implementing an effective supply chain risk management program for their organizations. These barriers included poor visibility into supply chains, a lack of expertise in cybersecurity risk and insufficient tools or assurance mechanisms to evaluate supplier cyberrisk.

Supply chain risk management programs can be beneficial to every organization, but without proper guidance, they can actually increase risk. Misguided supply chain risk management practices, such as the aggregation of audit or assessment artifacts, is lowering the effectiveness of these programs. In addition, the seemingly unending creation of unique cybersecurity questionnaires is contributing to increasing burdens that detract from suppliers spending time securing their organizations. The risk of these misguided supply chain risk management practices can be managed by acquirer organizations having their supply chain assessors review artifacts without having to collect and store them, smart sizing the level of the risk assessment to the risk the vendor poses to the acquirer organization and assessing risk with a commonly used risk management framework.

Taking Action

Many organizations are taking action against supply chain cyberrisk by establishing or improving their supply chain risk management programs and processes to better mitigate supply chain risk. The three most common assurance mechanisms used to validate supply chain security are similar to mechanisms used by assessors and auditors to validate US National Institute of Standards and Technology (NIST) controls. These methods, described in NIST Special Publication (SP) SP 800-171A Assessing Security Requirements for Controlled Unclassified Information5 and NIST SP 800-53A Rev. 5 Assessing Security and Privacy Controls in Information Systems and Organizations,6 are examine, interview and test. When applied to the supply chain, organizations should:

(Video) Supply Chain Risk Management

  1. Examine artifacts such as documentation
  2. Interview individuals or groups within the supply chain
  3. Test controls to see if they behave as expected

These methods are frequently employed by a dedicated individual or team within the organization or a contracted third party.

Another consideration for organizations improving their supply chain risk management procedures is data privacy assessments. Depending on the external regulatory requirements and the organization’s policies, the data collected as part of these assessments could require additional data privacy assessments. An example of a common data privacy assessment required by organizations is the EU General Data Protection Regulation (GDPR) Data Protection Impact Assessment (DPIA).7 Although this regulation covers only a portion of data privacy transactions, these same concepts are emerging within many similar regulations globally. Depending on the information exchanged and the types of processing performed, privacy assessments may be required or just simply desired as a part of good information hygiene for organizations.

Paved With Good Intentions

As organizations choose the best methods for dealing with new threats, they are potentially opening their organizations and their supply chain to additional risk. Although the intent may be good, there are five misguided practices that often plague supply chain management efforts:

  1. Aggregation of artifacts from multiple suppliers into one single location within an organization higher up in the supply chain creates risk.
  2. Having suppliers with minimal knowledge of the acquirer organization’s security measures protect artifacts (a nondisclosure agreement [NDA] alone does not guarantee the security of those artifacts) creates risk.
  3. Shared artifacts expand the risk surface for suppliers and acquirers—often exponentially:
    • Each new organization that receives these artifacts increases the risk surface for each organization in business with the supplier.
    • As acquiring organizations gather documentation on their supply base, they are holding larger and larger stores of valuable security information.
  4. Third-party vendors used to manage and store these artifacts expand the risk surface even further.
  5. Organizations often have unique questionnaires and artifact requirements, which puts increased burden on the suppliers providing this information and detracts from the valuable time needed for the effort to improve the security of these suppliers.

Aggregating and Securing Artifacts

It has become more common for organizations to request documentation and artifacts from their supply chains that, if discovered by a threat actor, would be harmful to the supplier and the organizations receiving their products. Figure 1 demonstrates examples of the proprietary artifacts that are often requested.

The Pitfalls of Supply Chain Risk Management (2)

Based on the risk to the supplier and product, it is a good idea to validate these items and determine whether they fall within industry standards. However, collecting them without a specific course of action is an unnecessary risk to take. If a threat actor obtains these artifacts, it gives them a road map to help them breach the supplier.

The Pitfalls of Supply Chain Risk Management (3)Figure 2 illustrates the aggregation of artifacts by one acquirer across multiple suppliers. Although this figure shows only four suppliers, there can easily be hundreds or thousands of suppliers providing artifacts to one acquirer.

(Video) Beyond the Pandemic: Mitigating Supply Chain Risk and Disruption

Aggregating supplier artifacts operates with the assumption that the acquiring organizations have impenetrable security, but no organization is unbreachable. Every time suppliers provide artifacts to acquiring organizations, they risk allowing proprietary information to be leaked in a breach. In addition, suppliers often have minimal knowledge of the acquiring organization’s security posture, allowing these artifacts to be stored in an unknown location with unknown security.

