Author(s): Nuttall S
Abstract Share this page
Abstract This paper will look at some of the experiences, lessons and frustrations experienced in managing supply chains for business continuity. No-one has time to make all the mistakes, nor to learn all the lessons on their own, so it is useful to share experiences. Over the last 25 years, the author has been involved in supply chain management as a contract manager; a programme and project manager; and as a business continuity manager. Although times change, there are some fundamental principles that are absolutely critical in making sure that supply chains do what they are needed to do/ to keep business going. Supply chains are here to stay. Indeed, with today's drive towards outsourcing, best-shoring and contracting out, they are becoming more important every year and this will only continue over time. Moreover, in the highly competitive markets in which all organisations operate, suppliers may well be carrying out operations that not all that long ago would have been considered to be part of core business. Getting the right relationship with the supply chain is more critical than ever before.1 What does this mean to business continuity professionals? They need to think not just about their own BC plans, but about the plans of their suppliers, and even those of their suppliers' suppliers. This may seem obvious, but unlike internal BC plans written by and for an organisation, it must be considered just what a supplier's plans are designed to achieve. What business outcomes will their plans deliver? If they recover their own business, how does that affect the business they serve? Are others' assumptions of how they will react in line with theirs?
This article was published in J Bus Contin Emer Plan
and referenced in International Journal of Economics & Management Sciences