supply chain risk management and continuity planning...

9/7/2012

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Supply Chain Risk Management

and Continuity Planning

Eric Wieczorek

Caroline Kolman

Bio - Caroline Kolman

• Licensed Professional Engineer (Industrial)

• Improving supply chains for over 20 years,

focused on healthcare industry for last 10

– Strategic sourcing: Identifying and implementing

efficiencies in the procure to pay cycle

– Technology solutions: SAP, Demand management

– Value analysis: Creating sustainable cost savings

for healthcare providers

9/7/2012

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Bio – Eric Wieczorek

• 10 years pharmaceutical manufacturing at

Bristol Myers-Squibb

– Chemicals sourcing and procurement, RFP

management, global contract negotiations, lean

manufacturing

– Third party manufacturing management, sourcing

quality management, make versus buy analysis

• Supply chain risks consulting

Agenda

• The efficient supply chain – The risky supply chain

• Anatomy of a supply chain disruption – Thailand

floods

• Supply chain risk quantification and business

continuity planning– Manufacturing example

– Healthcare example

– Business continuity planning

• Best practices in supply chain risks management

• Questions and answers (10 min)

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Agenda



floods







The efficient supply chain• Supply Chain management has its roots in

manufacturing and the quality evolution

– In the early 1900’s, Henry Ford developed the

assembly line system to focus on standardization and

elimination of waste in the car manufacturing process

– In response to US manufacturers losing market share

to Japan in the late 1970’s, Total Quality Management

(TQM) was adopted to improve manufacturing

performance

– In the 1990’s, General Electric (led by Jack Welch,

CEO) adopted Six Sigma to improve quality and

eliminate variance that caused defects

– Industries such as financial services, government, and

healthcare begin to adopt these principles and

techniques

• The successes achieved through the application of

these techniques continues to fuel the demand for

more efficiencies and cost savings

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Efficiencies and associated risks• By its very nature, the drive for a lean and efficient supply

chain creates risk, or the opportunity for disruption:

Supply Chain

Component

Past Strategy New "Lean" Strategy Risk

Strategic Sourcing Utilize many

sources/vendors to

obtain raw materials

and inputs

Reduce the number of

vendors to reduce

variability and increase

volume for low cost

Dependence on

one or few

suppliers

Globalization Maintain a vertical

supply chain - own or

have significant

influence on raw

materials and inputs

Utilize low-wage third

world countries to

reduce costs

Disruptions due to

violence/political

unrest, natural

disasters, etc.

Efficiencies and associated risks

Supply Chain

Component


Transportation

Deregulation &

Warehousing

Government regulated

shipping and

transportation inflated

costs, limiting

capabilities and

offerings

Carriers can charge

competitive rates to

their customers;

combining

warehousing with

transportation

companies leads to 3rd

party logistics (3PL)

and greater

outsourcing for moving

goods

Movement and

storage creates

opportunities for

delays, damage

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Efficiencies and associated risks

Supply Chain

Component


Information Technology Automation and

electronic

records/communication

did not exist - manual

processes

Technology automates

order filling and

processing

(procurement) through

fulfillment, delivery

and invoicing

(payment)

System errors

("garbage in,

garbage out"),

downtime (power

disruptions,

system crashes,

upgrades and

patch applications)

The impact of supply chain

disruptions

• Defects

• Delays / shut downs

• Additional costs

• Reduced perceived value

• Reduced real value (suppliers, customers)

• Fatalities (in extreme cases)

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Agenda



floods







Anatomy of a supply chain

disruption

• What is a supply chain disruption?

• What are the key contributors in a supply

chain disruption?

• Impact from supply disruptions?

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What are supply chain risks? (examples - short

list)

Highly visible/ Less controllable

� Terrorism

� Natural catastrophes

� Widespread labor stoppage

� Port closures

� Diseases/ pandemics

� Foreign governments/ trade

disruption

� Country/ political risk

� Domestic & international laws

� Others…

Less visible/ More controllable

� Legal/ contract related

� Regulatory/ compliance

� Planning/ forecasting

� Sourcing/ procurement / quality

� Supplier interruption/

qualification / quality

� Customer service & satisfaction

� Inventory & obsolescence

� Technology/ systems

� Others…

� Potentially insurable risk (given certain conditions)

Last 10 years of supply chain disruptions –

related to natural events – selected few

• 2011 Japan earthquake ($300BB economic losses, $25BB

insured)

