Identificación y evaluación de los riesgos asociados a la cadena de suministro (CBI).

Transcription

1 Los Retos de la Industria Aseguradora ante la Globalización de los Mercados Identificación y evaluación de los riesgos asociados a la cadena de suministro (CBI).

2 Las cadenas de suministro son, en la actualidad, complejas redes internacionales interconectadas. Redes que presentan riesgos estratégicos y operacionales específicos en cada eslabón.

3 Supply chains are currently interconnected complex international networks. Networks that have specific strategic and operational risks in each link.

4 Identificación y evaluación de los riesgos asociados a la cadena de suministro. Un elevado porcentaje de organizaciones han sufrido, a lo largo de sus historia, al menos un incidente grave en su cadena de suministros que ha afectado a su propia actividad. En un número relevante de casos, las interrupciones se producen por debajo del primer nivel de proveedores, donde la capacidad de control por parte de la compañía es aún más compleja. Una gran parte de las interrupciones de la cadena de suministro tiene su origen en aspectos meteorológicos ó están relacionados con fallos en los sistemas informáticos o de telecomunicaciones. Los costes para la empresa de dichas interrupciones pueden ser significativos, no sólo en términos económicos, sino también de reputación, regulatorios o financieros.

5 Identification and assessment of the risks associated with the supply chain. A high percentage of organizations have suffered throughout their history, at least one serious incident in their supply chain that has affected its activity. In a significant number of cases, disruptions occur below the first level of suppliers, where the ability to control by the company is even more complex. Much of interruptions in the supply chain stems on meteorological aspects or are directly related to IT system or telecommunications failures. The costs to the company of such disruptions can be significant, not only in economic terms, but also due to reputational, regulatory and financial issues.

6 Identification and assessment of the risks associated with the supply chain (CBI).

7 Lyndon Bird FBCI Technical Director Business Continuity Institute

8 Raising awareness of the art and science of business continuity globally Business Continuity Institute Founded in 1994, member-owned, not-forprofit organization 8,000 members in more than 110 countries. HQ in UK, chapters and forums established globally Entrance by examination only; professional grades earned through experience. Body of knowledge: Good Practice Guidelines BCI Partnership think tank for BCM thought leadership and awareness Flagship events: BCM World Conference & Exhibition, Business Continuity Awareness Week, BC European Executive Forum

9 Lyndon Bird-FBCI is a Director of The Business Continuity Institute. He has an honours degree in Chemistry and a Masters in Management from the University of Manchester. He helped found the BCI in 1994, and was awarded the Institute s highest grade of FBCI. Prior to taking his current executive role with the BCI, he has served as a voluntary member of the elected BCI Board for six years including three years as Chairman. Lyndon was also a founding member of Continuity Planning Associates BV in The Netherlands. He has worked exclusively in the Business Continuity world for over 25 years as a consultant, presenter, author and business manager. He was voted BCM Consultant of the year in 2002 and given the prestigious Lifetime Award in 2004 by Continuity, Insurance & Risk Magazine.

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11 The world s leading steel and mining company ArcelorMittal is the world's number one steel and mining company, with over 244,000 employees in more than 60 countries. ArcelorMittal is the leader in all major global steel markets, including automotive, construction, household appliances and packaging, with leading R&D and technology, as well as sizeable captive supplies of raw materials and outstanding distribution networks Sales (US$ billion) Ebitda (US$ billion) Operating income (US$ billion) 4.9 (3.2) Net income (US$ billion) 2.3 (3.7) Shipments (million tonnes) Steel production (million tonnes) Own iron ore production (million tonnes)** Vale Rio BHP ArcelorMittal Fortescue Anglo Metinvest Evraz Underpinning all our operations is a philosophy to produce safe, sustainable steel

12 Adrian Clements is General Manager - Corporate Asset Risk Management of ArcelorMittal. In this role he has built up an integrated operational risk management approach within ArcelorMittal using the concept of vulnerability which includes assets, supply chain, Nat Cat and operational risk management. He was awarded the prestigious Global risk management professional award 2013 by the Institute of Risk Management. In 2009 he was voted Strategic Risks Risk Manager of the Year for his novel and practical approach to analysing, developing and implementing a risk management strategy for the group ArcelorMittal world wide. Adrian holds an Honours Degree in Chemical Engineering from SouthBank University, London and holds Fellow status in the Institute of Risk Management, Member status in the International Institute of Risk and Safety Management and Senior Member in the American Institute of Chemical Engineers. He started his carrier in Dow Chemical before moving to USA to work for a leading insurance company. Prior to ArcelorMittal he held positions in a major reinsurance company. He joined Arcelor in 2002 in the insurance department and has progressed to asset risk manager within the Technology department reporting to Marc Vereecke, CTO.

