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Q.2 Please rate the following risks on the basis of two risk assessment parameters:
S. No. Probability of Occurrences Severity or Consequences
Risk Description Low Moderate
Low
Moderate Moderate
High
High Low Moderate
Low
Moderate Moderate
High
High
Rtd1 Unanticipated Or Volatile
Customer demand
Key Customer Churn
Very demanding lead times
Very demanding fill rates
Poor financial condition ofcustomers
Seasonal swings in Demand
Swings in order pattern
Forecast Error
Any other(Please specify)
Rts1 Suppliers financially
unsound/sudden supplier
bankruptcy
Suppliers have quality
problems
Supplier market
imperfections
Key supplier fail to generatecost reduction
Supply shortages
Poor adherence to supplyschedule
Sudden increase in purchase
prices
Suppliers are not followingethical standards
Suppliers are not awe are
with legal issues
Any other(Please specify)
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Rtc1 Poor inventory control
Improper cost control
Failure of risk exposuremechanism
Poor financial control
Any other(Please specify
)
Rtp1 Labor strikes
Brian Drain
Insufficiency of production
capacity
Lack of adequate quality
and accuracy proceduresLack of back up systems
Lack of adequate processesto deal with
compliances/lawsits
Improper integration of
business processes
Any other(Please specify
)Rte1 Fluctuations in interest rates
Fluctuations in exchangerates
Fierce competition
Changes in political
environment
Rapid changes intechnology
Industrial regulation
Insufficient public utilitysupply
Industrial unrest/war
Terrorist attack
Natural disasters
Any other(Please specify)
Rtr1 Partners self
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interest/Opportunistic
behavior
Partners distortedinformation
Partners distrust
Unfair distribution of
benefits among partners
Leakages of corecompetencies/ techniques
Failure to supply chaindelegation
Rtl1 Inbound logistics failure
Outbound logistics failureImproper selection ofLogistics service provider
Supply delays by LSP
Tight port security checks
Any other(Please specify
Rti1 Information security risks
Virus/worms
IT System breakdownErroneous or poor qualityinformation
Any other(Please specify
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Q2. To what extent your firm has been influenced by following risks in last three years?
S.no Risks 1 2 3 4 5 6 7 NA
D1 Unanticipated or volatile customer
demandD2 Key customer ??
D3 Seasonal swings( unpredictable) in
demand
D4 Very demanding lead times
D5 Very demanding fill rates
D6 Deterioration or bankruptcy of
customers financial conditions
D7 Lack of customers relationshipmanagement
S.no Risks 1 2 3 4 5 6 7 NA
S1 Supply base is financially unsound/sudden supplier bankruptcy
S2 Long supplier lead times
S3 Experience of quality issues withsuppliers
S4 Poor adherence to supply schedule
S5 Capacity shortages in supply
networks
S6 Sudden increase in purchase prices
S7 Improper selection of supplier
S8 Supplier not ?? ethical standard
revealed publically
S.no Risks 1 2 3 4 5 6 7 NA
C1 Poor inventory control( robust andreliable)
C2 Improper cost control
C3 Failure of risk response mechanismC4 Poor financial control( credit)
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C5 Breach of IRR
S.no Risks 1 2 3 4 5 6 7 NA
P1 Failure of IT and software systems
P2 Labour strikes and brain drain
P3 Inefficiency in production capacity
P4 Lack of adequate quality and
accuracy check processesP5 Lack of backup systems
P6 Lack of adequate processes to dealwith regulatory compliances/
lawsuits
P7 Improper integration of businessprocesses
S.no Risks 1 2 3 4 5 6 7 NA
E1 Changes in economic factors like
interest rates, exchange rates,
cyclical fluctuations
E2 Market risks
E3 Changes in political environment/
government interestsE4 Industrial regulations and
limitations
E5 Rapid changes in technology /technological innovations
E6 Insufficient public and utility supply
E7 Industrial unrest/ war/ terrorism
E8 Natural disasters/ diseases
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S.no Risks 1 2 3 4 5 6 7 NA
R1 Partners self interest behavior/
opportunisticR2 Partners distorted information
R3 Partners distrust
R4 Unfair distribution of benefits
among partners
R5 Leakage of core competencies andtechniques
R6 Failure to supply chain delegations
S.no Risks 1 2 3 4 5 6 7 NA
St1 Inaccuracy of strategic plan
St2 Inconsistency of strategic goal of
supply chain members
St3 Failure of strategic investment
S.no Risks 1 2 3 4 5 6 7 NA
L1 Inbound logistics failure
L2 Out bound logistics failure
L3 Improper selection of LSP
L4 Poor infrastructureL5 Inefficient LSPs
S.no Risks 1 2 3 4 5 6 7 NA
I1 Data security
I2
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Q3. To what extent the following factors may have been the causes of risks in your supply chain?
