- Resilient enterprise: the concept of resilience is related to the ability of the company to recover quickly from a disruption (Sheffi, 2005). That is, a resilient enterprise is built upon business continuity, which in turn relies on (enterprise) risk management and vulnerability management.

All these concepts have gained attention during the last decade and, very likely, will assume even greater attention in the future.

References

1. Ayyub, B.M. , 2003, "Risk Analysis in Engineering and Economics", Chapman & Hall/CRC, Florida - ISBN 1-58488-395-2
2. (The) Business Continuity Institute (BCI), 2005, "Good P
   A Simple Trick That Increases Attendance By 30%
   This is a scary statistic. Imagine how much more successful your event would be if you could get just half of those "undecided" folks to register. Imagine how much more energy there would be in the room, not to mention how much extra cash would be in your company's bank account.It's NOT an insignificant number.This is why automatic follow-up with registrants who "bail out" before they're done securing their seat is very important.Online registration makes life far easier on both event planners and registrants, but the right system can also increase attendance and decrease cost for your company.If you don't have an automated way of tracking folks who abandon registration forms half way through and following up with them, you're leaving a lot of money on the table. No, it's worse than that. You're burning u
   Risk management concepts have been around for several years, but they have generally been bounded to the financial area. Today, according to common experience and evidences, the supply chain is where risk management is assuming a critical role, since it is where risk becomes most damaging for a company: in fact, the last decades have been characterized by several events (i.e. earthquake in Kobe in 1995, terrorist attack to WTC in 2001, SARS in 2002-2003) that have disrupted supply chain operations repeatedly (Tang, 2006).

   One of the main factors that contributed to disruptions is the lean attitude (lean production or lean manufacturing) that took a relevant role in academia and industry during the 90s, pulling the demand for streamlined manufacturing systems with expected zero-inventory and just-in-time movement of goods. In current volatile era, with businesses and, more specifically, supply chains becoming increasingly global, the industrial environment is heavily affected by uncertainty, which can potentially turn out into unexpected disruptions.

   According to a study funded in 2006 by Accenture Consulting, three out of four top supply chain executives at major U.S. enterprises say they have had a disruption in the past five years from which it took at least a week - and sometimes several months - to recover, and the risks are increasing.

   Moreover, as the results of a survey conducted on 1150 companies in UK show (Woodman, 2006), CEO's and top managers are nowadays getting aware that potentially disruptive events have to be explicitly identified, properly prevented and effectively offset.

   In contrast, supply chain managers have so far kept their efforts on efficiency gains, aiming at reducing cost at the expense of an increased risk of disruptions. A study from Forrester Research carried out in 2002 reports that almost 90% of a sample of senior supply chain executives indicated, as their top supply chain priority, the need of improving operational efficiency; only the remaining 10% were more sensitive to flexibility and robustness (Hendricks et al. 2005).

   In this context, some concepts have emerged as decisive for the competitive management of modern supply chains: these are declined in literature as operational risk (NSW, 2005 and BCI, 2005), enterprise risk management (Hallikas et al., 2004; Chapman, 2006), business continuity (Christopher, 2003; Sheffi, 2005; BCI, 2005) and business vulnerability (Christopher, 2003).

   Hence, I provide some basic definitions that could help in entering this somewhat new world:

   - Risk Management: as defined by the ISO IEC Guide (ISO, 2002), it is a set of coordinated activities to direct and control an organization with regard to risk. In other words, a process by which a company tries to ensure that the risks to which it is voluntarily exposed are those ones it is eventually willing to tackle during the course of its routinary activities.

   - Enterprise Risk Management (ERM): is defined as a rigorous and coordinated approach to assessing and responding to all risks that affect the achievement of strategic and financial objectives of an enterprise (Miccolis, 2001).

   - Supply Chain Risk Management (SCRM): can be defined as the systematic identification and assessment of potential supply chain disruptions with the objective to control exposure to risk or reduce its negative impact on supply chain performance. Management of risk includes the development of continuous strategies designed to control, mitigate, reduce, or eliminate risk.

   - Business Continuity Management (BCM): as defined by the Business Continuity Institute, BCM is "an holistic management process that identifies potential impacts that threaten an organisation and provides a framework for building resilience and the capability for an effective response that safeguards the interests of its key stakeholders, reputation, brand and value creating activities" (BCI, 2005).

