Unfortunately, as Elizabeth Kolbert, a staff writer with The New Yorker, wrote in the wake of the Japan tragedy: “People have a hard time planning for events that they don’t want to imagine happening. But these are precisely the events that must be taken into account in a realistic assessment of risk.” The past decade has given us, unfortunately, events of such catastrophic proportions that surely supply chain organizations have all the incentive they need to turn supply chain risk management into the discipline it must become to ensure that they can plan for the unimaginable events that seem to become more imaginable all the time.
How has the crisis in Japan affected your supply chain? What steps have you taken to mitigate the impact on your supply? As always, I’ll look forward to hearing your thoughts and concerns at email@example.com.