WHITE PAPER

Recipe for SuccessfulSupply Chain Risk ManagementIn collaborati on with:

WHITE PAPER

Ingredients:

- 1 cup Supply Chain

- ¾ cup Transparency

- 2 tbs Risks

- 1 pinch of preventive actions

- Mix with procurement process

- . . .

Recipe for SCRM

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WHITEPAPERRecipe for Successful SupplyChain Risk Management

Table of Contents

1 Introducti on 5

2 Ingredient 1: Selecti on of Relevant Supply Chains 6

2.1 Impact on Sales 6

2.2 Customer Specifi cati ons 6

2.3 Region 6

2.4 Purchasing Volume 6

2.5 Selected Indirect Materials and Services 6

2.6 Technology and Patents 6

2.7 Ownership Structures 6

3 Ingredient 2: Defi niti on of Risk Inventory 7

3.1 Examples of Supplier Risks and Indicators 7

3.2 Examples of Locati on Risks and Indicators 8

3.3 Examples of Country Risks and Indicators 8

4 Ingredient 3: Supply Chain Visibility 9

5 Ingredient 4: Risk Identi fi cati on 10

6 Ingredient 5: Impact Assessment 11

7 Ingredient 6: Risk-Minimizing Measures 12

8 Ingredient 7: Integrati on into Procurement Processes 13

8.1 Interacti on in Terms of Award Decisions 13

8.2 Interacti on in Terms of Supplier Qualifi cati on/Voluntary Supplier Informati on 13

8.3 Interacti on in Terms of Purchasing Dashboard/Reporti ng 13

9 Summary 14

Page

SUPPLY CHAIN RISK MANAGEMENT

1Introducti on

This white paper serves as support for everyone involved in implementi ng supply chain risk management (SCRM). These guidelines are intended to provide companies with a checklist containing all the ingredients that are important for setti ng up professional, successful supply chain risk management. In this way, ti me-consuming delays and costly errors can be avoided. The individual chapters contain detailed descripti ons on the following ingredients for a comprehensive supply chain riskmanagement process, and how to integrate them in an organi-zati on:

• Defi niti on of the scope

• Defi niti on of risks to be monitored (“Risk Inventory”)

• Supply chain transparency

• Risk identi fi cati on

• Risk assessment

• Acti on plan management for minimizing risks

• Integrati on into further procurement processes

As the approach described in this white paper is a generic one, specifi cs must be adapted to the relevant sector and company size in order to adapt the generic concept accordingly.1 You can fi nd a detailed descripti on of the benefi ts and the return on in-vestment of supply chain risk management in the “ROI of Supply Chain Risk Management” study.2

As is the case with any dish: Adjust the ingredients according to your personal (company-specifi c) liking!

1 This will not be pointed out again in the chapters below.2 Free download at www.riskmethods.net/de/roi

As the approach described in this white paper is a generic one, specifi cs must be adapted to the relevant sector and company

You can fi nd a detailed descripti on of the benefi ts and the return on in-

“ROI of Supply

As is the case with any dish: Adjust the ingredients according to

- Defi nition of the scope- Supply chain transparency- Risk identifi cation- Risk assessment- . . .

Checklist of all ingredients relevant to success:

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2Ingredient 1: Selecti on of Relevant Supply Chains

First, defi ne which supply chains to focus on and to include in SCRM. In principle, one of two approaches can be used: Either a) all supply chains or b) a very specifi c secti on of the supply chains is monitored.

The following parameters can be used and taken into considerati on for specifying the secti on:

2.1 Impact on SalesBesides the purchasing volume, the impact on sales must also be taken into account as a parameter. The idea behind selecti ng the impact on sales is to capture additi onal supply chains that may have low purchasing volumes yet impact severely on whether a product or service can be supplied.

2.2 Customer Specifi cati ons As supply chains based on customer specifi cati ons are not selec-ted using classic decision-making processes, they could contain additi onal risks when combined with the established supply net-work. Insolvency risks (“pain-sharing”), performance risks and also quality risks are examples of this.

2.3 RegionThe background to a region selecti on is that the focus of risk management acti viti es is on supply chains in unstable local or nati onal environments. The reasons for this can oft en be found in infrastructural, macro-economic and politi cal risks. The criti -cality may even be higher if certain circumstances exist, like sin-gle-source situati ons, extremely long storage periods or patent dependencies.

