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Two categories of risk affecting supply chain design and management exist: (1) risks arising from the problems of coordinating supply and demand, and (2) risks arising from disruptions to normal activities. BP has helped put together strong rescue operations to mitigate the second category of risks, which may arise from natural disasters, from strikes and economic disruptions, and from acts of purposeful agents.
Under these circumstances Supply Chains can get to a risk curve when one has to cut their losses or implement change immediately to impact results. These decisions have to be made fast and often confidentially managed within small task-teams in large organizations.
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Fraudulent issues that require a high level of secrecy, non-performing suppliers that fall into dangerous fiscal pitfalls, sudden bankruptcies, equipment malfunction, unforeseen discontinuities in supply are all known examples of disruptions to adversely affect corporation performance.
Our ability to maintain or improve performance within crisis is a function of our lean and nimble structure, yet deep-rooted network. Our uniqueness as an organization that operates specialized assets, manages third party freight and provide consulting services allows to outsmart the competition and perform with higher applied intelligence.
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Example:
Transitioned a nationwide 6,000 loads a year business for the largest F&B operator in Canada, with less than a week of preparation time and notice putting 50 trucks in position (standby assets were also positioned for contingency) for a seamless take over with 100% on time execution. The outgoing supplier was given no notice of the transition and we suppressed the transaction through the industry.