Wednesday, June 28th
Carlos Joaquin Samper,
Managing Director of a multinational business management consultant group, Strategic Global Consultants S.A.
Key takeaways from this webinar:
- Learn about the best in class risk management healthcare models in place today.
- Discuss specific examples of potential and actual risks that may disrupt your supply chain.
- Discover the importance of identifying, classifying and mitigating high risk.
- Quantify the cost and time to recover from disruption.
Healthcare organizations today gain competitive advantages and market share by developing cross functional relationships with material suppliers, manufacturers, distributors and patients.
These strategic relationships result in increased productivity and cost effective supply chain models yet have significantly increased risk and complexity.
The significant exposure to potential and actual risks of disruption to the supply chain require proactive and dynamic holistic risk management programs.
As we review of healthcare supply chains we no longer have the luxury of contemplating a “what if” scenario, but must be proactive and think of out the box to prepare for and evaluate worst case scenarios.
Research shows that leading Healthcare corporations:
- Have embarked on comprehensive and holistic risk management programs from raw materials, engineering, patents, intellectual property, EHS, FDA, OSHA, CTPAT, geopolitical factors, extreme weather and finance.
- Leaders in risk management today do quantify their risk in outsourcing production to a global supply chain.
- Must regularly identify the top reasons for their disruption of their supply chain
- Regularly evaluate their vendors and suppliers by criticality
- Developed and launched business continuity planning in place with the critical suppliers
- Employ IT tool to stream global data, supplier information and business demands to an integrated real time 24/7 visible data platform.
- Value and measure the significant impact of digitalization and social media to their reputations and equity.
We may not be in a position to predict future events but we do have the tools to be better prepared for the unexpected risks of our supply chain.