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Outsourcing and recession have increased risk in the supply chain. Organisations are coping with this challenge differently. Consequently, the strategic importance of the procurement function has increased with the need for pro-active risk management across the supply chain.

Risk management - surviving starts with procurement

Supply chain risk management is a key agenda item for Chief Procurement Officers and allows targeted cost reduction. Lack of credit combined with falling consumer demand is putting pressure on supply chains to reduce stocks and release cash. Procurement becomes the custodian of major risks to the business: critical processes from managing volatility to global sourcing progressively come under this remit.

To prevent supply risks spiralling out of control, procurement must improve the management of supply chain risks. With complex supply chains in place procurement and supplier management are at the heart of organisations' survival. From a supply chain perspective as much energy is required in mitigating risks as for reducing working capital and cutting costs. Although there is progress in adopting best practices and focusing on price leverage and overhead cost, the organisational constraints hindered realising the full potential benefits.

Procurement can offer the wider business greater control, lowered jeopardy and reduced cost by taking stock of the risk portfolio impacting entire businesses:

  1. Strategic – by definition, the most attractive sourcing deals carry the greatest risk, including intellectual property loss

  2. Operational – considering equally the potential consequences of supply disruption, from transport and supplier failure through to contingency

  3. Financial – changes in demand, commodity prices and currency rates have a drastic impact on revenue forecasting and margin profitability

  4. Qualitative – substandard workmanship, impure materials and faulty quality checks expose organisations to reputation and litigation issues

  5. Compliance – complicated regulatory obligations and heightened social, ethical and sustainability requirements affect both brand and trade.

PA Consulting Group’s approach to risk management is one of competitive advantage: identify and evaluate risks, assess for mitigation and prioritise for action – provide early warning, define governance and identify resources. A risk management framework protects the business and coordinates responses to changing risks, for example by a more reliable commodity price forecaster for a petrochemicals firm or redefining procurement for a consumer goods company.

To participate in the current PA survey on risk management in extended supply chains, please click here. We would welcome your contribution, and in return you will receive the extended report of interim results.

To discuss more specific topics of the risk management framework please contact us now.