Over the past decade organizations have faced relentless customer demand for better value at less cost, individual customization, greater choice, faster delivery, higher quality, exceptional service, and more recently increased environmental and social consciousness. The organization s weapon of choice to address this increasing demand has been the supply chain. However, as the supply chain footprint changed (e.g. outsourcing, off-shoring and customer/vendor empowerment) so did the organization s exposure to uncertainty. Organizations were taken by surprise since this exposure was unanticipated, complex and beyond their ability to manage. As customers become more demanding and change occurs at an even greater pace, supply chain risk continues to propagate like a parasite. Organizations and societies are at much greater risk of systemic failure because of the massive interdependency throughout global supply chains. The priority now is two-fold; play catch-up and address these massive gaps while deploying more intelligent and integrated strategies (i.e. social aware, instinctive, dynamic and predictive) for dealing with continuous change. Single Point of Failure: The 10 Essential Laws of Supply Chain Risk Management uses analogies and dozens of case histories to describe the risk parasite that infects all supply chains while revealing methods to neutralize that parasite. The book addresses the questions: What are the "e;single points of failure"e;? How exposed are customers, investors, other stakeholders and ultimately the organization? What is the measurable impact (i.e. brand, financial, strategic, and non-compliance)? Who establishes the "e;risk paradigm"e;? How does the organization efficiently and effectively allocate precious resources - time, people, management attention, and capital? How is success measured? This book is both technically powerful and effectively realistic, based on today's complex global economy.

Over the past decade organizations have faced relentless customerdemand for better value at less cost, individual customizationgreater choice, faster delivery, higher quality, exceptionalservice, and more recently - increased environmental andsocial consciousness. The organization's weapon ofchoice to address this increasing demand has been thesupply chain. However, as the supply chain footprint changed (e.g.outsourcing, off-shoring and customer/vendor empowerment) so didthe organization's exposure to uncertainty. Organizationswere taken by surprise since this exposure was unanticipatedcomplex and beyond their ability to manage. As customers becomemore demanding and change occurs at an even greater pace, supplychain risk continues to propagate like a parasite. Organizationsand societies are at much greater risk of systemic failure becauseof the massive interdependency throughout global supply chains. Thepriority now is two-fold; play catch-up and address these massivegaps while deploying more intelligent and integrated strategies(i.e. social aware, instinctive, dynamic and predictive) fordealing with continuous change.Single Point of Failure: The 10 Essential Laws of SupplyChain Risk Management uses analogies and dozens of casehistories to describe the risk parasite that infectsall supply chains while revealing methods to neutralize thatparasite. The book addresses the questions: What are the "singlepoints of failure"? How exposed are customers, investors, otherstakeholders and ultimately the organization? What is themeasurable impact (i.e. brand, financial, strategic, andnon-compliance)? Who establishes the "risk paradigm"? How does theorganization efficiently and effectively allocate preciousresources - time, people, management attention, and capital? How issuccess measured? This book is both technically powerful andeffectively realistic, based on today's complex global economy.

About the Author xiPreface xiiiAcknowledgments xviiIntroduction Getting to the Truth 1Chapter 1 The Laws of the Laws 9Laws of the LawsRisk Management DefinedLaw of the Laws #1: Everyone, without Exception, Is Part of a Supply ChainLaw of the Laws #2: No Risk Strategy Is a Substitute for Bad Decisions and a Lack of Risk ConsciousnessLaw of the Laws #3: It's All in the DetailsLaw of the Laws #4: People Always Operate from Self-InterestIndirect and Secondary ImpactsWhat Can You Conclude?NotesChapter 2 Law #1: If You Don't Manage and Lead Change, You Have to Surrender to It 31The Risk Wake - Up Call -- Planned Change, Unplanned ConsequencesWe Can't Change the Past, but . . . Can We Change the Future?Can You See the Icebergs Ahead?NotesChapter 3 Law #2: The Paradigm Should Destroy the Parasite: Begin by Defining the Paradigm, Not by Fighting the Parasite 61The Paradigm in ActionWhy Does the Organization Need to Identify a Supply Chain Risk Paradigm?Beware! The Paradigm Can Shift without NoticeIf the Shoe FitsNotesChapter 4 Law #3: Manage Your Business DNA in a Petri Dish of Evolving Risk 87Expanding the Risk Awareness UniverseKnow Your Business--Know Your SurroundingsThe Keys to Your Risk KingdomYour Operation's Complete FootprintYour Action PlanNotesChapter 5 Law #4: In Supply Chain Risk Management, Demand Trumps Supply 115Everyone's CustomerBuilding Your Demand-Based StrategyMarket and Client Factors to ConsiderNotesChapter 6 Law #5: Never Set Up Your Suppliers for Failure 143Supply Chain Risk Management ProgramSourcing Strategies That Create More Risk, Not LessTrust but VerifyNotesChapter 7 Law #6: Managing Production Risk Is a Dirty Job: Focus on Managing the Endless Risk of Manufactured Weakest Links 173Going Global with the Production of RiskA New Collaborative EffortWhy Is Production So Critical?Part Two of the Double Whammy: LaborNotesChapter 8 Law #7: The Logistics Risk Management Rule: Managing the Parts Does Not Equal Managing the Whole 199What Is Logistics Risk?Cargo and Warehouse TheftThe Piracy RiskWhat's at Risk?Single Points of Failure and Aggregate RiskSupply Chains Don't Survive on Product Flows Alone; Information Flows Are EssentialIn the End It's All about the Priorities and EconomicsNotesChapter 9 Law #8: Mitigation: If Supply Chain Risk Management Isn't Part of the Solution, It Will Become the Problem 225Now What Do I Do?Enter the Risk Intelligent Supply ChainEconomic Change--A Catalyst for Redefining Resiliency ManagementPredisruptionAt Time of DisruptionPostdisruptionWhat Is Risk Mitigation?NotesChapter 10 Law #9: Financing: The Best Policy Is Knowing What's in Your Policy 249Insurance and Its Role in Supply Chain Risk ManagementBackground on Insurance in the Supply Chain Risk AreaCurrent Insurance Solutions and Their LimitationsIntroducing Supply Chain Insurance: Approach and ChallengesCorporate Customer Benefits Arising from Supply Chain InsuranceConclusionsWhat Does the Future Hold?A View from the Insurer's SideNotesChapter 11 Law #10: Manage the Risk as You Manage Your Own: Your Supply Chains Are All Interdependent but Unique 279Questioning Old AssumptionsPersonal Laws of the LawsIndex 287