A Primer on Supply Risk Management and Compliance

Goranga / Adob​​e Stock

我们发布了底漆procure-to-payandsupplier managementbefore, but supply risk and compliance is perhaps the topic that is most likely to find itself in the headline of a mainstream newspaper. By the time you read headlines like the ones below, however, something has already gone wrong.

• Scores Dead in Bangladesh Building Collapse(纽约时报，2013年4月）
• Nestlé Admits to Forced Labour in Its Seafood Supply Chain in Thailand（监护人，2015年11月）
• Apple, Samsung and Sony Face Child Labour Claims(BBC News, January 2016)
• 丰田，其他主要的日本公司受到震损，供应中断(Reuters, April 2016)

Of course, these are just a few examples from recent years.

While the area of supply risk management is attracting growing interest and investment from procurement organizations, organizations typically deal with risk on a piece-part basis. That is exactly the wrong strategy, argue Spend Matters analysts Jason Busch, Pierre Mitchell and Michael Lamoureux in their latest report,花费事项景观定义和概述：供应风险管理和合规性。

他们的核心旨在发布此分析，他们写的是“改变这个视角，帮助组织更有效地整合这些供应风险管理计划。”

What is Supply Risk Management?

First, let’s define supply risk management and take a quick look at how the area has evolved over the years. In Spend Matters’ definition, the supply risk management market consists of multiple solution areas that are different yet often overlapping. They include:

• 独立的供应商和供应链风险管理nt, monitoring and optimization solutions
• 供应商管理解决方案
• Spend analytics solutions (inclusive of risk/financial data enrichment)
• 风险信息/内容发起者（例如，供应市场智能提供商）
• Governance, risk and compliance (GRC) vendors
• Commodity management solutions
• Supply chain planning, (re-)design and optimization

Supply risk management emerged as an area to pay attention to in the past two decades, as procurement and finance executives realized that supply disruptions, non-compliance and a host of potential problems lurking in the supply chain can have serious consequences for the business.

今天，采购组织更有风险感知。向前看的公司正在使用分析和第三方信息（如风险分数，企业社会责任，多样性数据等）作为风险减少的智能。分析可以帮助采购组织获得风险管理计划的高管支持，在整体支出和供应商关系的背景下看出风险数据，并做多种事物。

它还可以实现新型供应风险保险产品。当谈到供应风险时，由于花费重要分析师建议，也许“我们都应该更像是保险和重新保险公司！”

供应风险管理技术组件

There are six distinctive functional categories to which the technology components of supply risk management solutions can be sorted. We list the categories below, along with a few examples of what they can include (there are many more!):

Core supplier management enablement components

• Supplier portal and complex registrations
• Document capture and repository
• 全球支持在原子水平处收集的供应商信息

Spend, supplier and risk analytics and reporting

• 数据采集
• Data cleansing and classification
• Geospatial mapping and reporting of suppliers

Bill of material (BOM)-level reporting and visibility

• BOM part/SKU extraction and mapping
• Multi-tier mapping and visualization of relationships and dependencies

供应商风险智能饲料

• 供应商财务风险智能
• News feeds
• Global disaster intelligence

商品管理支持

• 商品价格基准测试
• 商品分析
• Document management

Supply chain (re-)design and optimization

• “如果是怎么办”情景规划
• Supply chain modelling to minimize impact of area-based geographic disruptions

As Spend Matters analysts Busch, Mitchell and Lamoureux put it, “organizations … tend to marginalize [supply risk management’s] importance at the executive and board level untilafter发生重大风险事件。“但当然，你知道更好。这是一个需要不断关注和创新的地区。

For that reason we encourage you to read our latest free report,花费事项景观定义和概述：供应风险管理和合规性。该报告通过进展和当前的供应风险管理状态，解释了如何在公司名称最终在不需要的新闻标题之前建立一个技术中心来解决供应风险。该报告还介绍了提供者景观，由商品管理等专业领域分解，分析分析和供应链规划。