MIT Supply Chain Risk Survey Findings: South Africa

Transcription

1 MIT Supply Chain Risk Survey Findings: South Africa

2 Contents Supply Chain Risk Management Introduction & Context Survey Span Respondent Description Key Findings Most important supply chain risks Major internal & external risks Company urgency alignment Broad risk occurrence frequency Response focus areas Risk Management Next Steps Questions

3 Supply Chain Risk Management Poor Performance due to Internal Business Practices SC Interruptions due to External Factors Loss of Control Unexpected Poor Financial Performance Unexpected Poor Customer Performance Supply Chain Interruption People Technology & Systems Poor Asset Management Poor Profits Poor Product Quality Poor Delivery Mother Nature Health & Environment Crime & Terror Excess Inventory Excessive A/R Abuse of A/P Cost too high Sales too low Prices too low Out of RM Stock Out of FG Stock Poor Distr Process Difficult Business Climate Economic & Financial Political & Social

4 Introduction and Context Global risk survey undertaken in 12 countries, with respondents from over 70 countries. Over 250 respondents visited South African survey. Motivation was to identify common supply chain risk perceptions, management thereof & meaning within a South African context. Risk environment in South Africa can now be compared to international findings. Conditions at the time of Survey: Global recession nearing end Eskom power price hikes in question, not yet confirmed Ongoing strikes & high volume of job losses Soccer world cup anticipation

5 Survey Span MEX 37 CAN 23 USA 466 UK 21 SPA 113 NDR 12 GER 12 SWI 129 ITA 74 CHI 53 COL 17 IND 65 BRA 58 AUS 20 RSA 142 A total of 2434 people visited the survey 1461 people from over 70 countries completed survey Significant responses (10+) recieved from countries shown Mixture of supplier and consumer countries

6 Respondent description 81% male respondents. 88% of all respondents over the age of % have a college/university degree or higher with the vast majority of these in the business, and to a lesser degree, engineering fields. Generally respondents work in middle management/supervisory roles. Respondents work mainly in South African urban centres. Operations, supply chain planning and consulting fields are most prominent job positions.

7 Percentage of respondents Respondent description 100% Setting grew up in/work in 90% 80% 70% 60% 50% 40% 30% 20% 10% Large City Small City Suburban Small Town Rural Farm 0% Grew Up in Work in

8 Percentage of respondents Respondent description 100% Country grew up in/work in 95% Other 90% UAE Austrailia 85% 80% Cameroon Namibia USA UK Zimbabwe 75% South Africa 70% Grew Up in Work in

9 Respondent description Job and Supply Chain Position Operations SC Planning Other Distribution Purchasing General Mgmnt Finance Risk Management Engineering Sourcing R&D Customer Service Transportation Manufacturing Marketing Sales Operations and planning activities are where many respondents are involved Other positions are generally consulting or technology related. 0% 5% 10% 15% 20% 25%

10 Key Findings 6 5 Risk Response Management Risk Response & Perceived Action Areas 1 4 Most Important Supply Chain Risks Key Survey Findings Frequency of broad types of Risk 2 3 Frequency of Major disruptions Internal & External Company Urgency Alignment

11 Number of Responses Key Findings Top 10 Supply Chain Risks Respondents rated list of possible risks by 1 st, 2 nd, 3 rd most important. Accumulation of responses shown for each risk. Raw material supplier failure ranks as most important risk Follows international trend Raw Material supplier failure Transportation carrier failure Finished Goods manufacturing failure Product Quality Failure Economic Recession or Market Collapse Failure of major software systems Spike in raw material costs Extended Loss of Electricity (> 1 day) Inventory writeoff due to new design change Cash crisis due to customers delaying payment 1st most important Risk 2nd most important Risk 3rd most important Risk