   - Business Vulnerability: supply chain vulnerability is defined as an exposure to serious disturbances, arising from risks within the supply chain as well as risks external to the supply chain (Christopher, 2003). In other words, vulnerability is a result of any weakness within a complex system that can seriously jeopardize its activities (Ayyub, 2003). Vulnerability strictly relates to business continuity planning (and, hence, to risk) through the concept of vulnerability management.

   - Resilient enterprise: the concept of resilience is related to the ability of the company to recover quickly from a disruption (Sheffi, 2005). That is, a resilient enterprise is built upon business continuity, which in turn relies on (enterprise) risk management and vulnerability management.

   All these concepts have gained attention during the last decade and, very likely, will assume even greater attention in the future.

   References

   1. Ayyub, B.M. , 2003, "Risk Analysis in Engineering and Economics", Chapman & Hall/CRC, Florida - ISBN 1-58488-395-2
   2. (The) Business Continuity Institute (BCI), 2005, "Good Pr
      Small Business - Big Results
      If you’re a micro business (less than 5 employees), then you’re competing against large, well resourced retail / service organisations for customers. This can be pretty scary. But don’t be discouraged, you’ve got more clout than you think. For example, in Australia, micro business represents 47% of the private sector. That’s Australia’s biggest employer! So, not so shabby after all, are you?World trends are showing a remarkable growth in micro business start ups, all due to the Global Economy and e–business. But you can’t compete head on with big business. They’ll squash you like a bug if you try. So how do you compete? Well, you can’t out-gun them, so you have to out-think them.What’s the biggest single advantage that large retailers have? PRICE. That’s right. They buy lots of generic stuff and sell at the lowest price pos
      isruptions.

      According to a study funded in 2006 by Accenture Consulting, three out of four top supply chain executives at major U.S. enterprises say they have had a disruption in the past five years from which it took at least a week - and sometimes several months - to recover, and the risks are increasing.

      Moreover, as the results of a survey conducted on 1150 companies in UK show (Woodman, 2006), CEO's and top managers are nowadays getting aware that potentially disruptive events have to be explicitly identified, properly prevented and effectively offset.

      In contrast, supply chain managers have so far kept their efforts on efficiency gains, aiming at reducing cost at the expense of an increased risk of disruptions. A study from Forrester Research carried out in 2002 reports that almost 90% of a sample of senior supply chain executives indicated, as their top supply chain priority, the need of improving operational efficiency; only the remaining 10% were more sensitive to flexibility and robustness (Hendricks et al. 2005).

      In this context, some concepts have emerged as decisive for the competitive management of modern supply chains: these are declined in literature as operational risk (NSW, 2005 and BCI, 2005), enterprise risk management (Hallikas et al., 2004; Chapman, 2006), business continuity (Christopher, 2003; Sheffi, 2005; BCI, 2005) and business vulnerability (Christopher, 2003).

      Hence, I provide some basic definitions that could help in entering this somewhat new world:

      - Risk Management: as defined by the ISO IEC Guide (ISO, 2002), it is a set of coordinated activities to direct and control an organization with regard to risk. In other words, a process by which a company tries to ensure that the risks to which it is voluntarily exposed are those ones it is eventually willing to tackle during the course of its routinary activities.

      - Enterprise Risk Management (ERM): is defined as a rigorous and coordinated approach to assessing and responding to all risks that affect the achievement of strategic and financial objectives of an enterprise (Miccolis, 2001).

      - Supply Chain Risk Management (SCRM): can be defined as the systematic identification and assessment of potential supply chain disruptions with the objective to control exposure to risk or reduce its negative impact on supply chain performance. Management of risk includes the development of continuous strategies designed to control, mitigate, reduce, or eliminate risk.

      - Business Continuity Management (BCM): as defined by the Business Continuity Institute, BCM is "an holistic management process that identifies potential impacts that threaten an organisation and provides a framework for building resilience and the capability for an effective response that safeguards the interests of its key stakeholders, reputation, brand and value creating activities" (BCI, 2005).

      - Business Vulnerability: supply chain vulnerability is defined as an exposure to serious disturbances, arising from risks within the supply chain as well as risks external to the supply chain (Christopher, 2003). In other words, vulnerability is a result of any weakness within a complex system that can seriously jeopardize its activities (Ayyub, 2003). Vulnerability strictly relates to business continuity planning (and, hence, to risk) through the concept of vulnerability management.

      - Resilient enterprise: the concept of resilience is related to the ability of the company to recover quickly from a disruption (Sheffi, 2005). That is, a resilient enterprise is built upon business continuity, which in turn relies on (enterprise) risk management and vulnerability management.