• 2011 Thailand floods ($45BB economic losses, $10BB insured)

• 2011 New Zealand earthquake ($13BB in losses)

• 2010 Iceland volcano ash cloud ($200MM/ day, uninsured)

• 2005 Hurricane Katrina ($62BB insured losses)

• 2008 Hurricane Ike ($18.5BB insured losses)

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Recent or notorious isolated event

supply disruption examples• Evonik plant Germany. Nylon 12 & Resins shortages impacts auto, sporting

and medical industries

• A 10-minute fire changes the industry for Nokia and Ericsson in March

2000- Ericsson is becomes SonyEricsson in October 2001

• Airbus A380 disruption of 2005

• Kellogg’s disruption in carton manufacturing plant (Labor issue)

• Mattel 2009 and 2010, SARS/ avian flu outbreak affects third party

manufacturers

• Dell supply chain glitches of 2007 (manufacturing quality)

• Genzyme March 2011, 2 unrelated supply disruptions at separate

manufacturing plants create drug shortages for Fabrazyne and Thyrogen

The four stages of a supply chain

disaster

Severity Blame

Resolution

Event

Denial

“It’s not that

few days!”

“It’s not that

bad! We”ll

be back in

business in a

few days!”

we thought!

Well, it’s

actually

worse than

we thought!

How did that

happen? And the

inevitable… Who is

responsible?

During that time a

solution is being worked

on.

Is a lesson learned?

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The Thailand floods supply disruption example in the

flash memory industry – summary of press conferences and

business leader quotes after the event

• Event takes place…

• Reactions from flash memory manufacturer business leaders a few days after

– “there will be minor disruptions because of logistics issues. Aside from that business as

usual thanks to inventory in the supply chain” (DENIAL….)

• A month later: Things get sorted out and the severity comes to light…

– “The industry will see supply shortages caused by the destruction of the Work In

progress inventory (WIP) at the time of the event” (SEVERITY…)

• Short-Term: More bad news…

– “ The industry will face further shortages due to reduced production capacity as a result

of production assets destroyed, factories unable to restart due to power supply

limitations, or lack of raw materials from their own suppliers” (SEVERITY & BLAME…)

• Long-Term (6 months later): Hope is coming back but it is not done yet….

– “ We will see further supply chain constraint while destroyed assets and factories get

repaired or replaced and new capacity comes online” (RESOLUTION…)

The Thailand floods supply disruption example in the

flash memory industry – Continued

• During that time… what was going on?• Firms directly hit by supply disruption are franticly canceling orders and trying to

book orders from alternate suppliers…

• Problem: manufacturing capacity was already pretty scarce before the event.

• Problem: qualifying and testing parts from new supplier is time and resource

consuming for most industry.

• Problem: the alternate supplier identified are in the same region of Japan;

impacted like any other supplier!

• Problem: manufacturing yield and quality with new supplier is not the same as

with the incumbent supplier.

• Problem: prices are also higher!

• What impact would a similar event have if it took place in Hong-Kong?

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The Thailand floods supply disruption example

– What happened there?

• Flash memory is a very competitive market

• Low global manufacturing capacity available

• High concentration of global supply base in

one geographical area

• Extended/ complex supply chain

• Low global inventory

The Thailand floods supply disruption

example – How did we get there?

• Low cost country sourcing

• Global sourcing… Yes but one supplier for each

component

• Lean/ Just-In-Time

• Wall street – inventory hinders company

performance, yet inventory is one way to

mitigate risk that also hinders company

performance

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The Thailand floods supply disruption

example – What could have been done about it?

• Recognize and monitor manufacturing capacity shortages

• Recognize end-to-end supply chain lead-times and plan inventory

accordingly

• Recognize that the world supply is geographically concentrated

• Negotiate supply contracts for emergency manufacturing capacity

allocation

• Maintain supplier relationships with multiple supply sources

• Qualify & test supplier components before an event happens

• Transform LEAN manufacturing to “risk-adjusted LEAN” supply chain

management

That’s Business

Planning! (BCP)

That’s Business

Continuity

Planning! (BCP)

Supply chain disruption response

scenariosEvent Start

Detection

Mitigation Strategy

Early Delayed

Planin

place

No responseplanned

Planin

place

No responseplanned

Organizational Performance

Recovery

FastEfficientLow cost

FastInefficient

Higher cost

SlowEfficient

Higher cost

SlowInefficientHigh cost

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The disruption recovery curve – The

benefits of continuity planningO

rgan

izat

iona

l per

form

ance

re

cove

ry

Time elapsed

Event start

Delayed response/ No mitigation strategy

Had no event happened!