12 Key Findings 2 Transportation carrier failure Product Quality Failure Internal Events - Major Distruptions Finished Goods manufacturing failure Raw Material supplier failure Inventory write-off due to new design change Failure of major software systems Employee theft and executive misdeeds Cash crisis due to customers delaying payment Spike in raw material costs Spike in energy costs Sales collapse due to a new competing product Price collapse due to a new competitor Cash crisis due to sudden drop in credit rating Respondents rated major external disruptions according to frequency of their occurrence Data weighted according to disruption frequency (Higher frequency carries higher weight) Four top disruptions generally in line with international findings 0% 1% 2% 3% 4% 5% 6% 7% 8% 9% 10%

13 Key Findings 2 External Events - Major Disruptions Protracted Labor Disputes Extended Loss of Electricity (>1 day) Economic Recession or Market Collapse Sudden Currency Devaluation Computer Virus or Cyber Attack Product Tampering or Counterfeit Products Fires or Explosions Disease or Infestation Civil Unrest or Terrorism Floods or Mudslides Hurricanes, Tornados, or Typhoons Earthquakes or Tsunamis Respondents rated major external disruptions according to frequency of their occurrence Data weighted according to disruption frequency (Higher frequency carries higher weight) Protracted labour disputes and extended loss of electricity occur most frequently. Unique South African conditions. 0% 2% 4% 6% 8% 10% 12% 14% 16% 18%

14 Key Findings 3 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% Company Urgency Alignment Supplier/Company Alignment Lack of urgency alignment indicates greater risk potential. Alignment stronger with customer than supplier Customer/Company Alignment Completely Different Sense of Urgency Midway alignment Exactly the same sense of urgency Mostly different sense of urgency Similar sense of urgency

15 Key Findings 4 Frequency of Major Supply Chain Risks Internal operations distruption Lose supply of quality materials Cannot communicate with vendors/customers/other sites Sudden drop in customer demand Cannot ship or deliver your products People are not available Run out of cash Respondents rated major types of disruptions according to frequency of their occurrence. Greater frequencies weighted higher. Severity indicated by fade to red. Internal and supplierrelated disruptions are most prominent and occur most frequently. 0% 2% 4% 6% 8% 10% 12% 14% 16% 18% 20% Never Rarely About Yearly Weekly or Monthly Almost Daily

16 Percentage of Respondents Key Findings 5 35% 30% 25% 20% Risk Mitigation Perceptions Respondents rated the effort they believe should be placed on prevention vs cure More emphasis should be placed on prevention. This suggests that not enough is currently being done to prevent risks from occurring. 15% 10% 5% 0% Much more effort on Risk Prevention Slightly more effort on Risk Prevention Equal effort to each Slightly more effort on Event Response Much more effort on Event Response Mitigation Actions

17 Event Response Risk Prevention Actions Measures Key Findings 5 45% Response Action vs Direction of effort 40% 35% 30% 25% 20% 15% 10% 5% 0% Directed Centrally Planning Risk Prevention Measures Implementing Prevention Measures Planning Event Response Actions Performing event response Actions Directed Locally Respondents rated the scale at which planning vs responding activities should be directed The scale shifts from central to local the more immediate the measure/action is Site level would thus see the implementation of a centrally planned event response or preventative measure

18 Key Findings 6 Approaches to SCRM Analyze incidents, identify process improvements Have business continuity plan Actively work on supply chain risk management Have a "risk" manager or group Monitor world events for incidents that affect us Have a formal security strategy Work with suppliers on SCRM Respondents rated the actions that are currently being undertaken at their organisations to deal with supply chain risk Most companies have a plan or risk manager/group, or approach SCRM on an ad hoc basis Work with law enforcement/emergency managemen on SCRM Work with customers on SCRM Risk manager goes beyond just buying insurance Have business continuity manager/group Have emergency operations center Simulate different supply chain risks and disruptions 0% 1% 2% 3% 4% 5% 6% 7% 8% 9%

19 Next Steps Phase 2: International Benchmarking Compare South African data to international findings. Understand differences and underlying drivers Phase 3: Applied Research More analysis on specific risk factors and mitigation factors. Apply findings to future risk scenarios. Investigate company specific approaches

20 Questions?