      All these concepts have gained attention during the last decade and, very likely, will assume even greater attention in the future.

      References

      1. Ayyub, B.M. , 2003, "Risk Analysis in Engineering and Economics", Chapman & Hall/CRC, Florida - ISBN 1-58488-395-2
      2. (The) Business Continuity Institute (BCI), 2005, "Good P
         Need To Start An Extra Income Stream
         If you want an extra income stream, the best advice (and you'll hear me repeat this one over and over) is to research all of the potential options first. Do more than homework. Do a thesis.I would very much suggest that your research should have two major columns to it. Not pros and cons...this time it should be long term and short term.The short term column is for quick bursts of potential money ideas. Online these could include writing articles for other website owners, joining the latest mlm opportunity, getting involved email programs. Etc. I won't go into all of the options you have for short term blasts of cash...the bigger point is that you have them ready to go. That's your short term extra income stream.Now, the bigger and MUCH MORE IMPORTANT side of your pad is for your Long Term opportunities. Obvious
         s context, some concepts have emerged as decisive for the competitive management of modern supply chains: these are declined in literature as operational risk (NSW, 2005 and BCI, 2005), enterprise risk management (Hallikas et al., 2004; Chapman, 2006), business continuity (Christopher, 2003; Sheffi, 2005; BCI, 2005) and business vulnerability (Christopher, 2003).

         Hence, I provide some basic definitions that could help in entering this somewhat new world:

         - Risk Management: as defined by the ISO IEC Guide (ISO, 2002), it is a set of coordinated activities to direct and control an organization with regard to risk. In other words, a process by which a company tries to ensure that the risks to which it is voluntarily exposed are those ones it is eventually willing to tackle during the course of its routinary activities.

         - Enterprise Risk Management (ERM): is defined as a rigorous and coordinated approach to assessing and responding to all risks that affect the achievement of strategic and financial objectives of an enterprise (Miccolis, 2001).

         - Supply Chain Risk Management (SCRM): can be defined as the systematic identification and assessment of potential supply chain disruptions with the objective to control exposure to risk or reduce its negative impact on supply chain performance. Management of risk includes the development of continuous strategies designed to control, mitigate, reduce, or eliminate risk.

         - Business Continuity Management (BCM): as defined by the Business Continuity Institute, BCM is "an holistic management process that identifies potential impacts that threaten an organisation and provides a framework for building resilience and the capability for an effective response that safeguards the interests of its key stakeholders, reputation, brand and value creating activities" (BCI, 2005).

         - Business Vulnerability: supply chain vulnerability is defined as an exposure to serious disturbances, arising from risks within the supply chain as well as risks external to the supply chain (Christopher, 2003). In other words, vulnerability is a result of any weakness within a complex system that can seriously jeopardize its activities (Ayyub, 2003). Vulnerability strictly relates to business continuity planning (and, hence, to risk) through the concept of vulnerability management.

         - Resilient enterprise: the concept of resilience is related to the ability of the company to recover quickly from a disruption (Sheffi, 2005). That is, a resilient enterprise is built upon business continuity, which in turn relies on (enterprise) risk management and vulnerability management.

         All these concepts have gained attention during the last decade and, very likely, will assume even greater attention in the future.

         References

         1. Ayyub, B.M. , 2003, "Risk Analysis in Engineering and Economics", Chapman & Hall/CRC, Florida - ISBN 1-58488-395-2
         2. (The) Business Continuity Institute (BCI), 2005, "Good P
            SAS Update - Caporicci & Larson - San Diego, Orange County, Oakland, and Sacramento
            In May of 2006 the Office of Management and Budget issued a new revised supplement for OMB A-133. This revised supplement had several changes made to grant program narratives on the program requirements, which resulted in other parts of the compliance supplement also being changed. The changes range from minor verbiage changes to specific changes in program requirements as a result of Hurricane Katrina. A brief over view of the changes can be seen in Appendix V of the 2006 Compliance Supplement.The major Program requirement changes were in the following parts of the supplement:Part 3 - Compliance Requirements Part 4 - Agency Program Requirements Part 5 – Clusters of ProgramsPART 3 The significant change made in Part 3 was in Section D, which was the creation of a disaster waiver for Davis Bacon re
            evement of strategic and financial objectives of an enterprise (Miccolis, 2001).