Worst Case Scenario!

Detection Response Mitigation strategy

Lucky!

For illustration purposes only – not to scale


benefits of continuity planning

Org

aniz

atio

nal p

erfo

rman

ce

reco

very

Time elapsed

Event start



Delayed response/ mitigation strategy

Late Detection


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rgan

izat

iona

l per

form

ance

re

cove

ry

Time elapsed

Event start




Rapid response/ mitigation strategy

Early Detection



benefits of continuity planning

Org

aniz

atio

nal p

erfo

rman

ce

reco

very

Time elapsed

Event start


Early Detection

Rapid response/ mitigation strategy




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rgan

izat

iona

l per

form

ance

re

cove

ry

Time elapsed

Event start





Value of

detecting &

planning for

disruption.

BCP!

Buying the umbrella before it rains

Business continuity planning (BCP) aims to help:

• Ensure the survival of the organization.

• Protect corporate assets and control financial loss.

• Minimize the loss of customers.

• Facilitate the resumption of operations.

• Improve the ability to salvage damaged equipment and

operations.

• Provide for the safety of personnel and the public before,

during, and after a disaster.

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Myths and realityMyth Reality

Our people know the business and will know

what to do in the event of a disaster.

When a disaster occurs, it is no longer

business as usual. People have to think in

terms of what is important to keeping the

business running.

We have insurance to cover our losses. Insurance is a part of your protection, but may

not fully compensate you for things like loss of

customers, loss of market share, set backs in

development or release of a new product in

the market.

We don’t have time to develop a Business

Continuity Plan.

Time spent developing and maintaining a

Business Continuity Plan is an investment in

the company.

Limitations of insurance

• 3 types of supply chain disruption insurance

– Property business interruption insurance (also called Time Element) may

include Contingent Business Interruption (CBI)

� Direct Damage is a pre-requisite (owned or supplier location); narrow coverage

� Usually limited to 12 months

� Only named suppliers or owned locations or limited coverage

� Expensive if located in natural catastrophe areas (i.e. earthquake, flood, storm);

high deductible

– Trade disruption insurance/ Supplier risk insurance

� Broader risk coverage, indirect risks (although some risks are not covered) but

typically low limits ($100MM)

� Sold per supplier, expensive

– Political risk insurance

� Confiscation of assets, lost income, currency inconvertibility

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What is the insurance industry

saying?

• After the Japan earthquake and suffering close

to $40BB in total insured losses insurance

companies are reacting:

– Munich Re/ Swiss Re: […] customers that they have 18 months from

January 1, 2012 to deliver far greater transparency on supply chains [...]and suppliers

[…]or else cover will be limited or even excluded. (Commercial Risk Europe- January 2012)

– Lloyds – reviewing its contingent business

interruption exposure

– Reduction in CBI coverage. CBI used to be a

“throw-in”, now it will cost policyholders.

Why plan?

• Can be the difference between survival or death of the organization (more

than 50% of organizations do not resume business after a major disaster-

International Risk Management Institute (IRMI) 2006

• To remain competitive

• To satisfy the company’s mission, its shareholders and customers

• Insurance is not THE answer!

• Minimize the severity of a disruption (financial losses, regulatory fines,

long term loss of customers, etc.)

• Minimize legal liability as a result of an accident

• Maintain the reputation of the organization

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“Dollarization” is key to BCP

• Can you demonstrate ($) the cost of not

planning for continuity?

• What would be the cost of a plan versus the

cost of a loss?

• Are there risks the organization must plan for

and others it can “deal with”?

• Which risk should we address first?

Can you demonstrate ($) the cost

of not planning for continuity?• A large Pharma client uncovers and “dollarizes” the

value of a key third party manufacturer (TPM) to its

#1 selling product

• A catastrophic loss at its TPM means the potential to

be out of business for at least 3 years

• Dollarization ($)= 3 years sales + continuing

expenses, interdependent plant inefficiencies, and

payroll to retain key employees, etc…

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What would be the cost of a plan

versus the cost of a loss?

• A large California Tech client hired us to

prepare their business interruption claim in

Thailand

• 30 days out of business = over $15MM loss

• $500K per day!