Q4. Please rate what is your principal source of intelligence on inherent risks in the supply chain department?
Source 1 2 3 4 5 6 7 NAMedia
Industry relevant publications
Other members of supply chain
Jointly efforts
Q5. What parameters do you use to evaluate risks in your supply chain?
Parameter Yes No
Likelihood or probability
Business impact or negative consequence
Scope(short or long term)
Speed of risks
Recovery time
Q6. Evaluate the following supply chain performance indicators compared to your major competitor
Performance indicator 1 2 3 4 5 6 7 NA
Cost
Duality
Order fill capacity
Delivery dependability
Delivery speed
Customer ??Others (please specify)
Q7. Please rate how often the following processes/ tool/ techniques are being used in your organization to supplier supply chain risk analysis.
Process/ tool/ technique 1 2 3 4 5 6 7 NASupply chain risk mapping
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Critical path analysis
Process mapping
Brain storming ( management ??)
?? planning
Likelihood/ impact analysis
Six sigma method
FMEA
HAZOP hazard & operating studies
Better and frequent communicationwith suppliers
Q8. What are the key activities/ practices undertaken by your organizations supply chain functions in managing risks?
1. Strategically position excess resources1 2 3 4 5 6 7 NA
Maintain excess productioncapacity
Maintain excess storage capacity
Maintain excess transport capacity
Increase stock piling/ bufferinventory
2. SC planning and collaboration1 2 3 4 5 6 7 NA
Supplier qualification/ auditing
supplier performanceRisk reporting and governance (
risk enumeration, severity analysisand contingency planning)
Relationship management and
planning
Supply chain education andresource management training
Cross functional planning atpartners location
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Demand/ supply forecast reviews
Weekly teleconferencing or meeting
on potential new risk
Reviewing contractual
arrangementsImplementing business continuity
plans
Defined ?? network protocol
Daily status meetings
??
3. Disruption discovery visibility1 2 3 4 5 6 7 NA
Risk monitoring systems
Inventory visibility systems
Event management systems
Predictive analysis modeling tools
Command group to analyze end to
end supply chain operations
4. Supply chain redesign1 2 3 4 5 6 7 NA
Network redesign
Product/ process redesign
Q. Please rate how often following supply chain risk management practices are adopted in your organization?
Avoinding unreliable suppliers
Avoiding suppliers in politically unstable regions
Avoiding suppliers in geologically unstable regions
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Localized sourcing
Dual sourcing
Multiple sourcing
Imposing contractual obligations on suppliers
Joint planning with suppliers
Maintaining excess production capacity
Maintaining excess storage capacity
Maintaining excess transportation capacity
Maintaining excess buffer inventory
Agreegating demand across customers
Dynamic pricing
Product management strategies
Postponement of final assembly or packaging
Insurance against losses
Q9. Who in your organization is ultimately accountable for managing risks in the SC?
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CEO
CFO
CRO
CPO
COOConcerned person
Not clearly defined
Other
Q10. Which of the following would you say best describes the current stage of development of your organizations SCRM strategy framework?
Undeveloped
Formalized
Established
Embedded
Optimized
Q11. Which of the following would you say have been the prime drivers for the implementation of SCRM in your organization?
Driver 1 2 3 4 5 6 7 NA
Corporate governance
Regulatory pressures
Customer pressures
Impact and credit crunch and
economic downturn
Best practicesSocial groups/ NGO pressures
CEO impetus
Improved performance
?? ISO & other Int. standard
Others( please specify)
Q12. To what extent risk management influences the way supply chains are designed or operated in practice?
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Very significantly
Significantly
Partially
Very little
Q13. To what extent do you understand the SC of your suppliers and customers and how these impact your operation?
We have a complete understanding of our suppliers and
customers supply chain and where they impact ouroperations
We do not have complete understanding
Others
Q14. How has your organization shared its expectations on standards and BCM with other partners?