            - Supply Chain Risk Management (SCRM): can be defined as the systematic identification and assessment of potential supply chain disruptions with the objective to control exposure to risk or reduce its negative impact on supply chain performance. Management of risk includes the development of continuous strategies designed to control, mitigate, reduce, or eliminate risk.

            - Business Continuity Management (BCM): as defined by the Business Continuity Institute, BCM is "an holistic management process that identifies potential impacts that threaten an organisation and provides a framework for building resilience and the capability for an effective response that safeguards the interests of its key stakeholders, reputation, brand and value creating activities" (BCI, 2005).

            - Business Vulnerability: supply chain vulnerability is defined as an exposure to serious disturbances, arising from risks within the supply chain as well as risks external to the supply chain (Christopher, 2003). In other words, vulnerability is a result of any weakness within a complex system that can seriously jeopardize its activities (Ayyub, 2003). Vulnerability strictly relates to business continuity planning (and, hence, to risk) through the concept of vulnerability management.

            - Resilient enterprise: the concept of resilience is related to the ability of the company to recover quickly from a disruption (Sheffi, 2005). That is, a resilient enterprise is built upon business continuity, which in turn relies on (enterprise) risk management and vulnerability management.

            All these concepts have gained attention during the last decade and, very likely, will assume even greater attention in the future.

            References

            1. Ayyub, B.M. , 2003, "Risk Analysis in Engineering and Economics", Chapman & Hall/CRC, Florida - ISBN 1-58488-395-2
            2. (The) Business Continuity Institute (BCI), 2005, "Good P
               The Great Debate
               There is a debate that has surfaced in the skip trace world in the past few years.No, we are not talking about the battle over paper or plastic or even the cola wars. Should you use real skip tracers or just databases? This has crossed the mind of more than one collection manager. There are pros and cons to each side.Let’s take a look at just using databases first. It starts with subscribing to a database which offers name, address, phone number and so on. You input the information you have onto the request screen and request new information. The updated information is then returned to you. Usually it is not very (a relative term) expensive. You then use the information recently obtained to collect funds, property or whatever you are after. When it is described like that it sounds perfect doesn’t it?Unfortunately now f
               supply chain as well as risks external to the supply chain (Christopher, 2003). In other words, vulnerability is a result of any weakness within a complex system that can seriously jeopardize its activities (Ayyub, 2003). Vulnerability strictly relates to business continuity planning (and, hence, to risk) through the concept of vulnerability management.

               - Resilient enterprise: the concept of resilience is related to the ability of the company to recover quickly from a disruption (Sheffi, 2005). That is, a resilient enterprise is built upon business continuity, which in turn relies on (enterprise) risk management and vulnerability management.

               All these concepts have gained attention during the last decade and, very likely, will assume even greater attention in the future.

               References

               1. Ayyub, B.M. , 2003, "Risk Analysis in Engineering and Economics", Chapman & Hall/CRC, Florida - ISBN 1-58488-395-2
               2. (The) Business Continuity Institute (BCI), 2005, "Good Practice Guidelines 2005 - A Framework for Business Continuity Management"
               3. Chapman, R.J., 2006, "Simple Tools and Techniques for Enterprise Risk Management", John Wiley & Sons. England, ISBN 978-0-470-01466-0
               4. Christopher, M., 2003, "Creating Resilient Supply Chains: a Practical Guide", Cranfield University School of Management. ISBN 1-861941-02-1
               5. Hendricks, K.and V.R. Singhal, 2005, "The Effect of Supply Chain Disruptions on Long-term Shareholder Value, Profitability, and Share Price Volatility"
               6. ISO: International Organization for Standardization, 2002, "ISO/IEC Guide 73 - Risk management - Vocabulary - Guidelines for use in standards"
               7. Miccolis, J.A., Hively, K. and B.W. Merkley, (2001), "Enterprise risk management: trends and emerging practices", The Institute of Internal Auditors Research Foudation - Altamonte Springs, Florida
               8. NSW Small Business, 2005, "Risk management guide for small business", Department of State and Regional Development - ISBN 0-7313-32490
               9. Sheffi, Y., 2005, "The Resilient Enterprise. Overcoming Vulnerability for Competitive Advantage", The MIT-Press, Boston - MA
               10. Tang, C., S., 2006, "Perspective in supply chain risk management", International Journal of Production Economics, 103, 451-488
               11. Woodman, P., 2006, "Business Continuity Management (May 2006)", ISBN: 0-85946-445-8.