End-to-End Visibility
End-to-end visibility of the supply network is key to (a) avoiding major supply disruptions from failures deep in the network and (b) developing alternative options quickly when faced with disruptions. In this session, methods of developing end-to-end visibility will be discussed and illustrated with a real-world example of traceability in the palm-oil supply network in Malaysia.

Scenario Planning
Building a resilient supply chain requires envisioning what may go wrong, identifying vulnerabilities in the supply chain, and addressing those vulnerabilities. This session will introduce scenario planning as a method to overcome the organizational myopia and create an organization that is more aware of the changes in its business environment and is prepared to respond to surprises. The session will explain how scenarios are created and practiced to create supply chain resilience.

Team Exercise: Scenario Planning
Using a case study, the participants will create scenarios, use the scenarios to outline specific actions to make the supply chain in the case study more resilient, and define concrete approaches to monitor the business environment. At the end of the session, the participants will assess how the supply chain they designed using they scenarios they created differs from the one created without considering such scenarios.

End-to-End Visibility
Business continuity management is described as the holistic management program for identifying risks that could impact continued operations. BCM provides a systemic framework, in which the firm’s mitigation practices and contingency tools can be developed, improved, and tested. For managers, risk management programs such as BCM can be investments similar to an insurance policy: they seem to provide dividends when faced with disruptions. Major supply chain disruptions are unanticipated interruptions in the flow of goods and information in the supply chain that, despite their relatively low probability, exert high damage on the company.
In this session we discuss how the supply chain can effectively get involved in BCM, while reviewing some practices such as setting up a control tower and crisis center; implementing strategies to increase robustness such as secondary route planning, reserve transportation capacity, and continuous situation monitoring; internal and external integration.

Decision Making Clock Speed
Ultimately people drive supply chain resilience. Distributed decision-making authority with little hierarchy enables fast response to evolving situations. How to increase responsibility and leadership capability in people. Illustrated with real world examples of how people made the difference in a crisis.

Bringing it all together
How to integrate the various elements discussed in the course into a coherent action plan for supply chain resilience. Identifying priorities and implementation sequence. Participants apply their learning and own experience in team projects.