Maturation of Business Continuity Practice in the Intel Supply Chain

2007 ◽  
Vol 11 (02) ◽  
Author(s):  
Ann Hepenstal
Keyword(s):  
Supply Chain ◽  
Business Continuity

Modifying Business Continuity Plan (BCP) Towards an Effective Auto-Mobile Business Continuity Management (BCM): A Quantitative Approach

2016 ◽  
Vol 11 (4) ◽  
pp. 691-698 ◽  
Author(s):  
Abednico Lopang Montshiwa ◽  
◽  
Akio Nagahira ◽  
Shuichi Ishida ◽  
◽  
...  
Keyword(s):  
Supply Chain ◽  
Automobile Industry ◽  
Recovery Time ◽  
Impact Analysis ◽  
Business Continuity ◽  
Analysis Tool ◽  
Competitive Advantages ◽  
Mobile Business ◽  
Natural Risk ◽  
Risk Ranking

Traditionally BCP consists of two main aspects, being Business Impact Analysis (BIA) and Risk Assessment (RA) [3,,8]. However, this approach doesn’t seem to be sufficiently addressing the complex and elaborate nature of supply chain network in the automobile industry. To address this insufficiency, we replace RA with Risk Ranking (RR) and introduce a new term Supply Chain Cooperation (SCC) to our BCP. A quantitative study was carried on 75 automobile parts markers in disaster prone regions (Asia and North America) and the results were analyzed by adopting this modified BCP concept and using Smart PLS 2.0 as our statistical analysis tool. We realized that SCC has a positive total significant effect on manmade risk rankings, natural risk ranking and BCM. Though risk ranking affects BCM, recovery time and competitive advantages positively, the relationships were not significant. In this study, we realized that BIA is the single most important part of BCP as it had the strongest positive total effects on other BCP factors (SCC, manmade risk ranking and natural risk ranking), BCM and evaluation factors (competitive advantages and recovery time).

scholarly journals The Influence of Strategic Leadership, Business Continuity Planning and Supply Chain Resilience on Organizational Performance: Instrument Validation

2021 ◽  
Vol 12 (2) ◽  
pp. 228
Author(s):  
Mosaab A Habani ◽  
Suzilawati Kamaruddin
Keyword(s):  
Risk Management ◽  
Supply Chain ◽  
Business Performance ◽  
Business Continuity ◽  
Strategic Leadership ◽  
Supply Chain Risk Management ◽  
Supply Chain Risk ◽  
Business Continuity Planning ◽  
Continuity Planning ◽  
The Impact

Managing supply chain disruption needs to be considered an important activity for organizations. Supply chain risk management implies identifying, assessing, monitoring, and evaluating the potential risks across all supply chain members. The process of risk management emphasizes the improvement of supply chain performance through designing appropriate strategies. To be more precise, the chief responsibility in supply chain risk management is to ensure quality performance during crises and disruptions. Hence, identifying and validating risk-relevant factors that leads to superior business performance is necessary.  This study aims to validate the instrument to measure the impact of factors associated with business performance i.e., strategic leadership, business continuity planning, and resilience to disruption. This paper contributes to the literature by developing a comprehensive model that strengthens a firm’s resilience to disruption and leads to superior business performance.

scholarly journals Introducing Corporate Reputation Continuity To Support Organizational Resilience Against Crises

2012 ◽  
Vol 28 (2) ◽  
pp. 283 ◽  
Author(s):  
Epaminondas Koronis ◽  
Stavros T. Ponis
Keyword(s):  
Supply Chain ◽  
Corporate Reputation ◽  
Effective Leadership ◽  
Business Continuity ◽  
Organizational Resilience ◽  
Font Size ◽  
Managerial Practices ◽  
Normative Framework ◽  
Normal Text ◽  
Image Problems