Not well
Partially
Greatly
Q.15 What metrics does your organization have in place to measure the effectiveness of general SCRM strategies?
???????????????????????????
Q. 16 What processes have customers used to evaluate the effectiveness of your SCRM techniques and BCM preparations?
Q. 17 Within which organization function do you work?
Procurement
Production
Supply chain
Risk
Finance
Q. 18 Please make additional comments or organizational incidents, if any, regarding the management risks in supply chain. Your comments will
be considered with others and the content will be recorded anonymously.
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Q.3 Please rate the following risks on the basis of two risk assessment parameters:
S.No.
Probability of Occurrences Severity or Consequences
Risk Description Low Moderate
Low
Moderate Moderate
High
High Low Moderate
Low
Moderate Moderate
High
High
Rtd1 Unanticipated Or Volatile
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Customer demand
Key Customer Churn
Very demanding lead times
Very demanding fill rates
Poor financial condition ofcustomers
Seasonal swings in Demand
Swings in order pattern
Forecast Error
Any other(Please specify
)
Rts1 Suppliers financially
unsound/sudden supplierbankruptcy
Suppliers have qualityproblems
Supplier marketimperfections
Key supplier fail to generatecost reduction
Supply shortagesPoor adherence to supply
schedule
Sudden increase in purchaseprices
Suppliers are not following
ethical standards
Suppliers are not awe arewith legal issues
Any other(Please specify)
Rtc1 Poor inventory control
Improper cost control
Failure of risk exposure
mechanism
Poor financial control
Any other(Please specify
)
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Rtp1 Labor strikes
Brian Drain
Insufficiency of productioncapacity
Lack of adequate quality andaccuracy procedures
Lack of back up systems
Lack of adequate processes
to deal with
compliances/lawsits
Improper integration ofbusiness processes
Any other(Please specify)
Rte1 Fluctuations in interest rates
Fluctuations in exchange
rates
Fierce competition
Changes in politicalenvironment
Rapid changes in technology
Industrial regulation
Insufficient public utilitysupply
Industrial unrest/war
Terrorist attack
Natural disasters
Any other(Please specify)
Rtr1 Partners selfinterest/Opportunisticbehavior
Partners distorted
information
Partners distrust
Unfair distribution of benefitsamong partners
Leakages of core
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competencies/ techniques
Failure to supply chain
delegation
Rtl1 Inbound logistics failure
Outbound logistics failureImproper selection of
Logistics service provider
Supply delays by LSP
Tight port security checks
Any other(Please specify
Rti1 Information security risks
Virus/worms
IT System breakdownErroneous or poor quality
information
Any other(Please specify
Q.4 Please state how strongly you agree or disagree with following statements in relation to your organizations supply chain.
S. No. Statement Description Strongly
Agree
Agree Neutral Disagree Strongly
Disagree
N/A
If Delivery lead time increases demand uncertainty alsoincreases
If Delivery lead time range increases demand uncertainty also
increases
If Delivery timing accuracy increases demand uncertaintyalso increases
If Delivery frequency increases demand uncertainty also
increasesHandling characteristics increases demand uncertainty alsoincreases
Storage characteristics increases demand uncertainty alsoincreases
If Customer locations increases demand uncertainty alsoincreases
If Delivery distance increases demand uncertainty also
increases
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If No. of echelons from end customer increases demand
uncertainty also increases
High product value increases demand uncertainty alsoincreases
Short product life cycle increases demand uncertainty alsoincreases
Stage of product life cycle increases demand uncertainty alsoincreases
If distance of decoupling point from end customer increases
demand uncertainty also increases
If no. of suppliers increases supply uncertainty also increases
If supplier lead time supply uncertainty also increases
If supplier lead time range supply uncertainty also increasesIf supplier delivery accuracy supply uncertainty alsoincreases
If supplier delivery frequency increases supply uncertainty
also increases
If supplier delivery distance increases supply uncertainty also
increases
If supplier delivery distance range increases supply
uncertainty also increases
If no. of bought out components supply uncertainty also
increases
If no. of bought out components process uncertainty also
increases
If product variety increases process uncertainty also increases
If length of product life cycle increases process uncertaintyalso increases
If manufacturing lead time increases process uncertainty also
increasesIf no. of level of BOM increases process uncertainty alsoincreases
Product process type influences process uncertainty
If customer base increases control uncertainty also increases
If customer locations increases control uncertainty also
increases
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If no. of bought out components increases control uncertainty
also increases
If. No. of suppliers increases control uncertainty alsoincreases
If product variety increases control uncertainty also increasesIf manufacturing lead time increases control uncertainty also
increases
Please state how strongly you agree or disagree with following statements in relation to your organizations supply chain
Globalization has increased the length of inbound supplychain
Globalization has increased the length of outbound supply
chain
Lengthening of our supply has increased supply chain risks
Over recent years supply base has been reduced
Reducing our supply base has increased supply chain risks
Over recent years our inventory holdings has been reduced
Reducing our inventory holdings has increased supply chain
risks
Over recent years our production has been centralized
Centralization of production has increased supply chain risks
Over recent years our distribution has been centralized
Centralization of distribution has increased supply chain risks
Over the recent years we have outsourced operations in oursupply chain
Outsourcing of supply chain operations has increased supply
chain risks
Q. Which of the following would you say best describes
Supply Chain Risk Management Practices: Questionnaire issues and scoring:
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Q1. Do you believe that there is inherent risk in your supply chain?