Risk Surface Increase

Every acquiring organization that obtains these artifacts increases the risk surface of every other organization doing business with that supplier. Acquiring organizations often have a narrow-minded view that the supplier relationship is 1:1, but that is rarely the case. One supplier can supply hundreds or thousands of other organizations.

As acquiring organizations continue to gather artifacts from suppliers, they create an ever- expanding store of critical security information that threat actors desire. If one organization with this treasure trove of data is breached, the security of their suppliers is compromised, and threat actors will have an advantage against all other organizations working with each of those suppliers.

“The landslide of numerous questionnaires, artifact requests and unique frameworks has put large burdens on suppliers.”

The Pitfalls of Supply Chain Risk Management (4)Figure 3 illustrates the relationships that occur when a supplier begins to distribute their proprietary information to multiple acquirers. If each acquirer collects these artifacts, they all need to be aware of each other’s involvement. Acquirer 1 is now reliant on acquirers 2, 3, 4 and 5 to protect this data from their supplier. This same reliance is true for each other acquirer. If acquirers 1, 2, 3 and 4 are all protecting the data securely, but acquirer 5 is breached, that information is no longer secure. Everyone in that supply chain is now at higher risk.

Third-Party Vendor Services

Cybersecurity is expensive and the skills gap for properly trained personnel is not closing anytime soon. This is pushing acquirer organizations to utilize third-party vendor services to manage this process. These third-party vendors can help interpret and review the risk of suppliers. However, if they are collecting artifacts in the same manner as the organization, it can make the problem worse. Third-party vendors may have worse security, keep copies of the artifacts and forward copies to the acquirer organization. This example puts those artifacts in three different places, with the supplier, the acquirer and the third-party vendor, which offers more opportunity for threat actors.

The Burden

The supply chain risk management process is necessary but can be burdensome if executed improperly. Often, acquirer organizations have positive intentions in improving their security posture, but they may not understand the best path forward for improvement. Determining the proper depth and coverage for a risk assessment can be different for each organization and organizational relationship.

The landslide of numerous questionnaires, artifact requests and unique frameworks has put large burdens on suppliers. Many suppliers are now devoting significant security resources to answering questionnaires and providing artifacts to acquirers, diverting personnel from roles that can make positive changes to improve the security of the supplier organization. Organizations must consider the appropriate level of depth and coverage for the risk presented. Suppliers that provide higher levels of risk should be scrutinized more heavily, while those with lower levels of risk should be reviewed with less rigor.

(Video) The Pitfalls of Supply Chain Management in Megaprojects - Liam Fassam

Solution: Reduce the Risk Surface

Instead of addressing every supplier the same, acquirer organizations should consider categorizing their suppliers based on potential impact and addressing the risk management process in a tiered manner. Figure 4 demonstrates an example hierarchy of ways to measure supply chain risk without aggregating artifacts. Within each risk review action, the assessor or auditor reviews the presented attestation or artifacts and documents their findings according to an organizationally determined risk framework.

The Pitfalls of Supply Chain Risk Management (5)

For example, at the higher tiers of risk, the assessor or auditor can review the artifacts over an unrecorded video teleconference meeting or in an in-person visit. The results of the review can be documented in a minimally descriptive summary. In addition, it should be noted whether the supplier’s controls ultimately meet each requirement or not. Because the artifacts will remain within the supplier’s possession, artifact hashing can be used to ensure that the artifacts the assessor or auditor reviews can be reviewed again later. An example of this method is described further in the CMMC Artifact Hashing Tool User Guide.8 These methods ensure the artifacts do not need to be moved off-premises and aggregated into a large repository. Organizations need to determine their own risk appetite for each level of potential impact and adjust their risk management strategy accordingly.

“Instead of addressing every supplier the same, acquirer organizations should consider categorizing their suppliers based on potential impact and addressing the risk management process in a tiered manner.”

An alternate method that can help reduce the burden on suppliers and shrink the risk surface of artifact collection is the use of a shared evaluation platform, such as Exostar. “Exostar started out as a cooperative effort by BAE Systems, The Boeing Company, Lockheed Martin, Raytheon, and Rolls Royce.”9 These organizations have highly sensitive vendor relationships and had the foresight in 2000 to create a platform that allowed the aerospace and defense industry to properly manage their vendor relationships without burdening suppliers with unique questionnaires or aggregating unnecessary artifacts. Using guided methods such as these allows acquirer organizations to reduce their risk surface and position their risk management programs for success.