2.4 Purchasing VolumeAccording to the Pareto Principle, 20% of the supply chains that make up most (80%) of the purchasing volume can be identi fi ed, for example. The intenti on of this parameter is that all large-scale supply chains are included in the risk radar. In many cases addi-ti onal parameters are combined with this one, as the purchasing volume alone does not ensure that all criti cal components or ser-vices concentrated on are covered.

2.5 Selected Indirect Materials and ServicesWhen taking a closer look at supply chains that impact on sales, many a service that is supposedly quick and easy to substi tute turns out to be one that should at least be monitored: Availa-bility of certain indirect materials and services, such as logisti cs services, machinery, sales materials or IT can certainly impact on the supply, depending on the sector and size of the company.

2.6 Technology and PatentsWhen monitoring risks in supply chains it is also important to take note of technological experti se and the legal situati on, and where applicable, even of patent dependencies: Are technolo-gies available that secure a USP for your own products? Patents that force single-source situati ons or that are necessary for fu-ture products or services? In that case, it is important to include these supply chains in the monitoring process as well.

2.7 Ownership StructuresAny ownership structures in the organizati on itself in respect of suppliers or even competi tors require that such supplier relati -onships be included in risk monitoring, where applicable.

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3Ingredient 2: Defi niti on of Risk Inventory

Once the focus as to which supply chains should be monitored has been defi ned, the company-specifi c risk inventory must be specifi ed. Typically, the risk inventory is recorded in a risk scorecard that applies uniformly throughout the company. This scorecard includes all individual risks and indicators, which act as sensors for detecti ng risk changes. To facilitate defi niti on of these individual risks, it helps to create theme-based clusters. For example, all aspects concerning

• Supply chain stability

• Supply disrupti on risks

• Market and cost risks

• Image and compliance risks

• Performance and quality risks

can be organized into individual areas. The decision as to which risks should be included in a risk scorecard is based on criteria such as:

• Refl ecti on of the corporate and procurement strategy

• Reducti on to relevant risks (i.e. no “nice-to-know”

informati on)

• Availability (is an authoritati ve database available?)

• Global coverage of the database

This should not be based exclusively on the suppliers (solven-cy, CSR conformity, etc.); interrupti ons can also occur along the supply paths: Locati on risks such as natural catastrophes, strikes and accidents at sites, logisti cs hubs or warehouses oft en aff ect several suppliers at once. Furthermore, country risks that are imminently connected to suppliers and locati ons, for instance in-frastructural, politi cal or macro-economic risks, can aff ect enti re markets. In practi ce, this results in a subset in most cases, which consists of the following risks and which can be monitored on the basis of 1-n indicators.

3.1 Examples of Supplier Risks and Indicators

• Financial stability supplier - Ownership structure - Revenue stability - Insurance coverage - Current rati o - Profi t margin - Contract limit - Cash collecti on - Payment behavior - Patents/rights - Credit rati ng

- Low-cost supplier threat- Field issues- Major product release delays- Revenue/growth outlook- Bankruptcy

• Innovati on potenti al- Number of new patents- Key employee stability

• Price increase- Monopoly / oligopoly situ-

ati on- Currency exchange rates

• Labor / health & safety- Labor Practi ces & Human

Rights principles at supplier

• Environmental / sustainability- Environment- Hazardous substances- Carbon footprint

• Fair business practi ces- Fair business practi ces

principles at supplier

• Sustainable procurement- Sustainable procurement

principles at supplier

• Informati on / IP security- Confi denti al informati on

security- Cyber att acks or other IT

security issues- Intellectual property (IP)

security

• Regulatory & Legal aspects- Sancti oned suppliers- Sancti oned persons- Supplier corrupti on or

bribery- Confl ict minerals

• Quality- Relocati on- Failures

• Delivery reliability- Delivery quanti ty reliability- OTD performance

• Operati onal capabiliti es - Manufacturing capabiliti es - Crisis management

• Disasters at supplier site- Any disasters at supplier site

(man-made, other hazards)

• Material / services availability- Accessibility to rare raw

materials

• Staff disputes- Industrial disputes at

supplier plant

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Ingredient 2: Defi niti on of Risk Inventory

3.2 Examples of Locati on Risks and Indicators 3.3 Examples of Country Risks and Indicators

• Natural Hazards - Earthquake - Volcano - River fl ood - Tropical cyclone - Wildfi re - Extratropical winter storms - Flash fl ood - Hailstorm - Lightning - Storm surge - Tornado - Tsunami