Yes
No
Dont know
Q. What do you as major risks within your supply chain in coming three years? Please rank following risks in your organizations supply chain.
S.No. Risk Type Rank
Increased volatile demand
Short product introduction windows
Physical incidents impacting own facilitiesPhysical incidents impacting suppliers facilities
Financial failure of supplier
Quality failure at supplier leading to products recalls
Suppliers unethical standards revealed publicly
Data security and IT incidents
War, Terrorism and geopolitical concerns
Litigations with supplier
Breach of Intellectual property rightsRegulatory concerns
Failure of service provisions by outsourcing partner
Other risks
Q. How familiar are you with what is meant by and involved with implementing Supply chain Risk Management(SCRM)
(a) Never heard of it (b) Heard it only (c) Not very familiar (d) Fairly familiar (e) Very familiar
Q. To what extent do you anticipate your organization increasing the number of products and services offshore from your location in next three
years?
(a) Very significant increase
(b) Significantly increase
(c) Some increase
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(d) Some change
(e) Some reduction
(f) Not applicable
Q. How often are supply chain risks are indentified and evaluated?
(a) Every year (b) Every six months (c) Every three months (d) Every months (e) Other period
Q. What time horizon is considered when supply chain risks are reviewed?
(a) 1 year (b) 2 years (c) 3 years (c) 5 years (d) Open
Q. How is the board of directors informed about risks?
Separate risk reporting Risk reporting part of general reporting other reporting
Q. Is risk management linked to business planning?
Direct integration of figures No direct integration of figures No link to business planning systems
Q.Who is responsible for your risk management?
Board of directors Internal audit Designated risk officer Head of accounting office Controlling function Staff of business units other
Q. How are the practices of your risk management disseminated?
Risk management manual General procedural manual Controlling manual other
Q. How are your supply chain risks are indentified and evaluated?
By management alone By management together with functions By internal audit By workshop with other supply chain members
Enquires by questionnaire and checklists other way
Q. What kinf of software do you use for your risk management?
Standard office software Standard business management software Special risk management software In- house software other software
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Q. How has your organization shared its expectations on standards of supply chain risk management and business continuity management with
suppliers?
Published a specific procurement business continuity policy
Communicated procurement standards associated with business conituity management to suppliers
Integrated an evaluation of business conituity management to supplier performance evaluation and selection.
Integrated an evaluation of business continuity management to supplier audits
Requested copies of supplierss corporate business continuity management policies.
Requested copies of suppliers site business continuity management plans.
Other
Q. How effective was your plan when implemented in practice?
Very effective in responding to all aspects of the incidents
Partially effective in responding to some aspects of the incidents
Very little help in responding to the incidents
Not applicable
Q. What metrices does your organization have in place to measure the effectiveness of your supply chain risk management strategies?
No. of times business continuity plans successfully invoked
Percentages of facilities with upto date business continuity plans in place.
No. of audits of supply chain resillence completed
Total cost of quality
Total cost of related insurance claims
Total cost of incidents
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2 Embedded- Integrated processes implemented across the organization and embedded with
business planning systems
3 Established Formal and consistent processes established across the organization
4 Formalized Basic frameworks and processes being implemented in parts of the
organization with inconsistent results5 Undeveloped Organization aware of risks but no structured responses implemented.
6 Worst condition organizations are not aware of risks