Supply Chain Risk Management Training Course

Participants can classify supply chain risks using a practical taxonomy for consistent reporting.

• Operational risks from capacity constraints, quality failures and production stoppages
• Financial risks including insolvency, liquidity pressure, currency and commodity exposure
• Geopolitical risks from sanctions, trade restrictions, conflict and regulatory change
• Logistics risks affecting ports, carriers, routes, warehouses and customs clearance
• Cyber risks arising through supplier systems, data exchanges and connected equipment
• Ethical sourcing risks covering forced labour, fraud, bribery and environmental harm

Participants can map supply dependencies and identify hidden single points of failure.

• Build supplier-site-material-route maps from purchasing and operational data
• Identify tier-two dependencies behind direct supplier purchase orders
• Trace critical materials through bills of materials and approved specifications
• Locate single points of failure within plants, ports, tools and utilities
• Use swimlane diagrams to show handoffs, information flows and decision rights
• Document data gaps, assumptions and verification actions for mapped dependencies

Participants can prioritise categories and suppliers according to business criticality and substitutability.

• Define criticality criteria using service impact, safety, revenue and regulatory consequences
• Assess substitutability through approved alternatives, specifications, capacity and qualification time
• Rank categories by spend concentration, demand volatility and inventory coverage
• Score suppliers against dependency, uniqueness, switching cost and recovery difficulty
• Apply ABC analysis to identify materially important supply items
• Create critical supplier tiers with differentiated monitoring and contingency requirements

Participants can identify credible risk events, causes and consequences for priority supply relationships.

• Conduct structured risk interviews with buyers, planners, engineers and suppliers
• Use process walkthroughs to identify handoff failures and hidden dependencies
• Apply cause-and-effect diagrams to recurring supply and quality disruptions
• Review historical incidents, near misses, claims and supplier corrective actions
• Develop risk scenarios from credible threats, vulnerabilities and triggering events
• Separate root causes, contributing factors, events, consequences and controls

Participants can assess supply risks using defined scoring criteria and calibrated judgement.

• Set probability scales using historical frequency and forward-looking indicators
• Define impact scales for service, cost, safety, compliance and reputation
• Add velocity ratings to distinguish slow-building and immediate disruption events
• Evaluate control effectiveness through design, implementation and evidence testing
• Use risk matrices without hiding high-impact low-probability exposure
• Calibrate scorers through facilitated comparison of shared risk scenarios

Participants can identify supplier financial distress and commercial exposure requiring action.

• Read supplier accounts for liquidity, profitability, debt and working-capital signals
• Calculate current ratio, quick ratio and days payable trends
• Identify commercial pressure from price volatility, margin erosion and demand concentration
• Review customer concentration, refinancing dates and adverse audit qualifications
• Set proportionate financial monitoring for strategic and critical suppliers
• Escalate financial warning signs before missed deliveries or contract default

Participants can design due diligence checks proportionate to supplier risk and category exposure.

• Screen ownership, beneficial ownership, sanctions and politically exposed persons
• Verify supplier certifications, licences, insurance and statutory registration records
• Assess labour, human rights and environmental due diligence evidence
• Plan supplier audits using risk-based sampling and evidence requirements
• Record due diligence findings, actions, approvals and renewal dates
• Define escalation routes for integrity, compliance and safeguarding concerns

Participants can complete an FMEA for a critical supply process or supplier dependency.

• Define failure modes within sourcing, production, transport and receiving processes
• Rate severity, occurrence and detection using agreed scoring definitions
• Calculate risk priority numbers while challenging misleading numerical certainty
• Identify preventive controls, detective controls and response actions
• Assign owners and due dates for high-priority failure mode actions
• Reassess FMEA ratings after controls are implemented and evidenced

Participants can develop bow-tie analysis for a major supply disruption scenario.

• Select top events with material operational, financial or safety consequences
• Identify threats that could trigger the defined top event
• Map preventive barriers against supplier failure and delivery interruption
• Describe consequences affecting customers, operations, compliance and cash flow
• Specify recovery barriers, contingency actions and escalation decisions
• Test barrier ownership, degradation factors and assurance evidence

Participants can select and justify treatments for priority supply risks.