• Local Events - Civil unrest - Terrorist acts - Disasters at locati on - Power outages - Industrial disputes at locati on

• Corrupti on or bribery - Country corrupti on or bribery

• Labor cost - Labor cost

• Politi cal situati on country - Politi cal situati on - War

• Logisti cs Performance - Customs - Infrastructure - Internati onal shipments - Logisti cs competence - Tracking & tracing - Timeliness

• Pandemic outbreaks - Pandemic disease outbreaks

• Financial stability country - Country rati ng - GDP growth rate - GDP per capita - Unemployment rate - Populati on below poverty line - Public debt - Infl ati on rate

3

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4Ingredient 3: Supply Chain Visibility

3 Study ”Supply Chain Resilience 2014“ – Business Conti nuity Insti tute.4 The telecommunicati ons sector collaborates with GeSI (Global e-Sustainability Initi ati ve) and shares informati on regarding CSR in the supply chain.

This is also the case with the chemical industry, which has a similar arrangement in the form of the TfS initi ati ve (Together for Sustainability).

For comprehensive risk management along the enti re supply chain, it is useful to include not only the full scope of the supply chains and the risk inventory in the risk radar, but also as many ti ers of the relevant supply chains as possible. The reason for this is obvious: Approx. 51% of all supply disrupti ons originate below the Tier 1 supplier3. It is therefore important to capture the 1st ti er of the supply chain structure and typically also the supply chain substructures. As only a percentage of supply interrupti ons can be traced back to incidents at suppliers, it is equally essenti al to record the paths and structures, and to include these in risk monitoring. This includes:

• Neuralgic logisti cs hubs such as ports and airports

• Bott leneck regions such as the Kiel Canal or the Suez Canal

• Locati ons of warehouses and distributi on centers, for example

Eff ecti ve means for identi fying parti ally non-existent informa-ti on are:

• Dispatch of questi onnaire to 1st ti er suppliers, incl. follow-up (e.g. through external service providers)

• Inclusion of the required informati on in RFX processes (Re-quest for Informati on, Request for Quotati on)

• Integrati on of the required informati on in cyclical voluntary supplier informati on

• Integrati on of the required informati on in the supplier qualifi -cati on process (onboarding)

• Integrati on of the required informati on in supplier auditi ng questi onnaires

Practi ce has shown that obtaining informati on from suppliers is easier if an explanati on of the background is forthcoming. This results in understanding on the part of suppliers and dispels any existi ng reservati ons (e.g. bypassing the 1st ti er business part-ner). It also helps, of course, if suppliers benefi t from disclosing their 2nd ti er structures: For example, some companies share the risk alerts generated from 2nd ti er structures with their di-rect suppliers (1st ti er). As a result, both parti es benefi t directly, and informati on acquisiti on is faster and more complete. The telecommunicati ons sector or the chemical sector use a similar approach and have already created topic-specifi c networks for exchanging risk informati on in the area of CSR.4 This shows that approaches regarding sharing of risk informati on are already functi oning successfully in some areas: Eff ort on the part of eve-ry individual is reduced as the network shares the eff ort associa-ted with gathering informati on (e.g. audit), and at the same ti me more infl uence can be exerted where maladministrati on is iden-ti fi ed. Apart from that, suppliers also benefi t from the network, as redundant audits can be avoided, and as such, also costs asso-ciated with these audits.

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The challenge in identi fying and constantly monitoring risks along the supply chain lies in the enormous data requirement: Informati on from a large number of expert databases is neces-sary for initi al assessment of latent supply chain risks. The same applies for ongoing risk monitoring on a (near) real ti me level to identi fy crisis events on an ad-hoc basis. Monitoring a mere 100 key supply chains (1st and 2nd ti er) using a scorecard comprising 40 indicators requires constant updati ng of approx. 48,000 infor-mati on items. It is logical, therefore, that a high degree of auto-mati on in the collecti on and updati ng of data is needed and that this should be an essenti al decision criterion when setti ng up supply chain risk management. A high degree of automati on also has other benefi cial aspects: Increased effi ciency gain (working ti me) is achieved because manual data collecti on and updati ng becomes redundant, which means there is more working ti me for value-adding acti viti es, such as risk preventi on.

In additi on, it is important to take into account the ti meliness of the required informati on: Databases such as those of the UN ISDR (United Nati ons Offi ce for Disaster Risk Reducti on) may off er a large volume of historical data related to catastrophes, but no assistance in establishing an early warning system. Con-sequently, it is advisable to use web-based search methods so that risk events can be identi fi ed in near real ti me through online and social media. Integrati ng intelligent search mechanisms also assists in increasing the accuracy of matches and receiving only relevant and authoritati ve informati on.