Solution: Protect Acquired Data

If acquirer organizations do obtain artifacts from suppliers, they should be protected according to industry cybersecurity standards. Some of the most important and easily missed protections include encryption, access controls, data retention periods and data sanitization.

Artifacts should not be kept indefinitely. There should be a data retention period assigned to those data. The usefulness of the data deteriorates over time, and once they are determined to be no longer useful, they should be sanitized according to commonly accepted sanitization methods, such as NIST SP 800-88 Guidelines for Media Sanitization.10

Conclusion

Cyber supply chain risk management is a practice that all organizations should be performing, but strategic implementation is imperative. If suppliers are burdened by limitless requirements and forced to give up artifacts, including proprietary documentation, acquirers may be unintentionally sabotaging their own security without realizing it. Based on risk, acquirer organizations should consider in-person visits, unrecorded video teleconferences or self-attestation from suppliers. In addition, the depth and coverage of assessments should be scaled to the level of risk. Supply chain risk management programs can be beneficial to all organizations, but without proper guidance, they can increase risk for organizations across the globe.

(Video) Supply Chain Risk Management (SCRM)? Analysis, Assessment & 7 Critical Risk Factors | AIMS UK

Endnotes

1 United States Senate Committee on Commerce, Science, and Transportation, A “Kill Chain” Analysis of the 2013 Target Data Breach, Majority Staff Report for Chairman Rockefeller, USA, 26 March 2014, https://www.commerce.senate.gov/services/files/24d3c229-4f2f-405d-b8db-a3a67f183883
2 US Department of Homeland Security, Emergency Directive 21-01, USA, 13 December 2020, https://cyber.dhs.gov/ed/21-01/
3 The White House, Executive Order on Improving the Nation’s Cybersecurity, USA, 12 May 2021, https://www.whitehouse.gov/briefing-room/presidential-actions/2021/05/12/executive-order-on-improving-the-nations-cybersecurity/
4 Department for Digital, Culture, Media and Sport, Government Response to the Call for Views on Supply Chain Cyber Security, United Kingdom, 15 November 2021, https://www.gov.uk/government/publications/government-response-on-supply-chain-cyber-security/government-response-to-the-call-for-views-on-supply-chain-cyber-security
5 Ross, R.; K. Dempsey; V. Pillitteri; National Institute of Standards and Technology (NIST) Special Publication (SP) 800-171A Assessing Security Requirements for Controlled Unclassified Information, USA, June 2018, https://doi.org/10.6028/NIST.SP.800-171A
6 National Institute of Standards and Technology (NIST), SP 800-53, Revision 5 Security and Privacy Controls for Federal Information Systems and Organizations, USA, September 2020, https://doi.org/10.6028/NIST.SP.800-53r5
7 European Commission, Regulation (EU) 2016/679 of the European Parliament and of the Council of 27 April 2016 on the Protection of Natural Persons With Regard to the Processing of Personal Data and on the Free Movement of Such Data, and Repealing Directive 95/46/EC (General Data Protection Regulation), OJ L 119, 4.5, 2016, https://op.europa.eu/en/publication-detail/-/publication/3e485e15-11bd-11e6-ba9a-01aa75ed71a1
8 Carnegie Mellon University, The Johns Hopkins University Applied Physics Laboratory LLC, Futures, Inc, CMMC Artifact Hashing Tool User Guide, Version 2.0, USA, December 2021, https://www.acq.osd.mil/cmmc/docs/HashingGuide_V2.0_FINAL_20211203.pdf
9 Exostar, LLC, Exostar: The Supply Chain Partner for Aerospace and Defense, 2017, https://www.exostar.com/file/2017/06/SupplyChain_SolutionOverview_June2017.pdf
10 Kissel, R.; A. Regenscheid; M. Scholl; K. Stine; NIST SP 800-88, Revision 1, Guidelines for Media Sanitization, USA, December 2014, https://nvlpubs.nist.gov/nistpubs/SpecialPublications/NIST.SP.800-88r1.pdf

DAVID PODESWIK | CRISC

Is a cybersecurity risk and compliance analyst for a Fortune 1000 company. He leads the cybersecurity risk and compliance team and focuses on third-party risk management and regulatory compliance and cybersecurity policy.

