upcoming events

Mar 2020
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1. What do you consider the largest Risk for your company?

2. What are the Risk Mitigation Strategies you apply?



This event is open for all professionals interested or currently working in Starups in Hanoi, or supply chai professionals in Hanoi, or who are interested in looking for business collaboration for U.S. market through meeting with a delegation of Baylor University (U.S.), Executive Master Program.



Ferguson Global is seeking a Sourcing / Business Development Manager to assist in our Southeast Asia sourcing expansion. This position will report directly to our Regional Manager based in Taiwan and work closely with our staff at Ferguson Enterprises, LLC headquarters in Newport News, VA, USA.


The Project Manager (PMO) is a highly visible role that is responsible for driving the transformation activities for Singapore Replenishment Center (SRC) and 3rd party service providers’ warehouses migration from current location to a new location. This leader will lead cross-functional internal and external resources and has overall accountability of the execution and performance of projects and transformation initiatives.


Manage DC daily operation activities at warehouse facility. To ensure strict execution of the SOP and meet KPIs.


2020-02-18 17:17:23

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This report commissioned by the Department for Transport and undertaken by Cranfield School of Management’s Centre for Logistics and Supply Chain Management (CLSCM) aims to clarify the complex issues inherent in the identification and management of supply chain vulnerability.


Its objective is to increasE awareness, understanding and thus the ability of UK industry to cope with disruptions to its supply chains. To that end it provide insight and practical tools, which will assist managers in improving the resilience of their organisation’s supply chain networks.


To gauge awareness of supply chain vulnerability as a threat to business continuity a survey of senior supply chain professionals was undertaken together with an in-depth case study of one sector, military aircraft manufacturing. The findings of the case study were validated by interviews with managers from seven ‘critical’ sectors of industry.


Impact of business structures on continuity
Supply chains are increasingly at risk of disruption and it can be argued that the greatest risks to business continuity lie in the wider supply chain of key suppliers and customers (or more correctly supply/demand networks) rather than within the company itself. Yet for the vast majority of organisations, business continuity planning remains a one-firm focussed activity.
As supply chain networks increase in complexity, as a result of out-sourcing, globalisation and volatility in the trading environment, so too has the risk of disruption. The vulnerability of networks has increased as a result of longer, leaner supply lines between focused facilities within consolidating networks. Whilst many risks to the supply chain emanate from the external environment, e.g. war, epidemics, earthquakes, there is growing evidence that the structure of the supply chain is itself the source of significant risk. The same events that may once have caused minor local disruptions may now affect entire businesses, industries or economies.
Supply chain managers strive to achieve the ideals of fully integrated efficient and effective supply chains, capable of creating and sustaining competitive advantage. To this end they must balance downward cost pressures and the need for efficiency, with effective means to manage the demands of market-driven service requirements and the known risks of routine supply chain failures. Better management and control of internal processes together with more open information flows within and between organisations can do much to help.
However, in an age of lengthening supply chains serving globe- spanning operations, recent events around the world have provided frequent reminders that we live in an unpredictable and changing world. Natural disasters, industrial disputes and terrorism have all resulted in serious disruptions to supply chain activities. In these situations ‘business as usual’ is often not an option.
To assist managers in making their supply chains more resilient, the research has identified a number of practical tools which are briefly detailed in Appendix 1. Specific guidance for small and medium enterprises (SMEs) is also provided.
Read full article: Here