The relevance of risk informati on should be another criterion for informati on acquisiti on. In this regard, it is helpful to focus on risk objects to be monitored (suppliers, logisti cs hubs, sto-rage, bott leneck regions, etc.) when requesti ng informati on from data sources. Geocoding of key locati ons (supplier plants, logis-ti cs hubs, etc.) helps in terms of geopoliti cal and locati on-based risks, because it allows for inquiries in respect of specifi c addres-ses. When requesti ng company data, master data (such as name, legal form and address etc.) should be available in order to rea-lize an opti mal hit rati o in respect of credit informati on inquiries or sancti on checks, for instance.

To ensure that the required risk informati on is authoritati ve, established data sources should be used, to the extent availa-ble: Reinsurers such as MunichRE provide global, well-founded and highly authoritati ve data on natural hazards on the basis of worldwide geo-coordinates. Governments oft en make available data on infrastructure, macro-economy, corrupti on or healthcare (CIA Worldfactbook, RSOE, etc.) at no charge. Non-governmental organizati ons, on the other hand, provide data on war indices, spreading of epidemics, corrupti on indices, etc. (United Nati ons, World Bank or Transparency Internati onal, WHO, CDC, etc.). Fur-thermore, supplier data in respect of creditworthiness, sancti ons or corporate social responsibility of commercial providers (D&B, Bureau van Dijk, Creditsafe, Format, European Compliance Com-pany, EcoVadis, etc.) can be used.

Comprehensibility for everyone involved in the risk manage-ment process is also an important parameter for risk identi fi ca-ti on. For practi cal reasons, it is advisable not to use a methodolo-gy that is too scienti fi c when identi fying risks (e.g. determinati on of probability of a strike/unrest). Especially when it comes to soft facts (risk assessment to be determined by persons), a simple and comprehensible scale (range) is criti cal for success in terms of users. Easy-to-understand scales such as “No risk”, “Medium risk”, “High risk” and “Risk event” are useful here so that emplo-yees‘ expert knowledge can also be included.

Easy, mobile accessibility that supports a cross-departmen-tal methodology is another criterion for successful SCRM. For example, “mobile apps” facilitate easy integrati on of expert knowledge of quality, logisti cs, fi nances, legal issues, insurance, compliance, corporate social responsibility and enterprise risk management at the push of a butt on. A comprehensible risk scale (see previous paragraph on “Comprehensibility”) promo-tes interacti on between departments, as a comprehensive un-derstanding of risk identi fi cati on is easy to establish. Incidentally, the same applies to all informati on recipients of the early war-ning system.

5

5 This is calculated as follows: 100 1st ti er suppliers + 300 2nd ti er suppliers = 400 suppliers to be monitored (assuming that one 1st ti er supplier has three 2nd ti er suppliers). Add to this 800 locati ons to be monitored (assuming that there are two logisti cs hubs per supply path). Formula: (400 suppliers x 40 indicators) + (800 locati ons x 40 indica-tors) = 48,000 risk informati on items required.

Ingredient 4: Risk Identi fi cati on

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6Ingredient 5: Impact Assessment

Defi ning tolerance areas (e.g. in the scorecard at indicator level) allows automati sms for alarm noti fi cati on to be defi ned. Whe-re an indicator moves out of the tolerance area because of a change in a supplier’s failure index, this triggers a message/alarm to the responsible employees. As a result, they can generate ap-propriate responses to the risk event within a short period of ti me in case of a crisis. In additi on, analyses enable risk situati ons (without occurrence) to be examined, so as to initi ate tailored preventi ve risk avoidance acti viti es. In this way, preventi ve mea-sures can be acti vated on the basis of trends or accumulated risk situati ons, for example.

In both scenarios, it is important to assess the criti cality of the supply chains aff ected. In many cases, determining a goods group/item-specifi c criti cality is unavoidable. The granularity criterion gained in the assessment then allows suitable and fo-cused acti on plans to be initi ated. Typical factors for determining criti cality are:

• Evaluati on of dependency - Ascertainable by means of EVO vs. sales of the supplier (de-

pendency of supplier) - Ascertainable by means of EVO vs. part of sales att ributable to

supplier products (dependency of supplier) - Alternati ve, reliable sources (market structure)

• Evaluati on of (potenti al) interrupti on - Total ti me to recovery (TTR) - Inventory incl. rolling stock - Shortf all of parts (due to TTR) - producti on schedule for

TTR period (parts) + inventory = Delta

• Evaluati on of fi nancial impact - Loss of sales due to Delta - Loss of profi ts due to Delta - Damage to reputati on due to event

• Evaluati on of eff ect on market - Determinati on of customers aff ected - Costs for correcti ve marketi ng and sales acti viti es

• Additi onal risks/indicators depending on the sector,company size, etc.