FAQs

What are the biggest risks being faced by the supply chain leaders? ›

The Top 10 Supply Chain Risks That Companies Face
  • Poor supplier performance. ...
  • Demand planning complexity. ...
  • Global labor shortage. ...
  • Rising inflation. ...
  • A volatile global economy. ...
  • Complex sanctions and regulations. ...
  • Geopolitical risk. ...
  • Reputational risk.

What are the 3 types of risks that are generally considered with regards to supply chain management? ›

Supply Chain Risks Continue Mounting

Most of the risks that could disrupt your operations fall into four broad categories: economic, environmental, political and ethical.

Which problem is known as a common supply chain risk? ›

The most common and the most costly outcomes of supply chain disruptions are erosion of margins and an inability to keep up with sudden changes in demand, which illustrates the extent to which the supply chain risk issue affects the “heart of the business.”

What are the types of pitfalls? ›

A leader may commonly encounter three primary types of pitfalls: personal, organizational, and environmental. Leaders may encounter personal pitfalls as they react to personal challenges faced while leading change, as they interact with others and express their leadership style.

What are the two major risks in supply chain? ›

7 Basic Types of Supply Chain Risks
  • About Supply Disruptions. ...
  • Financial risks. ...
  • Scope of schedule risk. ...
  • Legal risks. ...
  • Environmental risk. ...
  • Sociopolitical risk. ...
  • Project organization risk. ...
  • Human behavior risk.
9 Jan 2019

What are the 5 biggest supply chain issues? ›

Shippers' Top 5 Supply Chain Challenges:
  • Keeping transportation costs down.
  • Keeping up with customer/industry demands.
  • Sourcing consistent, reliable carrier capacity.
  • Keeping up with the latest technology solutions and demands.
  • On-time pickup and delivery performance.
30 Sept 2022

What are the 7 key issues of supply chain management? ›

7 Main Challenges in Supply Chain Management And How You Can Workaround It
  • Quality Customer Service. The supply chain management is centralized on the needs of the customers. ...
  • Costing. ...
  • Risk Management. ...
  • Supplier Relationship. ...
  • Qualified Personnel. ...
  • Unforeseen Delays. ...
  • Fast-Changing Markets.
5 Feb 2019

What are the 3 main factors that contribute to supply chain disruptions? ›

5 Primary Causes of Supply Chain Disruptions
  • 1). Inefficient response to technology trends. ...
  • 2). Natural or environmental occurrences. ...
  • 3). Inaccurate planning and forecasting. ...
  • 4). Shifts in governmental regulations. ...
  • 5). Fluctuations in transport costs.
17 Aug 2017

What are the three most common problems with supply chains? ›

Here are five major challenges that companies continue to face in their supply chains–and the solutions that will help logistics providers prepare for the future.
  • 1 - Huge E-commerce Growth. ...
  • 2 - Sudden Shortages. ...
  • 3 - Centralized Inventory. ...
  • 4 - Limited or Insufficient Visibility. ...
  • 5 - Patchwork Logistics.
3 May 2022

What are 5 of the risks that can result from the failures of supply chain partners? ›

Broadly categorized, potential supply-chain risks include delays, disruptions, forecast inaccuracies, systems breakdowns, intellectual property breaches, procurement failures, inventory problems and capacity issues.

What causes supply chain risk? ›

Most outside risks that supply chains face come from political, economic, climate or cyber threats. Organizations must assess and understand their vulnerabilities in these dimensions. Disruptions negatively impact operations.

What is the impact of supply chain risk? ›

Greater risk in supply chain has a poorer result in performance's metrics such as inventory costs, lead-time, flexibility and responsiveness. Several authors have investigated the risk elements using different methodologies seeking to reduce the impact on supply chain performance.

What are the five pitfalls? ›

The Five Pitfalls Of Problem-Solving - And How To Avoid Them
  • Pitfall 1: Flawed problem definition.
  • Pitfall 2: Solution confirmation.
  • Pitfall 3: Wrong framework.
  • Pitfall 4: Narrow framing.
  • Pitfall 5: Miscommunication.
  • How to Solve the Toughest Business Problems.
30 Aug 2018

What are the five pitfalls in strategic management? ›

Top pitfalls of strategic management
  • Short termism. ...
  • Ignoring external trends. ...
  • Overconfidence based on existing success. ...
  • Failure to respond to structural changes in the market. ...
  • Failure to employ the best possible team. ...
  • Failure to focus. ...
  • Inability to foster belief in the strategy.