• Cost of a plan? A fraction of $500K

• If the plan reduces a loss by at least one day

the ROI is over 100%

Are there risks the organization must

plan for and others it can “deal with”?

• A large Pharma client identifies a bottleneck in its

manufacturing process at a location in earthquake prone

area.

• A laser manufactured (24 months normal lead time, 18

expedited) in Germany is key to its entire franchise.

Several $ billions at risk. Cost of an additional laser is

$2million.

• Contract packaging TPMs are also identified as

bottlenecks in the chain.

• Packaging can be moved (30 days) to another

suppliers easily by filing a CB30 with FDA.

Plan

Deal

with

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Which risk should we address

first?• “Dollarized” risk is a function of ($) severity and likelihood of

occurrence.

• Distinguish between assessment & quantification

Pag

e 37

Risk

High Spend/ Low Risk

High Spend/ High Risk

Low Spend/ Low Risk

Low Spend/ High Risk

Supplier Risk Heat Map (example)

Low Spend suppliers

generally not captured by

risk assessments

Spend

Agenda



floods


continuity planning

– Manufacturing example





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Drug manufacturer supply chain

example

Dosage DistributionPackagingBulk Drug

Other markets

TPM Spain

Pen

Syringe

Puerto Rico

U.S. market

Back Up plant, Ireland

TPM, Germany

Location 1

TPM, Germany

Location 2

TPM UK

Boston, MA DC, USA

TPM Germany

DC, France

Owned location

Supplier location

Legend:


example


Other markets

TPM Spain

Pen

Syringe

Puerto Rico

U.S. market


TPM, Germany

Location 1

TPM, Germany

Location 2

TPM UK

Boston, MA DC, USA

TPM Germany

DC, France

Owned location

Supplier location

Legend:

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example


Other markets

TPM Spain

Pen

Syringe

Puerto Rico

U.S. market


TPM, Germany

Location 1

TPM, Germany

Location 2

TPM UK

Boston, MA DC, USA

TPM Germany

DC, France

Owned location

Supplier location

Legend:

• Spain TPM ramps up

production 20%, 60-day

lead time

• Ireland can provide 50%

of total world demand, 6

months lead time

• Tax impact from

manufacturing out of

Puerto Rico versus

Ireland/ Spain

($200MM)


example


Other markets

TPM Spain

Pen

Syringe

Puerto Rico

U.S. market


TPM, Germany

Location 1

TPM, Germany

Location 2

TPM UK

Boston, MA DC, USA

TPM Germany

DC, France

Owned location

Supplier location

Legend:

• Contract

penalties at TPMs

• $10MM

• Manufacturing slow

down.

• 60 % volumes from

Puerto Rico

• Interdependency total

$60MM

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example


Other markets

TPM Spain

Pen

Syringe

Puerto Rico

U.S. market


TPM, Germany

Location 1

TPM, Germany

Location 2

TPM UK

Boston, MA DC, USA

TPM Germany

DC, France

Owned location

Supplier location

Legend:

• 3 Months

Finished

Inventory

12 Months

to restart

Puerto Rico

Dollarization – Puerto Rico plant

loss$2BB

Value at risk(VaR)

MitigationStrategy

Cost($5MM)

$1.4BB

Spain TPMRamp up 20%

Production(60 Days)

$600

MM

Contract Penalties($10MM)

MitigatedVaR

Ireland50% capacity6 months to come online

$500

MM

$900MM

$910MM

ExpensesContinuing

Boston & DC($60MM)

$970MM

Taximpact

($200MM)

$200

MM

$1.17BB

Inventory($500MM)

$500

MM

$670MM

$675MM $675MM

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Dollarization – Puerto Rico Plant

loss$2BB

Value at risk(VaR)

MitigationStrategy

Cost($5MM)

$1.4BB

Spain TPMRamp up 20%

Production(60 Days)

$600

MM

Contract Penalties($10MM)

MitigatedVaR

Ireland50% capacity6 months to come online

$500

MM

$900MM

$910MM

ExpensesContinuing

Boston & DC($60MM)

$970MM

Taximpact

($200MM)

$200

MM

$1.17BB

Inventory($500MM)

$500

MM

$670MM

$675MM $675MM

Actions taken by the business continuity plan….