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14 Cómo puede afectar cualquier problema grave en la cadena de suministro a la actividad de la empresa del Siglo XXI?

15 How can affect any serious problem in the supply chain to the activity of a company in the XXI century?

16 73% experienced disruption with an average of 5 supply chain incidents There was a nationwide labour strike in Nigeria in January there was no movement for a whole week. Back-ordered computer equipment has slowed a launch of a new area of business. Base: 389. Excludes those who stated Don t Know

17 39% of Disruption Originates Below Tier One While we don't routinely analyse the full supply chain I was able to review 3 of the disruptions I was made aware of and found one to be an immediate supplier failure and 2 to be tier 2 Base: 204 analyse. Of the original 234 respondents, 30 stated they did not do this.

18 Primary causes of disruption

19 1 in 5 firms hit with > 1M loss Base: 182 Sources: Adverse weather, IT & Communications, Currency Exchange rate volatility, Fire and Earthquake/tsunami 43% have more than 100 key suppliers (23%);) 58% more than 10K employees (23%) 63% have BCM in place for supply chain disruption 71% look for BCM programmes (47%); 68% audit (42%) 96% agree/agree strongly that BCM helps with continuity and recovery; 63% that BCM helps resist disruption.

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23 Risk Management - Supply Chain <Function> Current Supply Chain scope In-put Out-put Procurement Planning S&OP Balancing Sales Plan Order entry Sales Contract Production Phase Sales Purchasing Procurement Production Delivery Customer Supplier/transport Storage Consumables People Natural Catastrophies Capital Equipment Mainten ence Procurement Spares Planning Logistics Current supply chain scope is green area only

24 Cuáles son los elementos claves para una adecuada gestión del riesgo CBI?

25 What are the key elements of a sound Risk management of CBI?

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28 58% of firms are prepared for supply chain continuity disruption Assurance from suppliers can only go so far. A plan for dealing with the effects of a disruption is needed, even if the supplier s business continuity arrangements are extremely robust

29 Supply chains are getting stronger, slowly

30 Alignment between businesses is tough work

31 Key questions to ask to build a better understanding of supply chain resilience

32 41% still do not validate the information received

33 Governance structures have improved but lack agility

34 When suppliers can t or won t help After identifying vulnerabilities, we implement mitigation programs, generally around multi-sourcing Until we can develop a more cost effective solution we are using inventory to decouple our supply capability from our supplier

35 Cómo enfrentar el concepto de resiliencia dentro del proceso de Gerencia de riesgos?

36 How to deal with the concept of resilience within the Risks management process?

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39 RESILIENCE ICT Continuity Business Continuity Physical Security Information Security Risk Management Fraud control Supply chain Health & Safety Financial control Environmental Management Organizational Resilience Quality management

40 Lessons learned what s made the biggest difference to resilience Joint exercises with key suppliers and observing their exercises. These really focus minds and the general improvement in exercising is reassuring. 1 4 Workshops held for owners of private residential care homes and the provision of training and templates by in-house BC manager 2 We have reviewed the BCP, conducted audits and completed 2 desktop audits for each site. Target is 3 by the end of the year. 5 Provision made to train all procurement contract officers in BCM and have offered to support them in terms of auditing critical and strategic contracts. 3 6 Mapped key suppliers and developed incident management protocols including resources Every key supplier (as a first pass) now has a contingency & continuity score, which allows us to focus out efforts on single source suppliers that have low scores.

41 Top 10 challenges to achieving the desired level of supply chain resilience Lack of buy-in from management and/or procurement as evidenced in strategy or policy 21% Resource and budget availability 20% Complexity/structure of the organisation 16% Lack of information/cooperation from supply chain partners e.g. confidentiality 10% Lack of options: limited by physical location, monopoly providers, specialist providers 10% Trust in suppliers to do what they promise 6% Lack of awareness of the impact of supply chain disruption 4% Competency or education: internal and among supply chain partners 4% Lack of focus e.g. too many suppliers 3% Getting BC requirements into legacy contracts 2%

42 Muchas gracias por su atención! Thank you very much for your attention!