What are potential pitfalls? ›

countable noun [usually plural] The pitfalls involved in a particular activity or situation are the things that may go wrong or may cause problems.

What is the meaning of pitfalls? ›

/ˈpɪt.fɑːl/ a likely mistake or problem in a situation: The store fell into one of the major pitfalls of small business, borrowing from suppliers by paying bills late. There's a video that tells new students about pitfalls to avoid. Thesaurus: synonyms, antonyms, and examples.

What are five common pitfalls in the decision making process? ›

Decision-Making Pitfalls Managers Should Avoid
  • Defaulting to Consensus. ...
  • Not Offering Alternatives. ...
  • Mistaking Opinions for Facts. ...
  • Losing Sight of Purpose. ...
  • Truncating Debate.
24 Mar 2020

What are the big planning pitfalls? ›

There are four main challenges when it comes to strategic planning: lack of ownership, poor communication, lack of alignment, and slow adoption. It's important to understand what's at the core of these challenges before we dive into solutions.

What is supply chain risk and vulnerability? ›

Thus, supply chain vulnerability can be defined as 'an exposure to serious disturbance, arising from risks within the supply chain as well as risks external to the supply chain'.

What is causing supply chain issues in 2022? ›

Labor Challenges and Inflation

Labor shortages and rising wages continue to be major concerns for driving supply chain challenges and inflationary pressures. The unemployment rate ticked up slightly to 3.7% in October, up from 3.5% in August.

What are the four 4 stages of supply chains? ›

What are the components of your supply chain you should be focusing on right now?
  • INTEGRATION. Integration starts at your strategic planning phase and is critical throughout your communications and information sharing and data analysis and storage. ...
  • OPERATIONS. ...
  • PURCHASING. ...
  • DISTRIBUTION.

What are the 8 sources of supply chain complexity? ›

Complexity in a supply chain can arise from a number of sources and some of the most common causes are detailed below:
  • Network Complexity. ...
  • Process Complexity. ...
  • Range Complexity. ...
  • Product Complexity. ...
  • Customer Complexity. ...
  • Supplier Complexity. ...
  • Organisational Complexity. ...
  • Information Complexity.

What are the six 6 barriers to supply chain management implementation? ›

The objective of this study is to identify and measure the perceived importance of information sharing barriers in supply chain management. The barriers have been categorized into the six main different levels namely managerial, organizational, technological, individual, financial, social and cultural.

What are the 4 things that can disrupt the supply chain? ›

Heightened demand, trade restrictions, factory closures, rising freight rates and reliance on 'just-in-time' inventory systems have led to global shortages and inflation. The disruption to supply chains has become more widespread, growing from an industrial problem to a threat to economic stability.

What are the six 6 functional elements of supply chain management? ›

6 Critical Elements of Successful Supply Chain Management
  • Flexibility. ...
  • Data. ...
  • Focus On Your End Customer. ...
  • Full Integration. ...
  • Innovation. ...
  • Performance Measurement.

What are the current risks businesses face with supply chain challenges? ›

Internal supply chain risks

manufacturing risks – caused by disruptions of internal operations or processes. business risks – caused by changes in key personnel, management, reporting structures or business processes, such as the way purchasers communicate to suppliers and customers.

What are the pros and cons of risk management? ›

Pros and Cons of Project Risk Management
ProsCons
Pros Improved avoidance and mitigation of risksCons Requires strict adherence to procedure
Pros Better identification of troubled initiativesCons Impossible to anticipate everything
5 more rows

Why do risk management plans fail? ›

Risk management failures can be caused by the use of improper risk metrics, which induces inaccurate measurements. A practical example is weather forecasting. The most common risk metrics in modern risk management is “Value at Risk” (VaR).

What are 4 risks that will be in your risk register? ›

What's included in a risk register?
  • Risk identification. One of the first entries included in a risk register is the identification of the risk. ...
  • Risk description. ...
  • Risk category. ...
  • Risk likelihood. ...
  • Risk analysis. ...
  • Risk mitigation. ...
  • Risk priority. ...
  • Risk ownership.
18 May 2022

What is supply chain risk management and why is it important? ›

To stay ahead of these potential service disruptions, many professionals utilize a supply chain risk management system. This effective tool permits stakeholders and supply chain managers to recognize threats, determine a corrective or protective course of action, and outline steps needed to reduce supply chain delays.