Scenario planning dashboard–

Puerto Rico location exampleScenario Exposure

($MM)

Time to

Recovery

Probability VaR

($MM)

comments

Windstorm $675 12

months

20% $135 Total Plant

shutdown!

Fire $250 12

Months

10% $25 Partial plant

shut down

Earthquake $675 12

Months

1% $6.75 unlikely

Manufacturing

Quality

$2BB 6 Months 5% $50 Transfer

manufacturing

9/7/2012

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Agenda



floods


continuity planning






Health Care Provider

Supply Chain Example

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Health care provider exampleThe healthcare supply chain

Hospital Patient

Medical Supplies

Non ClinicalSupplies

Pharmaceuticals

Clinical Services

Non Clinical Services

ManufacturersandDistributors

ServiceProviders

• Products

– Clinical supplies (surgical, medical-surgical, laboratory)

– Pharmaceuticals

– Non clinical supplies (facilities, environmental,

food/nutrition)

• Services

– Repairs & maintenance (clinical, non clinical)

– Environmental/housekeeping

– Food service

Health care provider example Critical components of the healthcare supply chain

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Health care provider exampleWhat are the risks for healthcare providers?

� Natural catastrophes &

accidental destruction of assets

� Diseases/ pandemics

� Terrorism/violence

� Others…

� Medical malpractice, abuse, care

accountability

� Regulatory/ compliance/ medical

records protection

� Sourcing/ procurement / quality

� Supplier interruption/ quality

� Drug shortages/ recalls

� Customer service & satisfaction

� Technology/ systems/ patient

privacy/ medical records

protection (HIPAA violations)

� Others…

External Operational

Health care provider exampleDrug shortages

• Although the FDA takes great efforts, within its legal authority, to address

and prevent drug shortages, they still occur for many reasons:

– manufacturing and quality problems,

– delays

– discontinuations

• FDA actions:

– Communicate the issue and to help restore availability

– Work with other firms who manufacture the same drug, asking them

to increase production, if possible

– Many companies voluntarily provide shortage information that FDA

posts on its website

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Health care provider exampleDrug shortages – Planning and preparedness

Hospitals and health care providers have few options in drug shortage

situations:

• Ensure the hospital/system has a team or specific person assigned to

monitor, advise, and/or recommend actions associated with the current

drug shortage issue.

• Utilize drug shortage monitoring tools and daily updates for existing

shortages and ones to anticipate (Some of the shortages have lead time,

while others happen literally overnight)

• Utilize P&T Committee to regularly review drug protocols and usage;

investigate alternatives and review/approve as appropriate

Health care provider exampleOther disruption examples

• Product recalls

• Disaster recovery

planning

• Procedure for product

removal and

documentation

• Backup supplies in close

proximity

• Alternative

sources/suppliers

• Teaming with neighboring

hospitals for demand surges

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Agenda



floods


continuity planning






Business Continuity

Planning

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Managing the risks: What is

business continuity planning?

The process of:

• Preparing for

• Mitigating

• Responding to and

• Recovering from a crisis.

What is business continuity?

For the business continuity manager:

• The plans:

– Crisis

management

– Disaster recovery

– Contingency plan

• Scope:

– Management

– Production/

sales/ supply

chain

– Finance/

accounting

– Human resource

– Customer service

– R&D

– IT

– Marketing

– Legal

• Threats:

– Natural hazards

– Man-made

– Accidental

– Technological

– Utilities failures

– Regulatory

Source: IRMI practical risk management – Topic D-18

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The business continuity plans…

• Crisis management plan (emergency): actions taken

immediately before during and after a catastrophic

event that preserves lives, safeguard property and

reduce loss of resources

• Disaster recovery: actions take to recover from a

disaster and to resume business functions

• Contingency plans: actions taken to address the loss

of a specific key process , asset or resource

What is business continuity?

For the supply chain manager:

• The plans:

– Crisis management

�Disaster recovery

�Contingency plan

• Scope:

– Management

�Production/

sales/ supply

chain

– Finance/

accounting

– Human resource

– Customer service

– R&D

– IT

– Marketing

– Legal

• Threats:

�Natural hazards

�Man-made

�Accidental

�Technological

�Utilities failures

�Regulatory

Source: IRMI practical risk management – Topic D-18

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The supply chain BCP process

Threat analysis• Identify risks throughout the supply chain function

• Identify mitigation strategies, processes, equipment, locations, suppliers, customers

