Table A1 Version 1 of the stock plan... | Emerald Publishing

Table A1

Version 1 of the stock plan

Related risks	Mitigation action	What?	Where?	Who?	When?	Why?	How?
* Delivery delay * Uncertainty of demand * Resource reduction	Action 1: Favor the Agile Supply Chain	Increase receiving frequency and reduce lead times along the supply chain	Logistics Sector	Matrix – Corporate	Short term	* Increase product availability * Reduce risks associated with maintaining high levels of inventories	Adjusting the order point
* Unavailability of employees * Supply interruption * Lack of preparedness for crises	Action 2: Knowledge management	Record and manage information from past disruption events, such as which processes/products are most likely to experience disruptions, how these disruptions might occur, and which disruptions have already occurred	Purchasing Sector	Matrix – Corporate	Mid-term	* Portrait the realistic view of the processes * Harvest lessons from past failures * Be prepared for future failures * Maintain process knowledge in the company	Preparing reports and procedures for failures and risks in the processes
* Delivery delay * Supply interruption * Uncertainty of demand	Action 3: Inventory balancing	Develop an integrated inventory system so that one warehouse can supply the other if needed	Logistics Sector	Matrix and Regionals	Immediate	* Ensure availability in case of supply disruption	Developing an integrated inventory system to exchange information between warehouses
* Price increase * Bullwhip effect * Supplier bankruptcyUncertainty of demand Supply interruption * Reduction of resources	Action 4: Collaboration and external communication	Maintain continuous contact with suppliers and customers, sharing information among supply chain members, such as behavior and demand characteristics	Supply Management	Matrix – Corporate	Immediate	* Improve supply chain intelligence * Increase supplier monitoring	Sharing information across the chain through reporting and constant contact
* Out of stock	Action 5: Supplier development	Initiate and strengthen collaborative partnerships to develop relationships and supply chain members	Supply Management	Matrix – Corporate	Mid-term	* Improve supply chain intelligence * Increase trust among chain members * Strengthen the relationship between chain members	Close agreements and close flexible supply contracts
* Difficulty adapting * Delay in crisis response * Lack of preparedness for crises	Action 6: Promote a culture that helps manage risk in the supply chain	Encourage a culture oriented towards learning and sharing information/knowledge	Company Board	Matrix – Corporate Managements – Regional	Long term	* Readiness to deal with change * Improve the chance of survival	Create events with dynamic problem solving and knowledge sharing
* Delivery delay * Supply interruption * Resource reduction * Chain restrictions	Action 7: Use multiple modals	Diversify the modes of transport used	Purchasing Sector	Matrix – Corporate	Immediate	* Prevent risk of transport breakage * Decrease the dependency relationship with companies	Diversifying transport contracting
	Action 8: Maintain short-term alternative sources of supply	Having local suppliers as a contingency plan	Purchasing Sector	Matrix – Corporate and Regional	Immediate	* Ensure availability in case of supply disruption	Mapping new regional suppliers
* Lack of preparedness for crises * Unavailability of employees	Action 9: Conduct ongoing training	Conduct cross-training for employees	Logistics Sector	Matrix – Corporate	Mid-term	* Develop cross-functional teams * Improve employee flexibility	Training the warehouse team
* Delivery delay * Supplier bankruptcyUncertainty of demand Supply interruption * Out of stock	Action 10: Generate greater transparency in the Supply Chain	Provide greater interaction between chain members	Chain members	Companies	Long term	* Bring greater transparency and information	Through an integrated environment of information about order status, demand and distribution
* Delivery delay * Supplier bankruptcy * Uncertainty of demand * Supply interruption * Out of stock	Action 11: Use multiple providers	Maintain alternate sources of supply for critical items	Purchasing Sector	Matrix – Corporate	Short term	* Ensure availability in case of supply disruption	Mapping new suppliers
	Action 12: Strategic Inventory	Review current safety stock level policy for critical products that have high inventory turns	Logistics Sector	Matrix – Corporate	Short term	* Ensure availability in case of supply disruption	Adjusting the safety stock
* Lack of preparedness for crises * Market changes * Uncertainty of demand * Stop operations	Action 13: Check for risks and deal with them before they occur	Form a specialized team to identify and manage risks	Company Board	Matrix – Corporate	Mid-term	* Maintain planned performance despite supply chain disruptions	Using a risk identification and mapping committee
* Lack of reliability * Lack of preparedness for crises * Reduction in product quality	Action 14: Have a routine to audit and inspect	Inspect the quality of products upon receipt	Warehouse team	Regionals	Immediate	* Ensure the safety of the operation * Ensure reliability with suppliers	Through inspections upon receiving the material
	Action 15: Take out insurance	Have insurance for unexpected events	Company Board	Matrix – Corporate	Immediate	* Share risks * Guarantee credit	By hiring insurance companies
* Delay in crisis recovery * Difficulty adapting * Lack of preparedness for crises	Action 16: Engage the organization in risk management and crisis preparedness	Train and engage employees in resolving challenges and crises	Company Board	Matrix – Corporate	Long term	* Increase the possibility of a faster and more efficient recovery	Training and familiarizing the company with negative incident contexts
	Action 17: Be adaptable to change	Encourage creative thinking and problem solving in the organization	Company Board	Matrix – Corporate	Long term	* Create solutions for crises and unforeseen events	Fostering employee participation and collaboration in problem solving
* Delay in crisis response * Weak relationship in jail	Action 18: Consider the risks involved in decision making	Analyze risks and consult chain information for decision making	Company Board	Matrix – Corporate	Mid-term	* Build strategic resilience in the company	Using Risk Management Practices

