Art van Bodegraven was, among other roles, chief design officer for the DES Leadership Academy. He passed away on June 18, 2017. He will be greatly missed.
Tom Cruise endeared himself to the movie-going public in 1983's "Risky Business," in which Rebecca de Mornay personified the extent of his peril. Well, supply chain management is a risky business, too. And the risk factors are in no way endearing. Our risks have always been present, but are today more diverse, more plentiful, more global, and more consequential than ever before. Not surprisingly, the responsibility for managing that risk has risen to the forefront of supply chain managers' concerns. We have moved far beyond the once-widespread notion that risk management is an insurance thing, a perspective that overlooks the risks for which insurance is either non-existent or inadequate as a solution.
Identify, categorize, and manage
The real first step in risk management is to determine what risks we face, both in a global economy and in localized operations. As part of the process, management should grade each potential risk event according to both probability and severity. For example, the risk of flood in a given community might be low, but a flood would have severe consequences in the unlikely event that one were to occur. Other risks, such as civil disturbance, while rare in the United States, could be highly likely in some other nations. (For a checklist of potential risks facing warehouses and DCs, see the chart at right.)
Currently, two of the fastest-growing business risks reported are those resulting from government or regulatory sanctions and from competitive threats. OSHA threats may be less of a concern than they might have been a few years ago, but Sarbanes-Oxley (SOX) has raised the stakes in cost of compliance, scope of activities covered, and consequences of violation, elevating issues from the sphere of operations into the boardroom.
Any organization operating in the supply chain management world is at risk in a competitive arena, either from the actions of others or from the failure to take the right actions internally. We can be outbid on costs, outflanked on products, outmaneuvered on location, or outdone on technology.
Categories of Disaster
Probability*
Severity*
Natural Disasters
Flood
Slight
Extreme
Earthquake
Windstorm
Epidemic
Chemical Disasters
Fire
Contamination
Infestation
• Rodents
• Insects
Operational Errors
Product damage
Mis-shipments
Inventory discrepancies
Human Disasters
Employee malfeasance
Theft
• Burglary
• Pilferage
• Collusion
Work stoppage
• Strike at your warehouse
Strike at supplier or major customer
Death or disability of key executives
Customer Failures
Bankruptcy
Management change
Marketing change
Litigation
Utility Failures
Power outage
Disruption of water supply
Disruption of natural gas supply
IT/telecom failure
Mechanical breakdown – conveyors
Disruption of road access
Disruption of rail service
Government Disasters
Civil disobedience or riots
War or insurrection
Sanctions by OSHA
Sanctions for SOX violations
*This will vary for each warehouse
Of property-related risks, respondents to a recent survey identified supply chain disruption and mechanical/electrical breakdown as the most significant. We are betting that supply chain disruption would not have made the list five years ago. Once they have identified potential risks, managers have essentially three ways to minimize potential losses: insurance, loss prevention, and contingency planning.
Nearly everyone has insurance, usually several levels of it. But having insurance does not free us from responsibility to do everything we can to prevent and/or minimize the effects of negative events.
Loss prevention
Most companies now give more attention to loss prevention than to risk transfer through insurance. They have caught on to the reality that it's either not possible, or not feasible, to insure against everything. Even with insurance, putting rate escalation and loss of coverage issues aside, the likelihood of insurance compensation for the full value of a loss and its associated costs is close to nil. Today's savvy manager has figured out that the avoidance of loss or disruption is far preferable—and much easier—than reliance on insurance after the fact.
We are being helped to do the right thing by leading property insurance carriers, who now require their customers to establish comprehensive loss prevention programs. They provide their own inspection services and demand the right to make unannounced examinations of operations to check up on the readiness of fire protection equipment and the capabilities of facility emergency organizations.
But having insurance isn't necessarily the same thing as being covered for risks. In supply chain operations, it is vital to recognize the significant differences in liability among logistics service providers, common carriers, and wholesale distributors.
In most nations with English common law, a provider of storage services is defined as a "bailee for hire." As such, the warehouse operator is liable only for losses caused by failure to offer that degree of care that a reasonably prudent owner would exercise. This is the same language that is on the parking ticket you receive when you put your car in a parking ramp. If the loss is due to anything other than negligence, your insurance must cover it. In contrast, a transportation provider is liable for loss of cargo for any reason, although there can be loss limitations provided in the contract.
