Instrumento de recogida de datos cuantitativo: Cuestionario

assess-ment of the state of supply chain risk manageassess-ment. This will involve some-thing we call the Four Pillars of SCRM. These pillars include supply risk, process risk, demand risk, and environmental risk. Each pillar encom-passes its own set of tools, techniques, tactics, metrics, people, processes, and program issues. The complexion of each pillar is below.

Supply Risk

The complexion of this pillar encompasses areas such as supplier conti-nuity, strategic sourcing, supplier viability and capability, raw material pricing, supplier assessments, inbound logistics, fraud, corruption, and counterfeiting. Inherent risks here are disruptions caused by the inability of suppliers to deliver on time, quality failure, financial failure, compli-ance failure, channel complexity, and communication failure.

Process Risk

This pillar includes IT systems, mergers and acquisitions, marketing strategy, organizational structure, frameworks and metrics, supply chain strategy and execution, manufacturing and quality, organizational risk assessment, heat maps, and war rooms. The inherent risks here include disruptions caused by quality problems, inventory shortages, late deliver-ies, capacity shortages, equipment breakdowns, IT outages, poor overall execution, and misalignment of strategy and metrics.

Demand Risk

The complexion of this pillar covers areas such as new customers, market trends, consumer interest/ spending, demand management/ forecasting, distribution requirements planning, product integrity, customer service, and scenario planning. Inherent risks here are disruptions caused by prob-lems in distribution, actions by competitors, product reputation, brand management, social media/ trending, logistics, and customer sentiment.

Environmental Risk

This final pillar encompasses areas such as government regulations, taxes, economic volatility, currency exchange, natural disasters, and compli-ance. Inherent risks are natural disasters, geopolitical and energy risks, port security, logistics and facilities security, currency exchange fluctua-tions, global economics, war, pandemics, and civil disobedience.

We have compiled a profile of the maturity and activity level for each pillar. Figure 2.3 depicts our assessment of the maturity and activity level

for each pillar. On the left or y- axis is the maturity level of each pillar. The horizontal x- axis depicts the Four Pillars, and the size or length of each

“box” is an indication of the activity level within each pillar.

From a maturity point of view, we feel the supply pillar is by far the most mature of the four, positioned at about 70 out of 100. Why? Procurement professionals have been dealing with supplier uncertainty and risk for more than 50 years. This discipline has become a profession, supported by member- driven organizations who are providing certifications to demon-strate that these professionals have a command of the body of knowledge and best practices. Tools such as supplier relationship management (SRM), spend management, credit and financial reporting by public credit orga-nizations, and more have matured over the years. And the present activ-ity level of new techniques such as supplier risk assessment; supply chain mapping; and fraud, bribery, and corruption identification supported by new cloud- based software systems is providing the procurement profes-sionals with a host of new tools and techniques to leverage in an effort to identify, assess, mitigate, and manage supplier risk.

The next- highest level of maturity and activity, in our opinion, is the demand pillar. Positioned at about 50 out of 100, demand management solutions, such as sales forecasting and many other deterministic tools have been around as long as the supply tools. So why then do we feel this

100 100 100 100

70

40

50

30

0 20 40 60 80 100 120

Supply Process Demand Environment

Maturity Index

The difference between the top &

bottom of each box indicates the scope of activity

FIGURE 2.3

Four- pillar SCRM maturity and activity level.

pillar is at a lower maturity level than supply? The tools utilized in this pil-lar have been developed to support processes that are purely forward look-ing and one- dimensional, such as sales forecastlook-ing, and do not involve any element of uncertainty or risk. Another tool, collaborative planning, forecasting, and replenishment (CPFR), does provide some coverage of risk because it attempts to support information sharing between supplier and customer in an effort to minimize demand surprises and shocks to the supply chain. New techniques and tools such as probabilistic plan-ning, discrete- event simulation, and digital modeling are emerging to assist demand managers and sales and operations planning (S&OP) pro-cess owners to run “what- if” scenarios that will demonstrate how their supply chains will act when a risk event shocks their organization. These new tools overtly handle uncertainty and risk and will take some time to mature.

Next in the maturity and activity level is the process pillar. A tremen-dous number of tools and techniques support all the processes we’ve highlighted in this pillar. Many have been around for more than 40 years and are supported by professional organizations such as APICS, CSCMP, ASQC, ISSSP, and others and also include professional certifications.

Again, our reasoning for the pillar’s positioning is that many of the tools do not embrace uncertainty and risk. They support discrete, linear func-tions, such as planning inventory, planning capacity, production schedul-ing, quality, logistics, and more. These functions are driven by solid supply chain management metrics such as maximizing service, reducing cost, and improving asset utilization, not mitigating risk.

And finally, the environmental pillar is very new and continues to expand because of new industry- specific and governmental rules and reg-ulations. There is more and more activity in this area, but with new and ever- changing regulations, this pillar will take a long time to solidify.

THE SUPPLY CHAIN RISK MANAGEMENT ADOPTION