Related risks	Mitigation action	What?	Where?	Who?	When?	Why?	How?
* Delivery delay * Uncertainty of demand * Resource reduction	Action 1: Favor the Agile Supply Chain	Increase receiving frequency and reduce lead times along the supply chain	Logistics Sector	Matrix – Corporate	Short term	* Increase product availability * Reduce risks associated with maintaining high levels of inventories	Adjusting the order point
* Unavailability of employees * Supply interruption * Lack of preparedness for crises	Action 2: Knowledge management	Record and manage information from past disruption events, such as which processes/products are most likely to experience disruptions, how these disruptions might occur, and which disruptions have already occurred	Purchasing Sector	Matrix – Corporate	Mid-term	* Portrait the realistic view of the processes * Harvest lessons from past failures * Be prepared for future failures * Maintain process knowledge in the company	Preparing reports and procedures for failures and risks in the processes
* Delivery delay * Supply interruption * Uncertainty of demand	Action 3: Inventory balancing	Develop an integrated inventory system so that one warehouse can supply the other if needed	Logistics Sector	Matrix and Regionals	Immediate	* Ensure availability in case of supply disruption	Developing an integrated inventory system to exchange information between warehouses
* Price increase * Bullwhip effect * Supplier bankruptcyUncertainty of demand Supply interruption * Reduction of resources	Action 4: Collaboration and external communication	Maintain continuous contact with suppliers and customers, sharing information among supply chain members, such as behavior and demand characteristics	Supply Management	Matrix – Corporate	Immediate	* Improve supply chain intelligence * Increase supplier monitoring	Sharing information across the chain through reporting and constant contact
* Out of stock	Action 5: Supplier development	Initiate and strengthen collaborative partnerships to develop relationships and supply chain members	Supply Management	Matrix – Corporate	Mid-term	* Improve supply chain intelligence * Increase trust among chain members * Strengthen the relationship between chain members	Close agreements and close flexible supply contracts
* Difficulty adapting * Delay in crisis response * Lack of preparedness for crises	Action 6: Promote a culture that helps manage risk in the supply chain	Encourage a culture oriented towards learning and sharing information/knowledge	Company Board	Matrix – Corporate Managements – Regional	Long term	* Readiness to deal with change * Improve the chance of survival	Create events with dynamic problem solving and knowledge sharing
* Delivery delay * Supply interruption * Resource reduction * Chain restrictions	Action 7: Use multiple modals	Diversify the modes of transport used	Purchasing Sector	Matrix – Corporate	Immediate	* Prevent risk of transport breakage * Decrease the dependency relationship with companies	Diversifying transport contracting
	Action 8: Maintain short-term alternative sources of supply	Having local suppliers as a contingency plan	Purchasing Sector	Matrix – Corporate and Regional	Immediate	* Ensure availability in case of supply disruption	Mapping new regional suppliers
* Lack of preparedness for crises * Unavailability of employees	Action 9: Conduct ongoing training	Conduct cross-training for employees	Logistics Sector	Matrix – Corporate	Mid-term	* Develop cross-functional teams * Improve employee flexibility	Training the warehouse team
* Delivery delay * Supplier bankruptcyUncertainty of demand Supply interruption * Out of stock	Action 10: Generate greater transparency in the Supply Chain	Provide greater interaction between chain members	Chain members	Companies	Long term	* Bring greater transparency and information	Through an integrated environment of information about order status, demand and distribution
* Delivery delay * Supplier bankruptcy * Uncertainty of demand * Supply interruption * Out of stock	Action 11: Use multiple providers	Maintain alternate sources of supply for critical items	Purchasing Sector	Matrix – Corporate	Short term	* Ensure availability in case of supply disruption	Mapping new suppliers
	Action 12: Strategic Inventory	Review current safety stock level policy for critical products that have high inventory turns	Logistics Sector	Matrix – Corporate	Short term	* Ensure availability in case of supply disruption	Adjusting the safety stock
* Lack of preparedness for crises * Market changes * Uncertainty of demand * Stop operations	Action 13: Check for risks and deal with them before they occur	Form a specialized team to identify and manage risks	Company Board	Matrix – Corporate	Mid-term	* Maintain planned performance despite supply chain disruptions	Using a risk identification and mapping committee
* Lack of reliability * Lack of preparedness for crises * Reduction in product quality	Action 14: Have a routine to audit and inspect	Inspect the quality of products upon receipt	Warehouse team	Regionals	Immediate	* Ensure the safety of the operation * Ensure reliability with suppliers	Through inspections upon receiving the material
	Action 15: Take out insurance	Have insurance for unexpected events	Company Board	Matrix – Corporate	Immediate	* Share risks * Guarantee credit	By hiring insurance companies
* Delay in crisis recovery * Difficulty adapting * Lack of preparedness for crises	Action 16: Engage the organization in risk management and crisis preparedness	Train and engage employees in resolving challenges and crises	Company Board	Matrix – Corporate	Long term	* Increase the possibility of a faster and more efficient recovery	Training and familiarizing the company with negative incident contexts
	Action 17: Be adaptable to change	Encourage creative thinking and problem solving in the organization	Company Board	Matrix – Corporate	Long term	* Create solutions for crises and unforeseen events	Fostering employee participation and collaboration in problem solving
* Delay in crisis response * Weak relationship in jail	Action 18: Consider the risks involved in decision making	Analyze risks and consult chain information for decision making	Company Board	Matrix – Corporate	Mid-term	* Build strategic resilience in the company	Using Risk Management Practices

Source(s): Authors' own creation