Further, it is critical to have good contract language when goods are consigned—technically owned by a supplier but resident on the property of a customer—to define insurance responsibility.
These conventions may not apply in international operations, particularly in multinational supply chain operations. It is vital to know how local legal systems treat responsibility for the safety and security of both stored and transported goods.
Plan, prepare, and be flexible Contingency planning is a longer range but mission-critical approach to addressing the unexpected—and the unthinkable. The process consists of asking—and thoughtfully answering—a comprehensive list of "what if " questions, such as:
What if our top four executives were wiped out in a plane crash?
What if our largest customer declared bankruptcy?
What if we're on the receiving end of a million dollar OSHA fine following a fatal accident?
What if a key supplier is crippled by a work stoppage
Contingency planning can provide reasonable responses— and preventative measures—for an enormous range of disruptions and disasters. The scope of events transcends the minutiae of supply operations and goes to the heart of corporate survival. But the process is truly useful only if it is completely comprehensive—and soul-stirringly honest— about possibilities and solutions.
Yossi Sheffi, author of the book The Resilient Enterprise, has observed that companies that overcome disruptions survive through redundancy and/or flexibility. Redundancy tactics might include amassing excess inventory or excess capacity. Flexibility might be supported through techniques involving postponement and interchangeability.
Obstacles to risk management
Perhaps the biggest roadblock to effectively addressing risk is optimism, the same trait that dooms many a project to disappointment. A hallmark of successful business leaders, particularly in the United States, is the belief that things will go right—that the things that might go wrong won't happen.
Contemplating snags, let alone disasters, in addition to being counter-cultural, isn't much fun. It's even downright depressing. The active manager, focused on future achievement, will tend to avoid the process.
"Insufficient time" was the most-cited reason—excuse—given in the above-referenced survey for a lack of disaster planning. But good managers will find the time for the important things. And risk management is important. Even when it deals with the unlikely, it is not dealing with the trivial. Consider the risks of doing nothing. One analyst jests that the average company has a life span shorter than that of a dog. Even hundred-year business icons can have their lives abruptly cut short by a failure to manage risk.
Moving risk management to the top of the list of corporate priorities seems like a good way to extend an organization's longevity. Maybe active risk management, with frequent reassessments, is a good tool for building competitive advantage, as well.
However vulnerable the individual components of our supply chain operations might be (and however arduous the effort of preparing plans and contingencies might seem), there's good news. Mitigating risk, or recovering from a risk event, is not—speaking of Tom Cruise—a "Mission: Impossible." It only seems that way if you've not invested in analysis, planning, and corrective action for comprehensive risk management.
The number of container ships waiting outside U.S. East and Gulf Coast ports has swelled from just three vessels on Sunday to 54 on Thursday as a dockworker strike has swiftly halted bustling container traffic at some of the nation’s business facilities, according to analysis by Everstream Analytics.
As of Thursday morning, the two ports with the biggest traffic jams are Savannah (15 ships) and New York (14), followed by single-digit numbers at Mobile, Charleston, Houston, Philadelphia, Norfolk, Baltimore, and Miami, Everstream said.
The impact of that clogged flow of goods will depend on how long the strike lasts, analysts with Moody’s said. The firm’s Moody’s Analytics division estimates the strike will cause a daily hit to the U.S. economy of at least $500 million in the coming days. But that impact will jump to $2 billion per day if the strike persists for several weeks.
The immediate cost of the strike can be seen in rising surcharges and rerouting delays, which can be absorbed by most enterprise-scale companies but hit small and medium-sized businesses particularly hard, a report from Container xChange says.
“The timing of this strike is especially challenging as we are in our traditional peak season. While many pulled forward shipments earlier this year to mitigate risks, stockpiled inventories will only cushion businesses for so long. If the strike continues for an extended period, we could see significant strain on container availability and shipping schedules,” Christian Roeloffs, cofounder and CEO of Container xChange, said in a release.
“For small and medium-sized container traders, this could result in skyrocketing logistics costs and delays, making it harder to secure containers. The longer the disruption lasts, the more difficult it will be for these businesses to keep pace with market demands,” Roeloffs said.
