SayPro 17 June, 2022 1213

Planning for continuity in the supply of stock will ultimately involve working collaboratively with suppliers and other key business partners. Before we get in a room with them, however, we need to determine our own requirements. Do a business impact analysis, identify and prioritize your supply chain processes and determine your recovery time objectives.What Are My Key Suppliers Doing About Business Continuity?With our own business continuity priorities understood and key suppliers identified and profiled, we need to work with key suppliers to understand their business continuity capabilities and to identify gaps between that capability and our own needs. Many companies use detailed questionnaires which cover all traditional domains of business continuity capability including organization, governance, business impact analysis, business continuity strategies, awareness and training programs, incident response, and crisis management procedures and documentation.A joint business continuity planning effort with key suppliers is an excellent start. But the ultimate goal is to integrate business continuity goals and objectives into existing supply chain processes. For example, suppliers should be answering questionnaires about business continuity capabilities as soon as they become candidates during procurement selection. Contracts with suppliers can mandate the periodic review of continuity controls. An updated assessment of business continuity capabilities can be part of the periodic supplier scorecards in vendor management.A basic reality for all business continuity planning extends to supply chain continuity planning: if it’s not regularly reviewed and tested, it’s not real. Supply chain partners must work together to periodically review and test their joint disaster recovery plans and other elements of the business continuity capability. This is another understanding that can be built into the contract but it ultimately needs to become integral to the culture and expectations of the extended organization.When a disaster occurs, partners in the supply chain are in a better position to leverage each other’s operational capabilities if advance planning has been done to define contacts, roles, contingency communications tools and methods of information sharing.

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