Value

At

risk analysis

•Quantify threat financial impacts

•Assess likelihood of threats

•Prioritize results

Continuation strategies

•Develop a risk register/ catalog

•Establish a response plans, checklists

•Evaluate cost/benefits

Emergency response

•Establish protocol for plan activation

•Develop communication plans(suppliers, customers, internal)

•Establish response teams based on threat

Testing & education

•Team members role

•Test plans with suppliers, customers, plant staff

•Review periodically

Additional strategies for improved

supply chain disruption recovery• Early detection & reaction

» Knowing where the threat is and which suppliers/ customers might be affected

» Keeping track of regional weather event development and knowing where your

suppliers are located

• Visibility & predictability

» Gaining knowledge about procured components and their raw materials sources

impact to your product or services

» Collaborating with suppliers and customers before and after an event

» Building supply contract in order to understand what parameters will govern a

relationship in case of a crisis

• Resiliency and sustainability

» Multi-sourcing, alternate suppliers, alternate processes, equipment, alternate

logistics routes, carriers

» Build flexibility in product design,

» Know your supplier / customers BCP, participate in collaborative emergency

response trainings

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Healthcare provider strategies

Understand and document the impact of disruptions by

developing a business continuity plan

• Assess the risk: measure the present vulnerabilities to

changes in the environment

• Determine the impact: evaluate the probable loss that

could result during a disaster or other disruption

Conduct regular reviews of these documents with staff to

ensure familiarity and relevance

Free resources for BCP

• www.contingencyplanning.com

• Department of Homeland Security:

www.ready.gov

• Disaster Recovery Journal: www.drj.com

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Agenda

• The efficient supply chain – the risky supply chain


floods







Elements of organizational supply

chain risk management maturity

Supply Chain Risk Management Maturity Model

VISIBILITY PREDICTABILITY SUSTAINABILITY

TOOLS

TECHNIQUES

COMPLIANCEGOVERNANCE

•Assessment HEAT MAP •Supply Chain Network Map•VaR, Value-at-Risk Metric

•BCP Planning•Disruption/Insurance•SCRM Mitigation Tactics•SCRM Case Studies

•ISO SCRM Standards•SCRM Workshops•Knowledge Transfer

RESILIENCY

•Predictive Analytics Engines•Scenario Planning•Probabilistic Modeling•War Room Exercise

•ERM, Enterprise-Wide Risk Management Framework•Financial Risk Quantification•Supplier Risk Analysis

•Standards Institutionalized•Supplier Collaboration/Compliance•Embedded ERM in S&OP

•Real-time Global Risk Alert Dashboards•Web-based ERM Program Management Maturity•Scenario Risk Response Plans

•Formal BCP Process•Scenario/Risk Response Planning•Global Risk Register•Supplier collaboration Program

•Active/Effective SCRM-Assess/Mitigate/Manage•Standards of Compliance in S&OP•Embedded ERM/SRM/Metrics

•Predictive Analytic Engines•Global Risk/Threat Service•Real-time Risk Dashboards•ERM Web-based Tool•SRM Tool

•Real Time Risk Monitoring•New SCRM Metrics •Scenario/Risk Response Plans embedded in S&OP

•Ongoing SCRM Organization•Collaborative risk management and compliance•Formal SRM Program•Bi-Annual Risk Assessments

Avg. Companies

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Supply chain performance and risk

management• Why are these not mutually exclusive?

– Building a mitigation strategy designed to address a crisis can be used

as a strategy to mitigate the cost in the supply chain on a real time

basis. (i.e. ongoing auctioning of manufacturing capacity…)

– Scenario planning may aid in supply chain strategic decision

making.(i.e. What if the cost of fuel goes to…? What if the difference in

capital cost between China and the US is…?)

– Risk response strategies and BCP will help the organization recover

faster, more efficiently and minimize financial losses and maintain or

improve supply chain performance by building in flexibility,

preparedness and alternatives to day-to-day and long-term strategic

decision making

Conclusion

• SCRM and BCP is a journey not a race…

• Eisenhower once said “Plans are nothing,

Planning is everything”… you will come up

with the plans but you must start the planning

process.

• Or…

9/7/2012

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Caroline KolmanManaging Director, Healthcare Supply Chain

Tel: 412-378-8701

Email: [email protected]

Eric WieczorekAssociate Director, Supply Chain Risk Analysis

Tel: 609-620-7855

Email: [email protected]

supply chain risk management and continuity planning...

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