• Choose avoidance, reduction, transfer, acceptance or contingency treatment strategies
• Compare dual sourcing, regional sourcing and supplier development options
• Calculate trade-offs between inventory buffers, capacity reservations and unit cost
• Use framework agreements to secure capacity, allocation and emergency supply
• Develop mitigation actions with owners, budgets, milestones and success measures
• Document residual risk acceptance by the appropriate decision authority

Participants can specify contract provisions that support risk control and incident response.

• Draft continuity obligations covering plans, testing, notification and recovery
• Specify audit rights, information access and subcontractor disclosure requirements
• Set service levels, lead-time commitments and failure reporting thresholds
• Include change-control clauses for sites, materials, ownership and key personnel
• Define force majeure, allocation, termination and step-in provisions
• Align contractual remedies with realistic operational recovery priorities

Participants can develop continuity plans for critical supplies and disruption scenarios.

• Set recovery time objectives for critical materials and supplier services
• Estimate maximum tolerable disruption using inventory, demand and production constraints
• Build contingency supply plans with approved substitutes and qualification steps
• Define emergency purchasing authorities, communication channels and decision triggers
• Plan supplier continuity testing through scenario walkthroughs and evidence review
• Coordinate procurement plans with business continuity and crisis management arrangements

Participants can reduce transport and inventory vulnerabilities through targeted controls.

• Assess route concentration, carrier dependency, customs exposure and port alternatives
• Set safety stock policies using demand variability and replenishment uncertainty
• Identify cold-chain, hazardous goods and security risks during transit
• Compare multimodal options against cost, lead time and recovery capability
• Use control towers to monitor exceptions, milestones and delayed shipments
• Establish expediting criteria that balance continuity, cost and compliance

Participants can create monitoring routines that identify deteriorating supplier risk conditions.

• Select key risk indicators for delivery, quality, finance and capacity
• Set thresholds, trend rules and escalation triggers for supplier dashboards
• Combine leading indicators with lagging performance measures and incident data
• Run structured supplier risk reviews using evidence and action tracking
• Escalate overdue corrective actions through defined governance forums
• Report risk exposure using heat maps, narratives and decision requests

Participants can identify supplier cyber and information risks affecting supply continuity.

• Identify cyber dependencies in ordering, forecasting, logistics and production systems
• Assess supplier access to sensitive data, networks and operational technology
• Specify minimum cyber controls within supplier onboarding and contract reviews
• Plan response actions for ransomware, data loss and system unavailability
• Coordinate procurement, information security and supplier management responsibilities
• Review incident notification obligations, evidence preservation and recovery communications

Participants can establish governance arrangements for supply risk decisions and assurance.

• Define risk owners, control owners and accountable executive sponsors
• Set review frequencies based on supplier criticality and risk volatility
• Maintain risk registers with evidence, actions, residual ratings and approvals
• Create management reports that separate exposure, action progress and decisions
• Use internal audit findings to test control design and operating effectiveness
• Align supply risk reporting with enterprise risk management requirements

Participants can coordinate procurement actions during a live supply disruption incident.

• Activate incident roles, communication protocols and escalation thresholds quickly
• Confirm facts before committing customers, executives or alternative suppliers
• Prioritise scarce supply using agreed service, safety and contractual criteria
• Coordinate supplier recovery, alternative sourcing and inventory reallocation actions
• Maintain decision logs, stakeholder updates and supplier communication records
• Conduct post-incident reviews that convert lessons into control improvements

Participants can assemble the core analyses and controls for a defined supply risk scope.

• Consolidate category profiles, supplier maps and criticality assessments into one pack
• Prioritise top risks using calibrated ratings and documented assumptions
• Link FMEA actions, bow-tie barriers and continuity plans to owners
• Prepare monitoring dashboards with indicators, thresholds and review frequencies
• Draft implementation roadmaps with resources, dependencies and approval points
• Review pack completeness against ISO 31000 risk process requirements

Participants can build, review and present a complete supply chain risk management plan for a defined category or supplier portfolio.

• Define capstone scope, stakeholders, critical supplies and business objectives
• Present dependency maps, risk assessments and prioritised disruption scenarios
• Justify treatment choices using cost, continuity, compliance and feasibility criteria
• Demonstrate supplier monitoring, escalation thresholds and governance arrangements
• Respond to peer challenge on assumptions, residual risks and implementation barriers
• Finalise action roadmap, accountability matrix and executive decision summary