<span style="font-family: Times New Roman; font-size: small;"> </span><p style="margin: 0in 0.5in 0pt; line-height: normal; text-indent: 0in; mso-pagination: none;" class="MainText"><span style="color: black; mso-themecolor: text1; mso-bidi-font-size: 10.0pt; mso-ansi-language: EN-US;"><span style="font-size: x-small;"><span style="font-family: Times New Roman;">As Corporate Reputation (CR) evolves into an important asset for organizations, crises, disasters and other supply chain disruptive events, stand as threats to the preservation of the reputation capital since they usually result to negative projections to their audiences and to problematic evaluations by their stakeholders. Viewing CR as the accumulated trust and positive evaluations of the stakeholders, this paper proposes a conceptual and normative framework for Reputation Continuity, which enhances the ability of organizations to preserve their reputation, instead of working for its recovery in the post-crisis period. In our approach, we propose a process of maintaining trusted links, instead of restoring them and establishing a reputation resilient organization, instead of one struggling to recover from reputation losses, after the crisis has emerged. <span style="mso-spacerun: yes;"> </span>Working closely with stakeholders during the crisis, injecting a sense of normality continuity through effective leadership and mitigating image problems are seen as critical concerns, alongside a set of managerial practices to be followed. Ultimately, it is argued that, the value-based and strategically integrated view of Business Continuity must be enhanced and supported by Reputation Continuity activities.</span></span></span></p><span style="font-family: Times New Roman; font-size: small;"> </span>

Facing Supply Chain Disruptions: Strategies to Ensure Relational Continuity

2021 ◽  
Author(s):  
Laura Colm ◽  
Andrea Ordanini
Keyword(s):  
Supply Chain ◽  
Operating Conditions ◽  
Organizational Level ◽  
Business Continuity ◽  
Supply Chain Disruptions ◽  
New Normal ◽  
Effective Strategies ◽  
Relational Continuity ◽  
Industrial Companies ◽  
External Relationships

The COVID-19 pandemic is not comparable for extension and implications to any other crisis faced by organizations over the last decades. Understandably, in its first and most acute phases, managers have focused their attention on how companies could ensure business continuity at the organizational level, by guaranteeing safe operating conditions and reshaping working procedures. Yet, for companies operating in business markets, adjusting internal processes to face a supply chain disruption is not enough to ensure business continuity, as these companies also need to sustain the network of external relationships in the whole supply chain in which they operate. To avoid jeopardizing their long-term survival, maintain their scope of action, and keep up with the challenges of the new normal, business companies need to engage in effective strategies that focus on a different component of business continuity, which we call relational continuity. After a brief review of the literature, the chapter first introduces the relational continuity concept in supply chain relationships. Drawing on a series of qualitative in-depth interviews with managers from the industrial machinery industry, whose sampled firms are actually connected through a direct supplier-client relationship, the chapter identifies three strategies that industrial companies should implement to ensure relational continuity with their key partners (suppliers and especially clients): supply chain intelligence, relational slack and key partners’ integration. Their full-fledged implementation proved to smooth and strengthen relationships among all players in the supply-chain and make business companies more responsive and capable to address the relational challenges of the “new normal” scenario.

Survey on the Disaster Preparedness and Business Continuity of Companies in the Great East Japan Earthquake - Improving the Business Value by the Information Sharing and Disclosure of BCPs -

2012 ◽  
Vol 7 (4) ◽  
pp. 363-367
Author(s):  
Yoshiki Hiruma ◽  
◽  
Kentaro Noda ◽  
Keyword(s):  
Supply Chain ◽  
Information Sharing ◽  
Disaster Preparedness ◽  
Business Value ◽  
Business Continuity ◽  
Development Bank ◽  
Continuity Planning ◽  
Backup System ◽  
Sharing Strategy ◽  
Bank Of Japan

This survey, based on a survey conducted by the Development Bank of Japan (DBJ), examines the effectiveness of existing disaster preparedness and business continuity efforts. In this paper, we want to point out the following points to present approaches for improving business continuity capability. First, it is necessary for businesses to share business continuity planning (BCP) information in-house, to expand this function in the future, and to create a mechanism for sharing information within the supply chain and industry groups. Second, the key is in improving business continuity capability for the three elements of: formulating BCP (soft countermeasures), improving response by sharing strategy and strengthening against earthquakes, and implementing hard countermeasures by developing a backup system. Third, it is important to incorporate elements of BCP into core business undertakings in order to ensure that business continuity efforts go beyond temporary measures alone (sustainable BCP).

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