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Interpreti ng current threats (cf. Chapter 5) and their impact (cf. Chapter 6) makes up an important informati on base for deri-ving suitable acti on steps. A diff erenti ati on is made here bet-ween reacti ve measures for minimizing the impact in the case of unavoidable risks, and preventi ve measures for precauti onary risk avoidance and reducti on. When assessing the situati on, it is helpful to take into account the joint impact of threats and potenti al damage: For example, a high potenti al threat through earthquakes in criti cal supply chains with monopolists can be transferred through insurance, while constructi on measures at warehouses and producti on sites of suppliers may seem low risk. On the other hand, a bott leneck in a supply chain with suffi cient reliable, alternati ve procurement sources and a short lead ti me typically results in an acti on plan that includes acti vati ng the al-ternati ve opti on(s) and rescheduling logisti cs. These two exam-ples show that it may be extremely helpful to take these two key parameters into considerati on when selecti ng an acti on plan.

Implementi ng risk management measures in the supply chain is generally a cross-departmental task: Necessary expert know-ledge, reacti ve measures in the event of a crisis, and risk preven-ti on call for collaborati on between the procurement department and the logisti cs, compliance/CSR, insurance, risk management, sales and other departments. To ensure a smooth and coordina-ted order of events in terms of risk acti viti es, it is worth creati ng a type of acti on plan matrix, for example: By eliminati ng the re-levant threats for a risk object (supplier, locati on/supply chain hub, country, supply chain) and criti caliti es/impact (item-specifi c where applicable), you can gain insight as to

a. when measures would seem eff ecti ve

b. which measures seem appropriate

c. which departments are meaningful to include.

Measures are frequently diff erenti ated based on their eff ect:

• Risk avoidance (e.g. non-qualifi cati on of suppliers associated with risks in award decisions)

• Risk reducti on (reduced risk potenti al by setti ng up alterna-ti ve capacity/diversifi cati on)

• Risk limitation/transfer (specifying defined upper limits for risks through Contingent Business Interruption insurance with a deductible)

• Risk acceptance (possible risks are assessed as acceptable)

Communicati on of the risk situati on in a transparent and verifi a-ble manner consti tutes another task when implementi ng acti on plans. It is therefore highly recommended to develop a scenario for crisis events that includes responsibiliti es and procedures for communicati on, implementati on of damage control and knock-on eff ects, and follow-up acti viti es for purposes of preventi on. Preventi on, in turn, includes setti ng up risk identi fi cati on (Ingre-dient 4), risk assessment (Ingredient 5) for purposes of early de-tecti on, as well as preparing preventi ve measures and reacti ve emergency plans (Ingredient 6). This will reveal how strongly process-driven a (supply chain) risk management control loop can be confi gured, so that it provides fully eff ecti ve protecti on.

7Ingredient 6: Risk-Minimizing Measures

Probability of occurrence

Risk

of d

amag

e

Low

Med

ium

High

High Medium Low

Avoidance

Transfer

Limitati on

Reducti on

Acceptance

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8Ingredient 7: Integrati on into Procurement Processes

The risk management process along the supply chain can benefi t from other procurement procedures and also support them. This white paper focuses on the following interacti ons within Procu-rement:

• Interacti on in terms of award decisions

• Interacti on in terms of supplier qualifi cati on/voluntarysupplier informati on

• Interacti on in terms of purchasing dashboard/reporti ng

8.1 Interacti on in Terms of Award DecisionsWithin the framework of award decisions, Procurement “tradi-ti onally” evaluates costs and, in cooperati on with the inquiring technical department, quality and scope of the service to be contracted. The risk data from SCRM provides an additi onal key criterion for award decisions, which can be used for managing and opti mizing overall costs throughout the collaborati on peri-od with business partners. The positi ve spin-off of this is bett er award decisions, as is explained in the riskmethods & eckseler consult study “ROI of Supply Chain Risk Management”. By inte-grati ng risk data, extreme costs resulti ng from supply disrupti ons and damaged images of high-risk supply chains can be comple-tely avoided, in an ideal case. Parti cularly, as regards identi fying 1-n ti er supply chains, and especially in the award process (e.g. in the RFI), an opti on is provided for obtaining this informati on quickly and in full from potenti al business partners, allowing for a risk evaluati on to be performed at that early stage.

