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Vietnam's coffee exports in January are estimated to have dropped 17.6 percent from a year earlier to 120,000 metric tons, while rice exports likely fell 29.5 percent, government data released on Friday showed.

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DEV-OPS ENGINNER- CEL

We are looking for a DevOps to help build out, maintain, and troubleshoot our rapidly expanding IT infrastructure. You will be part of a talented team that demonstrates superb technical competency, delivering mission-critical infrastructure and ensuring the highest levels of availability, performance, and security.  The qualified systems engineer will have a background of at least 2 years in a DevOps position.

 
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ADVISORY SENIOR CONSULTANT

Location: Ho Chi Minh City, Vietnam

 

ADVISORY SENIOR CONSULTANT- CEL

A firm specialized in Demand and Supply Management in Emerging Markets: We create an impact where it's most needed

BUILDING RESILIENCE IN BUSINESSES AND SUPPLY CHAINS IN ASIA

2020-02-18 16:59:55

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BUILDING RESILIENCE IN BUSINESSES AND SUPPLY CHAINS IN ASIA

EXECUTIVE SUMMARY

 

Typhoons, terrorism, the threat of war, tsunamis, earthquakes, and epidemic disease. These are but a few of the challenges Asian companies have confronted since the century began. The 2015 explosion at the Chinese port of Tianjin (pictured on the cover) illustrated how the scale of man-made accidents has increased in step with economic growth. Risk is not new. What’s new is that ever-more-complex business models make companies vulnerable to risk as never before. What’s new, too, is that we are running up against resource limits—especially with water and carbon—that put even simple business models at risk.

 

 

For their own corporate survival, companies need to assess risk and build in resilience both in terms of understanding their exposure to climate change and, at a more granular level, its impact on their supply chains. For the long-term health of the planet, this de-risking should be part of the global effort to move toward a low-carbon world. This briefi ng provides the tools for starting this process of min-imizing risk and increasing resilience, looking at short-, medium- and long-term opportunities and challenges. It also considers how to reconcile short-term corporate needs with long-term planetary challenges, showing that de-risking and increasing effi ciency often lead to cost savings.

 

 

Asia’s success in export-oriented manufacturing has powered extraordinary economic growth in the past half-century. For good reason, East Asia is known as the workshop of the world. This manufactur- ing excellence has relied on increasingly complex and attenuated supply chains. These supply chains are inherently vulnerable to disruption. Even stand-alone companies face challenges in an uncertain world. Heightened worries about geopolitical risk in the region and Asia’s unique vulnerability to climate change means that building resilience to disaster risk is a significant and in some cases existen- tial—business issue for virtually every Asia-based company.
 
 
 
The Asia Business Council’s 2017 annual survey found that members are much more concerned about external uncertainties now than in previous  years,especially unpredictable risks that disrupt business operations. This briefi ng explores the vulnerability of Asian supply chains to unpredictable risks that include natural disasters (which now are compounded by climate change), potential water and energy shortages, and geopolitical uncertainty.
 
 
 
Climate change is one of the key factors raising business risk in Asia. Mark Carney, the Governor of the Bank of England and Chairman of the Financial Stability Board (FSB), calls the threat of climate change “the tragedy of the horizon,” because the timeframe is beyond the time horizon of most man-
agement teams’ tenure. He warned that policy responses to climate change, or the lack thereof, along with technological changes, will greatly aff ect the core infrastructure of countries and long-run earnings potential of companies. Companies need to both build resilience into their current operations and keep in mind the need for the world to eff ectively decarbonize by mid-century. A good resilience strat egy can achieve both the short-term goal of protecting operations and profi tability while working with governments and others toward the long-term global goal of limiting the impact of climate change.
 
 
 
Geopolitical risks are diffi cult to predict; natural disasters such as earthquakes are somewhat random. But there is a strong scientifi c consensus that the atmosphere is warming as a result of human activity, and that Asia will feel these eff ects disproportionately. Asia is particularly at risk because of the increasing number of severe storms, the number of people in poverty, and because so many of its people—and companies—are near water and subject to sea water rise and fl oods. Climate change is also exacerbating the spread of infectious diseases, another risk which best-practice companies are, to the extent possible, preparing for.
 
 
 
High-profi le failures to prepare for and respond appropriately to disasters, such as Fukushima operator Tokyo Electric Power Co. (TEPCO)’s failure to heed experts’ warnings about the vulnerability of the nuclear plants to tsunami risk, and the subsequent lack of internal and external communication after
the disaster, highlight all too clearly the importance of being prepared.
 
 
 
This briefing reviews a range of measures companies have taken to prepare for and respond to disaster risks in the short-term, as well as how they plan to improve resilience over the medium- and long-term. In the short-term, it is imperative that a company have robust plans for business continuity and disaster recovery. Medium-term actions include better understanding and managing suppliers, increasing resource effi ciency, and systematically developing strategic foresight to plan for and analyze the potential impact of uncertain events.
 
 
 
Read full article: Here