Table A2 Version final of the stock plan...

Table A2

Version final of the stock plan

Resilience element	Related risks	Mitigation action	What?	Where?	Who?	When?	Why?	How?
E1: Agility	* Delivery delay * Uncertainty of demand * Reduction of financial resources and products in stock	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 * Optimize structures to reduce operating costs	Adjusting the reorder point for items with higher inventory turnover
E2: Anticipation	* Unavailability/Employee turnover * 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. As well as creating a specification catalog on the materials	Purchasing Sector	Matrix – Corporate	Immediate	* Portrait the realistic view of the processes * Harvest lessons from past failures * Be prepared for future failures * Maintain process knowledge in the company * Avoid errors in the purchasing process	Preparing reports, failure procedures, process risks and creating catalogs with product specifications
E3: Logistics capacity	* 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	Matriz and Regionals	Immediate	* Ensure availability in case of supply disruption	Developing an integrated inventory and information exchange system between warehouses
E4: Collaboration	* Price increase * Bullwhip effect * Supplier bankruptcy * Uncertainty of demand * Supply interruption * Reduction of financial resources and products in stock * Out of stock	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
E4: Collaboration		Action 5: Supplier development	Initiate and strengthen collaborative partnerships to develop relationships and supply chain members	Chain members	Companies	Immediate	* Improve supply chain intelligence * Increase trust among chain members * Strengthen the relationship between chain members	Tightening agreements, closing flexible supply contracts and considering the reverse logistics of post-consumer materials
E5: Organizational culture	* 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 Regional Managers	Matrix – Corporate and Regional	Mid-term	* Improve readiness to deal with change * Improve the chance of survival	Creating events with problem solving and knowledge sharing dynamics
E6: Flexibilidade	* Delivery delay * Supply interruption * Reduction of financial resources and products in stock * 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 * Streamline the delivery process	Diversifying transport contracting and reducing delivery time
E6: Flexibilidade		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
E7: Human resource Management	* Lack of preparedness for crises * Unavailability of employees * Lack of information	Action 9: Conduct ongoing training	Conduct cross-training for employees on processes, system and products	Chain members	Companies	Immediate	* Develop cross-functional teams * Improve employee flexibility * Streamline warehouse processes	Training the warehouse team and other employees involved in the chain
E8: Integration	* Delivery delay * Supplier bankruptcy * Uncertainty 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	Mid-term	* Bring greater transparency and information	Through an integrated environment of information about order status, demand and distribution
E9: Redundancy	* 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	Immediate	* Ensure availability in case of supply disruption	Mapping new suppliers
E9: Redundancy		Action 12: Strategic Inventory	Review current safety stock level policy for critical products that have high inventory turns	Logistics Sector	Matrix – Corporate	Immediate	* Ensure availability in case of supply disruption	Adjusting the safety stock
E10: Robustness	* 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	Short term	* Maintain planned performance despite supply chain disruptions	Using a risk identification and mapping committee
E11: Security	* 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 from the supplier and upon return from the electrician	Warehouse team	Regionals	Immediate	* Ensure the safety of the operation * Ensure reliability with suppliers * Reduce costs with exchanges and internal reprocesses	Through inspections when receiving material from the supplier and electrician
E11: Security		Action 15: Take out insurance (if feasible)	Have insurance for unexpected events	Company Board	Matrix – Corporate	Immediate	* Share risks * Guarantee credit	By hiring insurance companies
E12: Sustainability	* 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 and Regional	Short term	* Increase the possibility of a faster and more efficient recovery	Training and familiarizing the company with negative incident contexts
E12: Sustainability		Action 17: Be adaptable to change	Encourage creative thinking and problem solving in the organization	Company Board	Matrix – Corporate and Regional	Immediate	* Create solutions for crises and unforeseen events	Fostering employee participation and collaboration in problem solving
E13: Decision making	* 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	Corporate	Immediate	* Build strategic resilience in the company	Using Risk Management Practices