8.2 Interacti on in Terms of Supplier Qualifi cati on/Voluntary Supplier Informati onRegularly recurring supplier qualifi cati on/voluntary supplier informati on is an eff ecti ve means for capturing supply chain structures of potenti al and existi ng suppliers. In practi ce, three aspects are essenti ally of relevance:

• Verifi cati on of the producti on locati ons to be monitored (vs. sales locati ons)

• Recording of key logisti cs hubs (e.g. Suez Canal, Rott erdam, etc.)

• Determinati on of sub-ti er suppliers

The benefi t is obvious: Based on informati on (a-c) that is interro-gated cyclically, supply chain structures can be automati cally cap-tured and updated – without research or maintenance eff ort on the part of Procurement. In additi on, added value for suppliers can be generated, to the extent that the risk profi le determined via the qualifi cati on portal is made available to the supplier, for example. Modern supplier management systems even support the following interacti on to allow for and review supplier feed-back and, where applicable, also (self)-initi ated measures based on the published risk profi le.

8.3 Interacti on in Terms of Purchasing Dashboard/Reporti ngNumerous procurement systems off er comprehensive supplier dashboards to facilitate the implementati on of goods groups strategies for goods groups managers and lead buyers, for ex-ample. An integrated “control center” helps display data from various procurement processes in a central locati on, and to analyze this data and initi ate the best possible derivati ons and measures. When making important decisions, such as supplier reducti ons, setti ng up alternati ve sources, risk preventi on mea-sures, changes in Conti ngent Business Interrupti on insurance or other acti on plans on a well-founded basis, a display of this nature combined with risk data is indispensable. In additi on to purchasing volumes, requirements forecasts, contract data, stra-tegic implicati ons, requester specifi cati ons, etc., risk and criti ca-lity profi les of (sub-ti er) suppliers, locati ons and (sub-ti er) supply chain structures make up one of the most important compo-nents in providing procurement experts with a comprehensive view and enabling successful procurement management.

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9Summary

A single white paper can certainly not answer every company’s individual requirements of SCRM generically. With this paper, we hope, however, to have been able to provide you with a well-founded compositi on of ingredients and ideas for your company-specifi c organizati on, and with process steps and possible contents for confi guring professional SCRM. We look forward to your comments, feedback and experiences, and we will gladly also publish your experi-ence reports in our Supply Chain Risk Management expert blog (htt p://blog.riskmethods.net/).

Our special thanks goes to all involved purchasing agents, who shared their experiences with us within the framework of perso-nal discussions and an onsite workshop, and who have actually made this white paper possible:

Karl-Heinz Pöhlmann VP Global SC & Purchasing, Hotti nger Baldwin Messtechnik GmbH

Jürgen Schuhmacher Director of Strategic Procurement, KARDEX Deutschland Produkti on GmbH

Jörg Thürwächter Strategic Purchaser, KARDEX Deutschland Produkti on GmbH

VP Global SC & Purchasing, VP Global SC & Purchasing, Hotti nger Baldwin Messtechnik GmbH

Director of Strategic Procurement, Jürgen Schuhmacher Jürgen Schuhmacher Jürgen Schuhmacher Director of Strategic Procurement, KARDEX Deutschland Produkti on GmbH

Strategic Purchaser, Jörg Thürwächter Jörg Thürwächter Jörg Thürwächter Strategic Purchaser, KARDEX Deutschland Produkti on GmbH

About riskmethods

riskmethods provides companies with a comprehensive supply chain risk management soluti on for proacti ve monitoring and assessment of risks in the supply chain. An early warning system for potenti al risk ensures that proacti ve steps can be taken to avoid supply disrupti on, enforce compliance and protect the corporate image. The SaaS soluti on “Social Supply Risk Network”, which was developed in Ger-many, combines state-of-the-art technology with cutti ng-edge provision of risk intelligence, to establish a leading standard in supply chain risk management.

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Contact

Heiko Schwarz

riskmethods GmbH

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81669 Munich / Germany

Phone: +49(0) 89-9901 648-0

info@riskmethods.net

www.riskmethods.net