The British logistics robot vendor Dexory this week said it has raised $80 million in venture funding to support an expansion of its artificial intelligence (AI) powered features, grow its global team, and accelerate the deployment of its autonomous robots.
A “significant focus” continues to be on expanding across the U.S. market, where Dexory is live with customers in seven states and last month opened a U.S. headquarters in Nashville. The Series B will also enhance development and production facilities at its UK headquarters, the firm said.
The “series B” funding round was led by DTCP, with participation from Latitude Ventures, Wave-X and Bootstrap Europe, along with existing investors Atomico, Lakestar, Capnamic, and several angels from the logistics industry. With the close of the round, Dexory has now raised $120 million over the past three years.
Dexory says its product, DexoryView, provides real-time visibility across warehouses of any size through its autonomous mobile robots and AI. The rolling bots use sensor and image data and continuous data collection to perform rapid warehouse scans and create digital twins of warehouse spaces, allowing for optimized performance and future scenario simulations.
Originally announced in September, the move will allow Deutsche Bahn to “fully focus on restructuring the rail infrastructure in Germany and providing climate-friendly passenger and freight transport operations in Germany and Europe,” Werner Gatzer, Chairman of the DB Supervisory Board, said in a release.
For its purchase price, DSV gains an organization with around 72,700 employees at over 1,850 locations. The new owner says it plans to investment around one billion euros in coming years to promote additional growth in German operations. Together, DSV and Schenker will have a combined workforce of approximately 147,000 employees in more than 90 countries, earning pro forma revenue of approximately $43.3 billion (based on 2023 numbers), DSV said.
After removing that unit, Deutsche Bahn retains its core business called the “Systemverbund Bahn,” which includes passenger transport activities in Germany, rail freight activities, operational service units, and railroad infrastructure companies. The DB Group, headquartered in Berlin, employs around 340,000 people.
“We have set clear goals to structurally modernize Deutsche Bahn in the areas of infrastructure, operations and profitability and focus on the core business. The proceeds from the sale will significantly reduce DB’s debt and thus make an important contribution to the financial stability of the DB Group. At the same time, DB Schenker will gain a strong strategic owner in DSV,” Deutsche Bahn CEO Richard Lutz said in a release.
Transportation industry veteran Anne Reinke will become president & CEO of trade group the Intermodal Association of North America (IANA) at the end of the year, stepping into the position from her previous post leading third party logistics (3PL) trade group the Transportation Intermediaries Association (TIA), both organizations said today.
Meanwhile, TIA today announced that insider Christopher Burroughs would fill Reinke’s shoes as president & CEO. Burroughs has been with TIA for 13 years, most recently as its vice president of Government Affairs for the past six years, during which time he oversaw all legislative and regulatory efforts before Congress and the federal agencies.
Before her four years leading TIA, Reinke spent two years as Deputy Assistant Secretary with the U.S. Department of Transportation and 16 years with CSX Corporation.
National nonprofit Wreaths Across America (WAA) kicked off its 2024 season this week with a call for volunteers. The group, which honors U.S. military veterans through a range of civic outreach programs, is seeking trucking companies and professional drivers to help deliver wreaths to cemeteries across the country for its annual wreath-laying ceremony, December 14.
“Wreaths Across America relies on the transportation industry to move the mission. The Honor Fleet, composed of dedicated carriers, professional drivers, and other transportation partners, guarantees the delivery of millions of sponsored veterans’ wreaths to their destination each year,” Courtney George, WAA’s director of trucking and industry relations, said in a statement Tuesday. “Transportation partners benefit from driver retention and recruitment, employee engagement, positive brand exposure, and the opportunity to give back to their community’s veterans and military families.”
WAA delivers wreaths to more than 4,500 locations nationwide, and as of this week had added more than 20 loads to be delivered this season. The wreaths are donated by sponsors from across the country, delivered by truckers, and laid at the graves of veterans by WAA volunteers.
Wreaths Across America
Transportation companies interested in joining the Honor Fleet can visit the WAA website to find an open lane or contact the WAA transportation team at trucking@wreathsacrossamerica.org for more information.