Resilience element	Related risks	Mitigation action	What?	Where?	Who?	When?	Why?	How?
E1: Agility	* Delivery delay * Uncertainty of demand * Reduction of financial resources and products in stock	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 * Optimize structures to reduce operating costs	Adjusting the reorder point for items with higher inventory turnover
E2: Anticipation	* Unavailability/Employee turnover * 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. As well as creating a specification catalog on the materials	Purchasing Sector	Matrix – Corporate	Immediate	* Portrait the realistic view of the processes * Harvest lessons from past failures * Be prepared for future failures * Maintain process knowledge in the company * Avoid errors in the purchasing process	Preparing reports, failure procedures, process risks and creating catalogs with product specifications
E3: Logistics capacity	* 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	Matriz and Regionals	Immediate	* Ensure availability in case of supply disruption	Developing an integrated inventory and information exchange system between warehouses
E4: Collaboration	* Price increase * Bullwhip effect * Supplier bankruptcy * Uncertainty of demand * Supply interruption * Reduction of financial resources and products in stock * Out of stock	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
E4: Collaboration		Action 5: Supplier development	Initiate and strengthen collaborative partnerships to develop relationships and supply chain members	Chain members	Companies	Immediate	* Improve supply chain intelligence * Increase trust among chain members * Strengthen the relationship between chain members	Tightening agreements, closing flexible supply contracts and considering the reverse logistics of post-consumer materials
E5: Organizational culture	* 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 BoardRegional Managers	Matrix – Corporate and Regional	Mid-term	* Improve readiness to deal with change * Improve the chance of survival	Creating events with problem solving and knowledge sharing dynamics
E6: Flexibilidade	* Delivery delay * Supply interruption * Reduction of financial resources and products in stock * 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 * Streamline the delivery process	Diversifying transport contracting and reducing delivery time
E6: Flexibilidade		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
E7: Human resource Management	* Lack of preparedness for crises * Unavailability of employees * Lack of information	Action 9: Conduct ongoing training	Conduct cross-training for employees on processes, system and products	Chain members	Companies	Immediate	* Develop cross-functional teams * Improve employee flexibility * Streamline warehouse processes	Training the warehouse team and other employees involved in the chain
E8: Integration	* Delivery delay * Supplier bankruptcy * Uncertainty 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	Mid-term	* Bring greater transparency and information	Through an integrated environment of information about order status, demand and distribution
E9: Redundancy	* 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	Immediate	* Ensure availability in case of supply disruption	Mapping new suppliers
E9: Redundancy		Action 12: Strategic Inventory	Review current safety stock level policy for critical products that have high inventory turns	Logistics Sector	Matrix – Corporate	Immediate	* Ensure availability in case of supply disruption	Adjusting the safety stock
E10: Robustness	* 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	Short term	* Maintain planned performance despite supply chain disruptions	Using a risk identification and mapping committee
E11: Security	* 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 from the supplier and upon return from the electrician	Warehouse team	Regionals	Immediate	* Ensure the safety of the operation * Ensure reliability with suppliers * Reduce costs with exchanges and internal reprocesses	Through inspections when receiving material from the supplier and electrician
E11: Security		Action 15: Take out insurance (if feasible)	Have insurance for unexpected events	Company Board	Matrix – Corporate	Immediate	* Share risks * Guarantee credit	By hiring insurance companies
E12:Sustainability	* 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 and Regional	Short term	* Increase the possibility of a faster and more efficient recovery	Training and familiarizing the company with negative incident contexts
E12:Sustainability		Action 17: Be adaptable to change	Encourage creative thinking and problem solving in the organization	Company Board	Matrix – Corporate and Regional	Immediate	* Create solutions for crises and unforeseen events	Fostering employee participation and collaboration in problem solving
E13: Decision making	* 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	Corporate	Immediate	* Build strategic resilience in the company	Using Risk Management Practices

Note(s): Immediately, these are actions to be developed as quickly as possible; short term, are actions to be developed in up to one month, and; medium term are actions that can be planned and developed in six months

Source(s): Authors' own creation

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