Why do we need supply chain risk management? ›

A supply-chain risk-management team can introduce a systemic risk-monitoring process which can be enhanced by regular scenario-planning exercises. Through keeping healthy reserves for parts with long recovery times, companies can prevent some supply-chain disruptions.

Why is supply chain risk management important? ›

Supply Chain Risk Management Benefits

Risk management is key in eliminating waste and stimulating other best practices within the supply chain. Wasting resources can add risk to the organization and supply chain, so by planning ahead with a good risk management system, materials can be repurposed to avoid waste.

What are three common pitfalls in management? ›

3 Major Information Management Pitfalls and How to Avoid Them
  • New Document Management Software, Slow Employee Adoption. ...
  • Being Unprepared for Audits. ...
  • Mismanaged Version Control and Chaotic Approval Processes.

What is a common pitfalls in defining risks? ›

Finding 1: Risks that affect future performance are not typically identified. Finding 2: Risk identification is incomplete. Finding 3: Developments in the risk profile are not detectable, and much less measurable. Finding 4. Risk elements and mitigation measures focus only on high risk areas.

Which one is the most common pitfall in time management? ›

Nine Common Time Management Mistakes
  • Procrastinating. At times, stepping away from a task can be beneficial for clarity. ...
  • Failing to Prioritize. ...
  • Managing Distractions. ...
  • Improper Planning. ...
  • Overcommitting. ...
  • Managing Attitude and Stress. ...
  • Multitasking. ...
  • Uncoordinated Networking.
11 Mar 2022

What pitfalls should be avoided? ›

If this is the case, you must absolutely change your behavior to avoid these pitfalls preventing you from making good decisions quickly.
  • Being Too Perfectionist. ...
  • Do Not Make Any Decisions. ...
  • You Always Foster Collective Decisions. ...
  • Waiting Too Long To Make A Decision. ...
  • Overthinking And Not Following Your Instincts.
17 Oct 2019

What are the common pitfalls in business? ›

Here are some of the most common small business pitfalls entrepreneurs encounter as well practical ways to avoid them.
  • Not Having a Business Plan. ...
  • Unrealistic Capital Requirements. ...
  • Ignoring Marketing. ...
  • Lazy Financial Record-keeping. ...
  • Growing Too Quickly.
5 Mar 2015

What are 6 pitfalls of primary research? ›

Six of the most common that we have observed over the years are:
  • Not doing any research.
  • Conducting research for the wrong reasons.
  • Doing the wrong kind of research.
  • Biasing the outcomes.
  • Poor translation of findings.
  • Ignoring the results.
17 Jun 2019

What are the top 3 causes of supply chain disruptions? ›

The following are the typical factors that may create these interruptions:
  • Pandemics. In the previous year, we've seen how the Covid-19 (novel coronavirus) epidemic wreaked havoc on global supply chains across sectors. ...
  • Natural Disasters. ...
  • Logistics Delays and Failures. ...
  • Price Fluctuations. ...
  • Cyberattacks. ...
  • Product Problems.
23 Aug 2022

Videos

1. How To Manage Supply Chain Risk - The biggest SECRET revealed
(ABTS)
2. Supply Chain Risk Management
(RCA Radio)
3. Business Development Webinar: Supply Chain Risk Management (1st March 2022)
(Zurich UK)
4. Getting Control Over Supply Chain Risk
(SupplyChainBrain)
5. Supply Chain Risk Management
(University of Bath)
6. Risk Management and Application Approaches in Responding to Supply Chain Constraints During PHE
(U.S. Food and Drug Administration)
Top Articles
Latest Posts
Article information

Author: Arielle Torp

Last Updated: 02/25/2023

Views: 5874

Rating: 4 / 5 (41 voted)

Reviews: 88% of readers found this page helpful

Author information

Name: Arielle Torp

Birthday: 1997-09-20

Address: 87313 Erdman Vista, North Dustinborough, WA 37563

Phone: +97216742823598

Job: Central Technology Officer

Hobby: Taekwondo, Macrame, Foreign language learning, Kite flying, Cooking, Skiing, Computer programming

Introduction: My name is Arielle Torp, I am a comfortable, kind, zealous, lovely, jolly, colorful, adventurous person who loves writing and wants to share my knowledge and understanding with you.